Abstract
Oticon is a famous Danish manufacturer of high-quality hearing aids, which is based in Hellrup in Denmark. It is a niche company which was born in 1904. At that time hearing aids were not available in Denmark. Hans Demant decided to import hearing aids there as his wife was hard of hearing.
The Second World War, made it difficult to source, which is why the company began to produce its own material and commercialize it. In the 1960s and 1970s, Oticon expanded internationally, with subsidiaries in the Netherlands, the United States, Germany, Norway and Switzerland. Moreover it opened its own independent research center in Denmark. Thanks to this research center, Oticon keeps its competitive advantage by innovating constantly.1
Throughout the years, Oticon has also implemented organization change to remain competitive. Management change has involved managers as well as employees. Methods of work have changed. It was a new beginning for everyone, a chance to achieve new challenges.
Changes were made progressively until the ultimate organization was reached: the Spaghetti organization.
How were those changes implemented? In which directions has human resources development moved? Does everybody like this kind of organization?
The case study was written 15 years ago (in 1994), which is why some things are no longer valid.
