Corporate Restructuring: The Case Of Tyco International Ltd

7 Pages 1687 Words

In today’s global economy competition is very stiff. In order for companies to maintain their competitive edge it is necessary for the organization to develop a strategic plan which enhances its core competencies and allows it to satisfy its customers’ needs with quality products and/or services that are presented in a timely manner at a low cost. By accomplishing these two goals a company is able to increase its value and its competitive position in the market place. Many of today’s organizations are finding it necessary to restructure in response to the intensification of global competition. Tyco International Ltd. (Tyco) is a diversified manufacturing and service company whose past strategic plan was growth and value creation through acquisitions. Although Tyco maintains its acquisition strategy, today, the company is focused on restructuring its organization and has shifted its strategy, somewhat, to one of “organic growth”.

Tyco is the world’s largest producer of goods and services in the electrical and electronic components industries. It is also the largest designer, manufacturer, installer and service provider of undersea telecommunications systems, fire protection systems, electronic security services and specialty valves. Moreover, Tyco is a strong leader in the sectors of medical device products, financing and leasing capitals, and plastic and adhesives. Tyco International Ltd. operates in all 50 U.S. states and 100 countries throughout the world, bringing in revenue of approximately $36 billion. Critical infrastructure components in many countries and municipalities have been designed, constructed, and even managed by Tyco companies. The organization fills an incredibly wide range of the diversified needs of businesses and governments, educational and medical institutions, and commercial industries ranging from food to automobiles.

In 1960, Arthur J. Rosenberg founded the company, which was originall...