This case describes the difficulties faced by the president of engineering and environmental services consulting company (Terra Nova Consulting) as it seeks to address serious inner cultural divisions. Terra Nova started as a modest market company that has grown through internal growth and amalgamations to eventually become at the very top, professional services company that was international. It was founded upon specific ideals and principles, however, it has drifted away from these with time, in a way that that the younger members recognized disconnection between its real and professed culture. Success as an elite company will be based upon the ability to repair this split and convince another generation to continue the founder’s vision or create a common vision that is new.
This is just an excerpt. This case is about LEADERSHIP & MANAGING PEOPLE
PUBLICATION DATE: January 01, 2014 PRODUCT #: NA0280-PDF-ENG
Related Case Solutions & Analyses:
Climate Change
Volkswagen Navarra, 8th Collective Agreement (A)
Responsibilities to Customers, Module Note
Jones Schilling Employee Coaching Workshop
The Journey West: Expanding a Chinese Business to the U.S.
Employee Contributions to Brand Equity
Namo Alloys Pvt. Ltd. – A Drive to Sustainable Investment Decision
The Obamacare Website
Driving Innovation at PAR Springer-Miller (A)
Juhudi Kilimo: Designing Microfinance Staff Incentive Plans (A)
