International multifoods - Case B

The International Multifoods company (IMC) confronted a series of crises in the 1990s that are described in this case. The Renaissance information sys tem, which was intended to bring enormous cash ? ow to IMC's subsidiary, Ve nding Services of America (VSA), was behind schedule and over budget. Furth ermore, VSA was experiencing serious managerial problems. IMC had cash ? ow problems that were reaching crisis levels due to, among other things, econ omic volatility in Venezuela where IMC had a major food business. IMC strug gled with organization structure issues and was pressed by its investors to reorganize. As Renaissance-related and other problems brewed within VSA, t he CEO of IMC resigned, and an interim CEO had to step in and somehow move the company out of the crises at hand.