onal structure weakened its ability to manage the control linkages among its subsidiaries, and coordinate its manufacturing and marketing policies. This was due in large part to the inadequacy of its information system. A multinational approach to managing information limited Du Pont's capability to share and allocate resources, maintain flexibility in its operations, and take advantage of economies of scale and scope so vital to global competition.
In addition, Du Pont's failure to adapt its information system to global realities caused management to experience information starvation. Data required by managers to make informed decisions was not readily available. This meant that managers could not take advantage
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