SEPRO GROUP: When a business and an executive share a destiny

This case study presents a comparison between the trajectory of SEPRO, the world's second largest manufacturer of Cartesian industrial robots, and that of Jean-Michel Renaudeau, who was named General Manager of SEPRO in 2006 after being recruited in 1990 as Assistant Sales Manager.
Sepro experienced an unprecedented crisis in 2009 which resulted in a redundancy plan. However, the company of robots for plastic injection molding machines is now beating all its records in terms of turnover and profitability. For many employees, this success can be attributed to the strategy implemented by Jean-Michel Renaudeau. At the same time, we observe that Jean-Michel Renaudeau's management style evolves significantly over this same period.
The objective of this case is to make the participants reflect on the influence that the personal and professional trajectory of the managers can have on the company they manage.

- Identify and characterize the different management styles.
- Analyze the strategy and organization of a company.
- Reflect on the link between the strategy/organization of the company and the characteristics of the manager.
- Understand the structure and current issues in the plastic injection molding robotics sector.

Personality - Leader - Strategy - Robotics - Leadership style

Students on Bachelor, Master
MBA

The robotics sector

- PPT: Debriefing (13 slides)

Année de la problématique : 2017

Livraison : Livraison par lien de téléchargement

Nombre de pages : 15 avec 7 page(s) annexe(s)

Temps d'utilisation : 3h00

Code du secteur d'activité : 29 - Fabrication de machines et équipements