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Compact case
Published by: International Institute for Management Development (IMD)
Originally published in: 2007
Version: 11.02.2008
Length: 4 pages
Data source: Field research

Abstract

This exercise is part of the suite of teaching materials (IMD-3-1876 to IMD-3-1880) which employs China as an illustration of the managerial implications resulted from the so-called War for Talent, and is intended to generate insights into 'how to best play the talent game' in China, or elsewhere. We aim to generate an interactive and rich class discussion of the issues raised among seasoned business practitioners, by adopting a variety of interesting teaching formats: an opening note (IMD-3-1876), four cases (IMD-3-1877 to IMD-3-1880), an 'appraisal exercise' (IMD-3-1876-E) and a video. In particular, this case features a private venture which is a start-up in a niche business that is still in its infancy in China - architectural lighting design services. In 2005, Dr Lei Fu returned to China to set up this design house with the dream of becoming a global leader. However, with an almost complete absence of seasoned talent in this business throughout China, Dr Fu had to source an experienced project manager from Europe. Within two years, LEOX Design has gained an international reputation. Riding on the company's initial success, Dr Fu now needs to hire more management talent, with overseas experience and strategic thinking, to turn his dream into reality. Dr Fu knows that while finding people with the characters he wants is difficult enough; finding people who know both business and architectural lighting design is going to prove even more challenging. He has little choice, therefore, but to make some important strategic decisions as to how he will develop the managerial capabilities the company so badly needs.
Location:
Size:
15 employees
Other setting(s):
2007

About

Abstract

This exercise is part of the suite of teaching materials (IMD-3-1876 to IMD-3-1880) which employs China as an illustration of the managerial implications resulted from the so-called War for Talent, and is intended to generate insights into 'how to best play the talent game' in China, or elsewhere. We aim to generate an interactive and rich class discussion of the issues raised among seasoned business practitioners, by adopting a variety of interesting teaching formats: an opening note (IMD-3-1876), four cases (IMD-3-1877 to IMD-3-1880), an 'appraisal exercise' (IMD-3-1876-E) and a video. In particular, this case features a private venture which is a start-up in a niche business that is still in its infancy in China - architectural lighting design services. In 2005, Dr Lei Fu returned to China to set up this design house with the dream of becoming a global leader. However, with an almost complete absence of seasoned talent in this business throughout China, Dr Fu had to source an experienced project manager from Europe. Within two years, LEOX Design has gained an international reputation. Riding on the company's initial success, Dr Fu now needs to hire more management talent, with overseas experience and strategic thinking, to turn his dream into reality. Dr Fu knows that while finding people with the characters he wants is difficult enough; finding people who know both business and architectural lighting design is going to prove even more challenging. He has little choice, therefore, but to make some important strategic decisions as to how he will develop the managerial capabilities the company so badly needs.

Settings

Location:
Size:
15 employees
Other setting(s):
2007

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