A young and coming French executive in a global technology business is sent as deputy managing director to Moscow to turn around the Russia subsidiary company. He should report to the subsidiary company's managing director (a large reason behind the organization's underperformance) and to corporate.
In his starting three months, he took steps to prepare the organization for change. Yet the deficiency of more tangible activities and effects leaves him open to criticism from subsidiary company employees and pressure from corporate executives. How can the youthful executive unfreeze the specific situation and get motion?
PUBLICATION DATE: December 02, 2011 PRODUCT #: 312070-PDF-ENG
This is just an excerpt. This case is about LEADERSHIP & MANAGING PEOPLE
Related Case Solutions & Analyses:
What It Takes to Reshore Manufacturing Successfully
Volkswagen Navarra, 8th Collective Agreement (B)
Health Leads (B): Entering the “Proof Period”
McDonald’s India: Optimizing the French Fries Supply Chain
Shuanghui Acquisition of Smithfield Foods
Adequacy Versus Equivalency: Financial Data Protection and the U.S.-EU Divide
Elizabeth Arden: Executing Global Supply Chain Re-engineering
American Express Canada
Enbridge Michigan Oil Spill: Patrick Daniel’s Challenge (A)
Shanghai Baolong Automotive Corporation
