Describes how, to produce results similar to that of a small aggressive company, ICL has taken empowerment one step further by transforming some of its business units into subsidiary companies working under the ICL umbrella. Asserts that diversity is one of the keys to ICL′s continued profitability. Contends that empowerment has been instrumental in the creation of a more dynamic, efficient and results‐oriented organization. Focuses on an individual business unit, looking at the empowerment process from this perspective. Concludes that huge progress has been made and the company will maintain and develop its innovative and flexible culture.
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