Product details

By continuing to use our site you consent to the use of cookies as described in our privacy policy unless you have disabled them.
You can change your cookie settings at any time but parts of our site will not function correctly without them.
Compact case
Case
-
Reference no. IMD-3-1574
Published by: International Institute for Management Development (IMD)
Originally published in: 2005
Version: 24.08.2007
Length: 3 pages
Data source: Published sources

Abstract

This is the first of a two-case series (IMD-3-1574 and IMD-3-1575). Jan Ryan, is a new Chief Executive Officer of Europe who has been in his role for two months. He is facing major strategic and leadership issues, and has also been set ambitious performance targets by HQ. The case explores the nature of the challenges Ryan is facing in developing his senior managers into a cohesive team, both strategically and organisationally, using views from the Vice Presidents of Strategy and Human Resources to illustrate differing perspectives on the issues. The case offers the opportunity for class discussion of; (a) whether to tackle the strategic and organisational problems separately or together; (b) how many people should be involved in an initial off-site to decide on the way forward; and (c) if and how Ryan should introduce the challenging performance targets from HQ to the off-site discussions.
Location:
Industry:
Size:
EUR2-3 billion
Other setting(s):
Circa 2003

About

Abstract

This is the first of a two-case series (IMD-3-1574 and IMD-3-1575). Jan Ryan, is a new Chief Executive Officer of Europe who has been in his role for two months. He is facing major strategic and leadership issues, and has also been set ambitious performance targets by HQ. The case explores the nature of the challenges Ryan is facing in developing his senior managers into a cohesive team, both strategically and organisationally, using views from the Vice Presidents of Strategy and Human Resources to illustrate differing perspectives on the issues. The case offers the opportunity for class discussion of; (a) whether to tackle the strategic and organisational problems separately or together; (b) how many people should be involved in an initial off-site to decide on the way forward; and (c) if and how Ryan should introduce the challenging performance targets from HQ to the off-site discussions.

Settings

Location:
Industry:
Size:
EUR2-3 billion
Other setting(s):
Circa 2003

Related