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not challenge the fundamental strategy/structure/ and performance problems facing the industry. Figure 3. For one however, strategy/structure/and performance became a challenge and opportunity. For example, structure became a combination of information, communication and control systems whose development and manipulation underpinned the decision making process, a process moreover, dependent on the cult of the personality - this was the entrepreneurial director Ivan Boormatov. BARTER AND TRANSFER PRICING With over 70% of all transactions conducted by counter trade due to the rampant inflation and soaring bad debts, radical solutions had to be sought. The Entrepreneurial Director did this by force of personality. He restructured his organisation; changed the process of manufacturing by producing in-house 50% of the machine tool requirements; increased the product base from 2 to 160; manipulated the centre/subsidiary relationship through the creation of
