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Casos de Ensino/ Gestão: Mirabela: O desafio de um Turn Around

Author(s): Betania Tanure | Vera L. Cançado | Selmara Raquel Gomes Sales

Journal: TAC : Tecnologias de Administração e Contabilidade
ISSN 2236-0263

Volume: 2;
Issue: 1;
Start page: 71;
Date: 2012;
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Keywords: radical transformation | turn around | organizational change | cultural change.

The teaching case Mirabela: the challenge of a Turn Around aims to analyze the company’s transformation process, through the presentation of the perception of Luis Nepomuceno, General Director hired in April 2010, and the perception of other managers of the company. In the case, we describe three different moments: the story of Mirabela, from its foundation until 2010, when the company underwent serious financial, production and management crises: it suffered an organizational climate of distrust and also lack of confidence in the market due to suppliers delaying payments. The second moment describes the company’s 100 days Plan, when Luis and his team take control of the company and elaborate a cost reduction plan. During the period from May to August, 2010, the company underwent radical changes through actions based on transparency, honesty and two-way communication, renegotiated all supply contracts, and restructured their team of collaborators. The current moment involves the process of consolidating the changes made to several organizational dimensions: vision of the future, strategy, structure, process, people, leadership and culture. The future challenge for management will require material and human investments and is intended to double production by building a Mirabela Culture, which will help support the company's competitive advantages.
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