Mekong Capital, a private equity firm had grown dramatically since its beginning in 2002 and faced numerous organizational dilemmas in the year 2007. There was a culture of making explanation for performance shortfalls, an overall lack of direction, and a deficit of qualified middle managers. These issues not only plagued Mekong, but also the portfolio companies that they took positions in.
The case recounts how the founder and managing partner of Mekong undertook a process to deeply change the culture, leadership, and accountability within the company to attempt to transform it so that its people would align and come together as a team, holding themselves responsible to provide results and committed to the long term future.
PUBLICATION DATE: July 16, 2010 PRODUCT #: 411023-HCB-ENG
This is just an excerpt. This case is about ORGANIZATIONAL DEVELOPMENT
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