Winning back at the office (A): Here we go again...
Two managers are exchanging emails about an offsite meeting which the company’s management team has just returned from – enthusiastic about some new “battles” (change priorities) that they have developed. The managers expect these new initiatives to run out of steam “as usual” and want to ensure their best people are not redirected to working on these initiatives. One of the managers then joins the Q&A session to hear about the battles the organization will pursue. Initially he is more preoccupied with the issue he has with his external distributors in getting a new product to market. He hears that one of the battles focuses on distribution partners. Although he is keen for the situation to improve, there is a history of failed initiatives in this area and he is sceptical that things can change. He raises the question: “What can we do now that is different?”
This case is designed to promote discussion of the challenges in engaging an organization behind a proposed change agenda. In particular, how do you start to gain buy-in from managers who have experienced regular changes and may be sceptical about the new change agenda. This case can be used in conjunction with the “Jan Ryan” series (IMD-3-1574/1575) and the video case “Reflection of a ‘Must-Win’ Battle Journey Leader”(IMD-3-1592)
Cranfield University
Wharley End Beds MK43 0JR, UK
Tel +44 (0)1234 750903
Email [email protected]
Harvard Business School Publishing
60 Harvard Way, Boston MA 02163, USA
Tel (800) 545-7685 Tel (617)-783-7600
Fax (617) 783-7666
Email [email protected]
NUCB Business School
1-3-1 Nishiki Naka
Nagoya Aichi, Japan 460-0003
Tel +81 52 20 38 111
Email [email protected]
IMD retains all proprietary interests in its case studies and notes. Without prior written permission, IMD cases and notes may not be reproduced, used, translated, included in books or other publications, distributed in any form or by any means, stored in a database or in other retrieval systems. For additional copyright information related to case studies, please contact Case Services.
Research Information & Knowledge Hub for additional information on IMD publications
The case study delves into strategic transformation and leadership transitions at Unilever since 2009. Unilever has been an industry leader of busi...
The case study examines recent aviation safety concerns at Boeing, focusing on manufacturing issues, leadership decisions and regulatory oversight....
The case is seen through the eyes of the newly appointed supply chain director at a cosmetics company based in Berlin. The general manager has task...
Few Business to Business (B2B) marketplaces have succeeded. Metalshub has successfully combined a software platform as a service, with a marketplac...
The case focuses on Contabilizei, a Brazilian startup providing online accounting services for small and medium-sized enterprises (SMEs). The case ...
Companies that modularize and externalize their best capabilities are in a strong position to seize unexpected opportunities. Prediction is hard. T...
Research Information & Knowledge Hub for additional information on IMD publications
Research Information & Knowledge Hub for additional information on IMD publications
in I by IMD 24 June 2024
Research Information & Knowledge Hub for additional information on IMD publications
Research Information & Knowledge Hub for additional information on IMD publications
Research Information & Knowledge Hub for additional information on IMD publications
Case reference: IMD-7-2457 ©2024
Research Information & Knowledge Hub for additional information on IMD publications
Case reference: IMD-7-2546 ©2024
Research Information & Knowledge Hub for additional information on IMD publications
Research Information & Knowledge Hub for additional information on IMD publications
in MIT Sloan Management Review Summer 2024, vol. 65, no. 4
Research Information & Knowledge Hub for additional information on IMD publications
Research Information & Knowledge Hub for additional information on IMD publications