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Synopsis of Siemens The Siemens MED case is a good of example of a consultant (BCG) led turnaround in a multi-business unit. The fact that MED is part of a larger corporation is irrelevant for our purposes. The turnaround is guided by a relatively straightforward plan, which is not described in the case as such. So to identify what the plan looked like we must pull its elements out of the case. Our goal is to lay out these pieces in a way that maps onto a traditional planning framework, which will enable us to speculate about which of them remain relevant after the turnaround is over and therefore about how planning will help the unit manage itself. To lay out MED’s plan we need to identify, if possible, its goals, competitive context, and strategic initiatives. It would be too much to expect that the programs under the initiatives were visible in the case. As for goals, the best we can do is Reinhardt’s statement that he wanted the unit to be profitable in one year and achieve 8% in ROS in three years. As for the competitive
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