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The Wallace Group Case Study

The Wallace Group is a leading diversified global manufacturing and technology company. With operations in more than 30 countries, the company serves a wide range of industries, including automotive, aerospace, defense, electronics, semiconductor, medical device, and consumer products. Founded in 1891, the company has a long history of Innovation and customer focus.

The Wallace group consists of three sub-groups: electronics, chemicals, and plastics. Harold Wallace originally owned the electronics company but after acquiring the plastics and then chemical companies, he now only has 45% stock in the overall organization. He does however run the entire group as Chairman and President. Each of the three subsidiary groups is managed by a Vice President.

The electronics company is the most profitable one. The board of directors of Wallace Group are not happy with the financial results. Harold Wallace has been asked to come up with a plan to increase profits and shareholder value.

The question is how Harold Wallace should proceed? Each group has its own strengths and weaknesses and there are different possible strategies he could take.

1. He could focus on increasing the market share of each group.

2. He could focus on increasing efficiency and improving operations.

3. He could focus on diversification and expanding into new markets.

4. He could focus on acquisition and mergers.

5. He could divest some of the businesses that are not performing well.

Each option has its pros and cons and Wallace will have to carefully consider which strategy is the best for the company.

The government’s high return implies intense competition. The following are the most important issues that future management will be able to overcome: “The moral is terrible here, Hal runs this company like a one-man operation, and it became too big for him. To finally get him to see the depths of the anger, it took a palace revolution.”

Some of the product groups are in serious trouble, and he just doesn’t seem to be doing anything about it.” In other words, the problem is that there is no clear strategic plan to guide the company. This results in two main problems: first, poor morale among employees; second, some product lines are not profitable and may need to be discontinued.


The primary recommendation is that the company needs to develop a clear strategic plan. This should include setting goals, determining how to achieve those goals, and assigning responsibility for different aspects of the plan. The company also needs to review its product lines and discontinue any that are not profitable. Finally, efforts should be made to improve morale among employees.


The first step in implementing this recommendation is to develop a clear strategic plan. The plan should be developed by a team of senior managers, and should be reviewed and updated on a regular basis. The plan should include specific goals for the company, and should detail how those goals will be achieved. Different aspects of the plan should be assigned to different managers, and each manager should be held accountable for achieving the assigned goals.

The second step is to review the company’s product lines and discontinue any that are not profitable. This will require an analysis of the costs and revenue associated with each product line. Any product lines that are not generating a positive return should be discontinued.

The third step is to improve morale among employees. This can be done through a variety of methods, such as providing training and development opportunities, increasing communication between management and employees, and offering incentives for good performance.


The success of this implementation plan should be measured in two ways: first, by the financial performance of the company; and second, by employee satisfaction surveys. The financial performance of the company should be monitored on a regular basis. Employee satisfaction surveys should be conducted periodically, and should include questions about morale, communication, and job satisfaction.

While there is no news on whether he will take action, in the interview, he discussed poor communication between himself and Harold Wallace about company development, which resulted in unskilled individuals being promoted to managerial positions.

The Wallace Group is a large, multi-national corporation that manufactures and sells a variety of products. The company has been in business for over 100 years and employs over 10,000 people worldwide.

In recent years, the company has been struggling financially. In an effort to turnaround the company, CEO John Wallace has implemented a new strategy that has led to the layoffs of thousands of employees.

The Wallace Group case analysis will discuss the company’s current situation, its history, and the new strategy that John Wallace has implemented. Additionally, the case analysis will provide recommendations on what the company can do to improve its financial situation.

The Wallace Group comprises of three companies: Plastics, Chemicals and Electronics. Harold Wallace is the Chairman and President of the group and he appears to control all entities. Mr. Wallace presumes that the issues within lie in a personnel problem concerning management style. Although this assumption holds some truth, there are other contributing factors to consider as well.

The three companies are not working together efficiently because they are siloed. The management teams lack communication and trust with one another. Furthermore, the sales staffs are also siloed and have different philosophies on how to sell products. Finally, there is a lack of coordination between the production schedules of the three companies. All of these factors are leading to inefficiencies and a lack of profitability for the Wallace Group.

The solution to these problems is twofold. First, the management team must be restructured so that there is better communication and trust between the three companies. Second, the sales staffs must be coordinated so that they are working together towards common goals. Only by addressing both of these issues will the Wallace Group be able to improve its profitability.

Mr. Wallace is not a well-regarded individual within the company, with many employees wanting him gone. Furthermore, the top managers are not communicating effectively with each other about the issues they face in their departments. As a result, Mr. Wallace has not listened to his managers and does not take any of the employees seriously. The complaints from the Engineers lack validity in Harold Wallace’s perception because of the potential five-year contract worth $56 million with Lombard.

Harold Wallace is looking at this from a purely financial perspective, and does not want to risk losing the contract by making any changes within the company.

The fact that Mr. Wallace has been in his position for 20 years and is only now interested in change speaks volumes about his management style. He is resistant to change, and does not appear to be very open to new ideas or different ways of doing things. This resistance to change is what has led to the current state of affairs at The Wallace Group.

There are several problems with The Wallace Group that need to be addressed. First of all, there is a lack of communication between the different departments. This lack of communication has led to a number of problems, including the fact that the Engineering department is not aware of the potential contract with Lombard.

Additionally, there is a lack of communication between Mr. Wallace and his managers. This lack of communication has led to a number of problems, including the fact that Mr. Wallace is not aware of the issues that his managers are facing.

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