anufacturing concluded his report stating that "The policy of 'management by slogan' has been counterproductive to the company."
The Director of Finance stated in his report that the primary problem had been with EVA, or the strategic model of Economic Value Added. In this theory, every activity of a company must be analysed financially, as to the extent of its contributions to the overall profitability of the company. "With EVA at the root of all key decisions, the company concentrates on returns and profitability, not just market share. Also, [EVA holds] management...to world-class manufacturing standards. It. . .initiates programs aimed at productivity gains and continuous improvement" (Goulden & Rawlins, 1997, 204).
The Finance Director presented a full menu of strategic changes that would be a part of the EVA. The menu consisted of: a) Significant retooling of operations, (b) Management restructuring, (c), Sales force initiativ
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