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Management article
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Reference no. R0911X
Authors: Bronwyn Fryer
Published by: Harvard Business Publishing
Originally published in: "Harvard Business Review", 2009
Revision date: 05-Mar-2013

Abstract

For teaching purposes, this is the case-only version of the HBR case study. When a UK insurance company is plagued with a securities fraud scandal that results in the ouster of the CEO, the head of human resources seizes the opportunity to shake up the culture with a bold replacement. But the chairman of the board is uncomfortable with that strategy, preferring to focus on candidates of a more traditional stamp. How far can - and should - the HR director go to influence the high-stakes appointment?

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Abstract

For teaching purposes, this is the case-only version of the HBR case study. When a UK insurance company is plagued with a securities fraud scandal that results in the ouster of the CEO, the head of human resources seizes the opportunity to shake up the culture with a bold replacement. But the chairman of the board is uncomfortable with that strategy, preferring to focus on candidates of a more traditional stamp. How far can - and should - the HR director go to influence the high-stakes appointment?

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