How does one reposition a mature conglomerate best known as a petrochemical firm so that it can compete in a variety of business segments?
How does one reposition a mature conglomerate best known as a petrochemical firm so that it can compete in a variety of business segments?
Following a successful split-off of Conoco in 1999, management at DuPont engaged in a decade-long challenge to reposition the company from a mature worldwide petrochemical firm to a leader in biotechnology. In 2010, president and CEO Ellen Kullman considered how to structure her organization and how to position DuPont for future growth. In this case, students consider Dupont's six business segments at this point in time - agriculture and nutrition, electronics and communications, performance chemicals, performance coatings, performance materials, and safety and protection - and how to evolve a strategy that would create the most value for the company and for its investors.
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