When Your Star Performer Can't Manage

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Management article

Reference no. 97401Z

Authors: Gordon Adler (Harvard Business School); Victor Vroom (Harvard Business School); June Rokoff (Harvard Business School); David Olsen (Harvard Business School); David H Burnham (Harvard Business School)

Published by: Harvard Business Publishing

Originally published in: "Harvard Business Review", 1997

Revision date: 30-Jan-2013

Length: 12 pages

Topics: Teams; Creativity; Employee attitude; Organizational management; Product development; Mentoring

Share a link: https://casecent.re/p/67223

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Abstract

For teaching purposes, this is the commentary-only version of the HBR case study. Vic, the CEO of a sporting goods company in this fictional case study, is pleased with the numbers. For several years now, they've gone steadily in one direction: up. But there's trouble in paradise. Hidden from the public's view of industry-dominating winners - from the coolest snowboards to the hottest in-line skates - lies a product-development department that may be ready to shatter like cheap fiberglass. Carver, the company's chief of product development, is the workaholic mad genius who is responsible for most - he might say all - of the company's successful products. At the same time, he has managed to alienate the rest of his staff. In 97401 and 97401Z, Victor Vroom, June Rokoff, David Olsen, and David H Burnham suggest how Vic can keep the company's product-development group intact and its sales growth strong.