This case describes a situation faced by a multiproduct, multidivisional company when its environment underwent a considerable change. The Electronics Corporation of India (ECIL) was formed as a public sector undertaking to develop electronics products, mainly import substitutes. ECIL had a protected and supportive environment till 1976. In this environment, ECIL did very well. However, in 1976, the environment changed; the Chief Executive also retired the same year. The case poses the question as to whether there is any need for strategic change, and if so, what are the organizational implications of such a change.