Vicki Amon-Higa, Vice President, KANA, publicly traded, the average of the company, he worked with Brian Kettle, CFO KANA, in planning for the dismissal, which would reduce the size of KANA its workforce by almost 40%. Despite the best intentions, the news of the dismissal was leaked before the scheduled announcement. The situation quickly deteriorated into a series of angry managers called Amon-Higa, demanding to know why they were not informed of the dismissal and ask her how to handle the situation. It must quickly assess the situation, to understand what went wrong, and to decide how to manage each of the stakeholders of the company, including Chuck Bay, KANA's general manager. "Hide
by Leslie A. Perlow, David L. Ager Source: Harvard Business School 18 pages. Publication Date: January 27, 2003. Prod. #: 403117-PDF-ENG
Related Case Solutions & Analyses:
Cialis Lifecycle Management: Lillys BPH Dilemma
Genzyme and Relational Investors: Science and Business Collide
ReSource Pro
Crossing the Line: Don Imus and the Rutgers Womens Basketball Team
The Greening of DUMBO
The Economist
Wal-Marts Business Environment
WIPHOLD (C): Managing the 2002 Crisis (Abridged)
Flextronics International Ltd.
