1. The multibrand organization centered power around the brand directors who reported directly to top management. The decision-making power of a local country manager was heavily reduced as a consequence. How did this affect the matrix structure?
a. Explain "plug and play."
b. Theilbjørn preferred to keep the recruiting process internal. What are the pros and cons of doing this?
c. Why did Theilbjørn want to dedicate more managerial and ?nancial attention to HR?
d. How did top management balance the employee mix between commercial and creative skillsets (creative managers and commercialized designers)?