Page 6 - Ice Breaker Case

Paragraph 3

As a result, Sweet decentralized the company into twelve

independent domestic and foreign divisions, each with
complete profit responsibility. However, after this

reorganization was in effect, he began to feel that the

divisions were not adequately controlled. There developed

considerable duplication in purchasing and personnel
functions, each division manager ran his or her operations

without regard to company policies and strategies, and it

became apparent to Sweet that the company was

disintegrating into a number of independent parts.