This is the second of a two-case series (310-240-1 and 310-241-1). Santa & Cole is a Spanish business group dedicated to indoor and outdoor design, relying its success on organizational creativity. However, notwithstanding its peculiar organizational culture, after 20 years, the company experienced a crisis in 2005 and 2006. Going through the different stages of Santa & Cole's life cycles, the case highlights that changes in the structure, control systems, innovation and goals did not all occur at the same time and this is a plausible reason for the internal crisis. The case is organized into two parts. Part (A) discusses how to establish and manage a unique organizational culture and how creativity is generated and fostered at the organizational level. It also deals with the concept of the organizational life cycle and the changes necessary at each stage. Part (B) discusses organizational design issues and key HR management practices required by organizational change, presenting what the company did after the internal crisis in 2005 and 2006. The case study is intended for executives and graduate students. At the undergraduate level, it is only suggested for arts, design, fashion, non-profit management courses.
Santa & Cole (B): growing with design, designing growth
MANZONI, BEATRICE
2010
Abstract
This is the second of a two-case series (310-240-1 and 310-241-1). Santa & Cole is a Spanish business group dedicated to indoor and outdoor design, relying its success on organizational creativity. However, notwithstanding its peculiar organizational culture, after 20 years, the company experienced a crisis in 2005 and 2006. Going through the different stages of Santa & Cole's life cycles, the case highlights that changes in the structure, control systems, innovation and goals did not all occur at the same time and this is a plausible reason for the internal crisis. The case is organized into two parts. Part (A) discusses how to establish and manage a unique organizational culture and how creativity is generated and fostered at the organizational level. It also deals with the concept of the organizational life cycle and the changes necessary at each stage. Part (B) discusses organizational design issues and key HR management practices required by organizational change, presenting what the company did after the internal crisis in 2005 and 2006. The case study is intended for executives and graduate students. At the undergraduate level, it is only suggested for arts, design, fashion, non-profit management courses.
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