Direction Mr.

Rorsted had set the direction to the organization by giving it new vision and
setting a new set of values. He made it clear that, Henkel want to be in the top position
in whatever markets it operate in. At the same time handling the crisis
situation.
Keeping Ambitious Goals
Created Short Term wins (12% EBIT by 2010, 13% EBIT by 2011)
Values
1) Customers 2) People 3) Financials 4) Sustainability 5) Family
These are very carefully designed keeping in view of all the stakeholders of the
organization. He kept time bound audacious goals.

Structured First he started concentrating on the product verticals and the geographical
and Holistic locations and then on the people side by making the necessary changes
Approach simultaneously.
People Side:
Compensation System
Performance Management system
Team building activities like DRT
Product Side:
Process standardization and automation
Concentration on high margin products
Removal of non-strategic brands there by improving the capacity
utilization rates
Communicati All the stakeholders involved in the company has been communicated properly
on by effective channels i.e. 360 degree campaigns and workshops. Encouraged
the interactions between the top management and the potential leaders in the
middle levels.
Change He put in all the processes in necessary for the smooth transition of the change.
Management He had made all the employees a part of the change process.
2. What do you like about the Rorsteds approach? Why? (Must be in tabular form with what you
like in one column and the reason or why in the corresponding next column. Confine your
answer to four or less critical issues)