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Sara Lee Corporation's acquisition binge in the 1980s and 1990s left the company with a portfolio of vastly different businesses operating independently of one another. It had experienced rapid top-line growth, but at the same time cash flows had declined. Sara Lee ignored both internal and external warning signs until a major transformation plan became necessary. This case examines the company's multiple turnaround attempts. The learning objective of the case is to analyze “early stage” turnaround efforts by examining how the company found itself in decline, evaluating its attempts to improve its performance, and assessing the turnaround plan.

(1) Learn to identify a specific challenging moment when reading and analyzing a turnaround plan; (2) address the implementation problems of an early stage turnaround and discuss exit options; (3) evaluate when a change of long-held beliefs and decades-long strategy by a company is warranted; (4) evaluate Sara Lee's marketing strategies in light of the disappointed retail and wholesale customers; and (5) show the similarities in traits between turnaround managers and high-growth entrepreneurs.

The case study takes students through basic principles and applications of entrepreneurship theory as demonstrated by the story of Kenya Red Cross Society (KRCS). The case further demonstrates the significance of communicating a rallying vision in a change management situation. The case further allows the students to evaluate the concept and implication of entrepreneurial leadership thereby enhancing creativity and innovativeness in a firm.

An area that has had little interaction in the study of entrepreneurship is within the development and humanitarian agencies. This is a case study on Entrepreneurial Habits in the KRCS. The leadership of KRCS combined different entrepreneurial actions that were able to deliver commercial goals in a not-for-profit organization. The final overarching consideration was the sustainability of the changes implemented over a period of time.

Graduate level.

Teaching notes are available for educators only.

CSS 3: Entrepreneurship.

Addresses the issue of Gender Equality – UN Sustainable Development Goal No.5. Discusses the topic of diversity, equity and inclusion. Presents the challenges faced by women of color in workplace and shows the capabilities needed to overcome these challenges.

Analyze the capabilities that women of color need to become successful leaders. Explore the importance of Diversity, Equity and Inclusion (DEI) in organizations and the role played by leaders in promoting DEI. Understand what inclusive leadership is. Examine the strategic leadership skills that leaders need to possess.

In March 2021, one of the largest drugstore chains in the USA, Walgreens Boots Alliance, a US$140bn company, announced that Rosalind Brewer (Brewer) (she) would be its new CEO. With the announcement, Brewer became the third black woman in history to lead a Fortune 500 company. After graduating in organic chemistry, Brewer joined Kimberly Clark and went on to lead the Nonwovens business. She then joined Walmart as Vice President. Brewer then moved to Starbucks as Head of Operations. Being an inclusive leader, Brewer brought in several changes to smoothen the operations and make the organizations employee-friendly. At the same time, as a black woman in a leadership position, she faced several challenges, which she overcame. As an advocate of DEI, Brewer strove to take diversity beyond just numbers. After becoming the CEO Boots Walgreens, Brewer was looking at taking medicines to masses and making healthcare affordable and available.

MBA/MS/Executive Education.

Teaching Notes are available for educators only.

CCS 6: Human Resources.