Abstract
Lars Kolind, who was recruited in order to assume the tough task of implementing a new management in Oticon, set a real revolution. He arrived in a crisis context so; his first task was to readjust the company to an acceptable financial situation. He achieved this quite
shortly and everybody looked happy with that, but he wasn't satisfied yet. His dream was to forget about the traditional management of the company and create a total brand new system based on transparency of the information and flexibility of job positions in order to emulate creativity and allow every Oticon employee to give the best of them for the company.
Even if we know about the company situation today, which is thriving, the beginning was not
that easy.
Through this paper, we will try to analyze different areas in which Oticon stands for today.
We will try to determine in which aspects of the company new organizations are designed to
foster creativity.
Then we will try to define leadership in an organization like Oticon. Some human resources
dynamics are emerging, we will try to identify them.
After all of this, we will give our personal point of view about working or not working for Oticon.
