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Case
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Reference no. 9-499-041
Published by: Harvard Business Publishing
Originally published in: 1998
Version: 4 December 1998

Abstract

Jeanne Lewis, after six years with Staples, Inc, is promoted to senior vice president of marketing. She is to work for fifteen months alongside her predecessor, a legacy in the organization, 'learning the ropes' before he moves on. This case is set nine months after she begins working with the marketing department. At this time, Staples has just emerged from a period of prolonged litigation around an FTC antitrust suit challenging Staples' attempted merger with Office Depot. Post-merger, Lewis must determine how the marketing department can most effectively and efficiently help the company maintain its competitive edge in an increasingly competitive and complex market. Looks at the challenges a middle manager faces 'taking charge' and managing change in a revitalization situation in which a more evolutionary approach is appropriate. To illustrate the challenges of managing change in a revitalization (as opposed to turnaround) situation in which a more evolutionary approach is appropriate. To explore the challenges of managing change as a middle manager. To manage the network of relationships. To highlight the challenges of the 'taking charge' process.
Location:
Industry:
Size:
USD5 billion revenues; 30,000 employees
Other setting(s):
1997

About

Abstract

Jeanne Lewis, after six years with Staples, Inc, is promoted to senior vice president of marketing. She is to work for fifteen months alongside her predecessor, a legacy in the organization, 'learning the ropes' before he moves on. This case is set nine months after she begins working with the marketing department. At this time, Staples has just emerged from a period of prolonged litigation around an FTC antitrust suit challenging Staples' attempted merger with Office Depot. Post-merger, Lewis must determine how the marketing department can most effectively and efficiently help the company maintain its competitive edge in an increasingly competitive and complex market. Looks at the challenges a middle manager faces 'taking charge' and managing change in a revitalization situation in which a more evolutionary approach is appropriate. To illustrate the challenges of managing change in a revitalization (as opposed to turnaround) situation in which a more evolutionary approach is appropriate. To explore the challenges of managing change as a middle manager. To manage the network of relationships. To highlight the challenges of the 'taking charge' process.

Settings

Location:
Industry:
Size:
USD5 billion revenues; 30,000 employees
Other setting(s):
1997

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