Unconventional mettle

Citation

(2006), "Unconventional mettle", Strategic Direction, Vol. 22 No. 1. https://doi.org/10.1108/sd.2006.05622aaf.003

Unconventional mettle

Unconventional mettle

McClenahen JSIndustry Week, (USA), Aug 2005 Vol 254 No 8, Start page: 23, No of pages: 4

Purpose – To present a case study of the strategic vision and operating practices of Mittal Steel Co. NV. Design/methodology/approach – Documents the beginnings, development and performance of Mittal, the world’s largest steel producer, incorporated in The Netherlands and headquartered in London. Explores Mittal’s vision to become the most admired steel company, built on value-added products, excellent human resources and industrial relations, the full confidence of the investor community, and a belief amongst stakeholders that Mittal is a company in which the future is theirs. Makes the point that neither Mittal’s strategic vision nor its operating practices are formulaic, with a philosophy that the very purpose of being in business is to have profit, that steel must become global, that acquisitions must add value, and that there is value in healthy competition. Looks at how, in the pursuit of efficiency, Mittal writes its own operating rules, employing multiple means of production, including mini-mills and vertically integrated facilities, and emphasizing the exchange of best practices and processes among all its facilities. Relates Mittal’s approach to manpower planning and workforce reduction as a result of acquisitions. Reports the thinking behind Mittal’s intention to move into China, the world’s largest steel-producing nation. Originality/value – Takes a look at the strategic direction and operating practices that make Mittal Steel Co. NV the world’s leading steel producer.Classification(s): Top Management – Strategy; Premier Management; Management Styles; StrategyStyle: Case studyISSN: 0039-0895

Keywords: Mittal Steel Company, Operations management Managerial strategy