Manages CEO Bill Foote's choice of how to manage USG's presentation to asbestos obligation. USG was the biggest building materials organization in the United States, with 14,000 workers and gross incomes of $3.8 billion. Despite the fact that USG utilized asbestos as a part of a little subset of its items (and never in its SHEETROCK), as more organizations that were substantial clients of asbestos went bankrupt, USG was confronted with carring the whole's weight building materials industry. USG was generally a dissolvable, developing organization. Chapter 11 was a choice, yet an effective redesign was in no way, shape or form guaranteed. How might USG keep its exceptionally energetic (and nonunionized) workforce and keep on pulling in top administrative ability? Would there be any worth left for the shareholders? In the Johns Manville chapter 11, shareholder value was wiped out altogether.
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