After several months of its turnover in Russia, supporting global technology company, a young and upcoming French executive reflected on how the institutionalization of the transformation of the subsidiary to continue driving cultural change and destruction of internal silos. He realized that to complete the change it can be continued for a second year. However, the physical separation from his family began to take charge. If the executive done enough to institutionalize change or it was still too dependent on his personal relationships and the ability to build a coalition and sharing internal use? "Hide
by Rosabeth Moss Kanter, Matthew Bird Source: Harvard Business School 8 pages. Publication Date: December 2, 2011. Prod. #: 312071-PDF-ENG
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