Terry Tescos Long Shelf Life Case Solution And Analysis, HBR Case Study Solution & Analysis of Harvard Case Studies

This case covers the career of Terry Leahy at Tesco, the UK-based retailer, and especially ten years since he became CEO in 1997. Tesco has come a long way since the beginning of the 1990s, when she was playing second fiddle to Sainsbury `s. It currently has a 30% share of the UK market products, almost as large as its two nearest competitors, Sainsbury and Wal-Mart supported by Asda, combined. It used its solid domestic base to develop its international operations, culminating with the launch of a chain of stores in the native land of Wal-Mart at the end of 2007. The case looks at the leader, who had been watching this remarkable progress, Terry Leahy. It keeps track of its growth from the child council houses of the most respected business leaders of the UK (five times) and the Advisor to the Prime Minister of Great Britain. His success is all the more surprising, given his low-key style and lack of charisma. We look at other factors - such as ambition, passion and personal example - that have contributed to its growth, efficiency and durability as a leader. Learning Objectives: This case allows teachers to study leadership Terry Leahy through three lenses: from the point of view of desirable personal qualities of an effective leader, the basic competencies required and the important role played by the leader. These three aspects are complementary and enable participants to get full satisfaction task management - covering how leaders should be, what they need to know and what they should do. The case also allows you to explore other issues related to the training environment itself, the allocation of time and maintain their edge over time. "Hide
by Jean-Francois Manzoni, Jean-Louis Barsoux Source: IMD 20 pages. Publication Date: December 9, 2008. Prod. #: IMD369-PDF-ENG