Examination of a strategy failure Available to Purchase

During the 1960s and 70s a large number of corporations focused on rapid growth and diversification. Within a few years, almost all of them experienced severe growing pains when they attempted to manage their diversified stable of companies. Many have found that such pains can wrack and sometimes even destroy an organization that otherwise seemed to be quite strong. The following case history of Teledyne/ Packard Bell outlines some of the problems and results in one instance of diversified growth. It also examines the process of planning and achieving growth and suggests strategies for avoiding the kind of failure that the Teledyne subsidiary, Packard Bell, experienced.