Strategic change and sustained performance - A case study of Anglogold Ashanti Obuasi mine

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dc.contributor.authorOpare-Baidoo, Samuel
dc.date.accessioned2011-10-21T09:23:21Z
dc.date.accessioned2023-04-19T05:03:34Z
dc.date.available2008-10-21T09:23:21Z
dc.date.available2023-04-19T05:03:34Z
dc.date.issued2008-10-21
dc.descriptionA Thesis submitted to the Department of Marketing and Corporate Strategy, Kwame Nkrumah University of Science and Technology In partial fulfillment of the requirements for the degree of Master of Business Administration (Strategic Management and Management Consulting Option), 2008en_US
dc.description.abstractThe Obuasi Mine of AngloGold Ashanti has a highly prospective ore-body which can be mined profitably for several decades. Yet since the end of 1999, the performance of the mine has been declining year after year: gold production is declining; operating coat is soaring; staff turnover is high and there is uncertainty about the future of the mine. In order to produce dramatic improvements in the performance and sustain it in the long term, the company embarked on strategic change in the form of a merger 2004. Yet three years after the strategic change, no significant improvements have been observed in the performance. This study therefore investigated the factors that necessitated for the strategic change, the impact the change has so far made on the performance of the company and the chances of improvement in the next decade. The study found out that the short-term expectation of sustaining the performance of the mine to prevent further decline has not been met. Subsequently, the study has provided guidelines to make the strategic change achieve desired resultsen_US
dc.description.sponsorshipKNUSTen_US
dc.identifier.urihttps://ir.knust.edu.gh/handle/123456789/1468
dc.language.isoenen_US
dc.relation.ispartofseries4582;
dc.titleStrategic change and sustained performance - A case study of Anglogold Ashanti Obuasi mineen_US
dc.typeThesisen_US
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