After several months into his turnaround of the Russia subsidiary company of a global technology company, a young and coming French executive reflected on the best way to institutionalize the subsidiary's transformation by driving cultural change and breaking down internal silos. He understood that to finish the change he can have to continue into a second year.
Yet the physical separation from his family had begun to take a toll. Had the executive done enough to institutionalize change or was it still too dependent on the ability to build an internal coalition and exchange favors and also his personal relationships?
Pierre Frankel in Moscow (B) Plowing Ahead case solution
PUBLICATION DATE: December 02, 2011 PRODUCT #: 312071-HCB-ENG
This is just an excerpt. This case is about LEADERSHIP & MANAGING PEOPLE
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