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Soboce (1987–2014)

In: Samuel Doria Medina's Management Trajectory: A Clue to the Mintzberg-Ansoff-Goold Polemic

Author

Listed:
  • Kimio Kase

    (International University of Japan)

  • Flavio Escóbar

    (COMVERSA)

  • Armando Gumucio

    (COMVERSA)

Abstract

1. Crisis as a Catalyst and Learning by Doing Samuel Doria Medina took control of SOBOCE amid financial crisis and political interference, initiating a turnaround without a formal strategic blueprint. Strategy emerged inductively through trial, prioritising immediate stability and gradual consolidation over long-term planning. 2. Efficiency and Focus The emphasis shifted from diversification to core cement operations, leveraging cost control, quality improvement, and incremental expansion. 3. A Theory of the Business Over time, experience coalesced into a clearer strategic model, integrating insights from successes and failures to inform future decisions. 4. From Manager to Strategist SDM’s trajectory illustrates the evolution from reactive entrepreneur to reflective strategist—balancing instinct with emerging organisational logic.

Suggested Citation

  • Kimio Kase & Flavio Escóbar & Armando Gumucio, 2026. "Soboce (1987–2014)," Springer Books, in: Samuel Doria Medina's Management Trajectory: A Clue to the Mintzberg-Ansoff-Goold Polemic, chapter 0, pages 61-119, Springer.
    • Handle: RePEc:spr:sprchp:978-981-95-3094-6_4
    DOI: 10.1007/978-981-95-3094-6_4
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