He had subsequently been made to the CEO position at Esso Iceland. Both firms were fairly different: Bilanaust dealt with real-time customer carried a broad range of products, needs, and loved a growing market share and the profits. Esso Iceland was 12 times as the size of Bilanaust, proficient at executing and developing moderate- to long term strategies, and was operating in a stagnated marketplace.
Gudmundsson valued the probability in front of him: could a successful merger be wrought from the two firms or would it be better to maintain two different things? He determined that lots of work would have to be done to attain consensus around the right strategic course for the prospects. Careful thought recognized three area of preliminary spotlight: 1) humanizing staff morale; 2) forming a sense of confidence; 3) putting powerful leaders at key points in the organization.
PUBLICATION DATE: September 03, 2010 PRODUCT #: 910C15-HCB-ENG
This is just an excerpt. This case is about LEADERSHIP & MANAGING PEOPLE
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