From the course: Counterintuitive Leadership Strategies for a VUCA (Volatile, Uncertain, Complex, Ambiguous) Environment
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Case in point: Nabob Foods Limited
From the course: Counterintuitive Leadership Strategies for a VUCA (Volatile, Uncertain, Complex, Ambiguous) Environment
Case in point: Nabob Foods Limited
- I want to give you an example of the prune-to-gro concept by telling you about a company called Nabob Foods Limited, a packaged foods company with a wide portfolio of grocery products. Some years ago, they were facing tremendous challenges. Costs were outpacing profits. Market share was down and bankruptcy was looming on the horizon. The owner saw the writing the wall. So, as a last ditch effort, they hired a promising young executive named John Bell as VP of marketing. Bell would have to make some tough decisions about the company's 12 different product lines if he wanted to help the organization survive. His strategy was to pour all the company's investment and energy into the products that really mattered and let go of the others. He believed that offered the best chance for a turnaround. Right off the bat, he led Nabob to dissolve eight of its 12 products. Needless to say, this was a controversial move. Some of these brands had a long history and a loyal consumer following. Two…
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