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?
Pierre Frankel in Moscow (A) Unfreezing Change case study solution
PUBLICATION DATE: December 02, 2011 PRODUCT #: 312070-PDF-ENG
This is just an excerpt. This case is about LEADERSHIP & MANAGING PEOPLE
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