Introduction NUCOR is one of the largest steel companies in America. It has been in existence since 1955 when after a merger, the REO Motor Company changed to Nuclear Corporation of America. NUCOR’s founding father is Ransom Olds. The company has evolved a lot over its existence. It has been through tough times and survived. This case study looks into NUCOR’s history and development, then analyzes its internal and external environment and finally ends with recommendations. Nuclear Corporation of America practised growth by acquisition of strategic businesses. However, in the beginning, this strategy failed miserably and the company made huge losses. The turnaround came in 1966 when NUCOR hired a new CEO, Ken Iverson. This visionary leader would transform the company’s fortunes thus leading it to success. Ken Iverson studied Aeronautical Engineering. He then worked for different metal companies. This gave him a lot of knowledge and skills that would come in handy in his job as NUCOR’s CEO. Iverson first encountered NUCOR when the company tried to buy a metal company where he worked. This bid failed. NUCOR hired Iverson to find them suitable metal companies to purchase. When he found Vulcraft, NUCOR bought it on condition that Iverson would run it. He agreed. By the time he was appointed CEO, Vulcraft was the only profitable division of the almost bankrupt conglomerate. Iverson had a great task ahead. Iverson loved technological leadership. He led the company to open its first mini-mill in South Carolina. This was the beginning of the company’s success. The mini-mills were created to serve NUCOR’s other divisions. However, on realizing that other companies needed their services, NUCOR expanded to provide services to them too. Iverson continued to grow NUCOR by strategic acquisition and technological leadership too. Nucor’s Strengths This company has several great internal traits that enabled it to survive its 54 years in operation. The first major strength is its leadership. Ken Iverson led the company for 30 years. Iverson had the necessary technical competence and vast experience to lead a great steel company. He also believed greatly in decentralization, which gave divisional managers enough autonomy to run their divisions successfully. The organizational structure with few layers of management and less bureaucracy was motivating to NUCOR’s people. The second strength was NUCOR’s highly productive workforce. The company motivated its workers by implementing bonus pay schemes that saw them earn much more than their counterparts in similar jobs. NUCOR also avoided laying off its workers even during difficult times. Instead, it froze their wages and reduced the Executive’s wage. Iverson and his team also engaged the workers in conversation and kept them well informed about the company’s performance. W hen the company made profits, everyone benefitted from the profit sharing scheme. In return, NUCOR’s employees remained loyal and produced more than average. All workers’ children were also included in the education scheme. They also remained non- union for a very long time. After all, there were rarely industrial disputes between employer and employee. The third strength is technology. Iverson made a deliberate effort to keep NUCOR at the frontline of n