Millipore Corporate Strategy

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Millipore Corporate Strategy A term used by people or organizations that are afraid of change is, “if it ain’t broke, don’t fix it.” According to retired U.S. Army General and former U.S. Secretary of State, Colin Powell, it is the slogan of the complacent, the arrogant or the scared, and an excuse for inaction. In the case study of Millipore Corporate there exists a fracture in the organization that needs immediate mending through effective strategy. The dissension and lack of accountability that exists within the four divisions of Millipore Corporation is not only detrimental to its fundamental principle of satisfying all customers with the finest products and service its company can provide, but detrimental to its growth. It shows the importance of how imperative upper management needs to focus on the same goals and speak as one. Presently, the corporation’s divisional organizational structure is comprised of four branches: the Analytical Group, Process Group, Waters Group and Intertech which is a subsidiary of Millipore and headquartered in Hong Kong as of 1992. Millipore’s competencies are providing customers with two alternatives: separating particles and mixtures by membrane filter which is handled by the Analytical and Process Group or through chromatography by the Waters Group. Millipore needs to reorganize its structure to achieve financial goals as well as leadership on through a global focus on customer satisfaction (Lightfoot 1993). How they go about doing so may be a difficult process if they can’t reach an agreement between divisions. Organizational Objectives Millipore is a $750 million company in sales with currently three major divisions and a subsidiary. Twenty years ago in the 1970s, the corporation had been growing at a rate of 20%. Unfortunately, its growth rate slowed down significantly in the next decade to 8% due to

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