Anna Frisch at Aesch AG: Initiating Lateral Change
Urs Müller; Ulf Schäfer
ESMT European School of Management and Technology
Anna Frisch had tried to initiate change at Aesch AG, a large global provider of medical devices for the healthcare industry. As a marketing director, she had identified major shifts in German healthcare which demanded that Aesch changed its ways of approaching customers. Instead of targeting the specific needs of doctors in hospitals, Aesch should address the new decision makers: the CEOs, CFOs, or CIOs of hospitals, who followed a different buying logic.
Due to the fact that the case is rather short and concise we have made particularly good experience using it in executive education. The case seems to be most effective and popular with young and experienced middle managers for whom the case situation – having to lead Lateral Change, i.e. change from a middle manager’s perspective without formal authority - is familiar.
Health Care Services
Germany; 33 employees; 2007
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