HomeResearch & Knowledgeback to Homeback to Research & KnowledgeDriving growth at Especias Hispania Inc. (C)back to

Case Study

Driving growth at Especias Hispania Inc. (C)

By Michael D. Watkins and Lisa Simone Duke

1 pages

July 2014

Reference: IMD-7-1594

This disguised case continues the story of a newly-appointed business unit leader who has inherited a rapidly growing business and an executive team that was recruited by his predecessor, as described in the (A) and (B) cases. It lays out what the leader did to align and motivate the newly restructured team. It also provides information about a dramatic turn of events for one team member.

Learning Objective

To understand the issues facing a newly-appointed executive in inheriting, assessing, restructuring, aligning and motivating a senior executive team. To explore the impact of organizational structure on team performance and group dynamics.

Keywords

Leadership, Transition, Executive Team, Talent Management, Leading Change, Group Dynamics

Settings

Northern America
2013-2014

Type

Generalized Experience

Available Languages

English

IMD case studies are distributed through case clearing houses. In order to browse the collection and purchase copies please visit the links below.

The Case Centre

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]

Asia Pacific Case Center

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.

Contact

Research Information & Knowledge Hub for additional information on IMD publications

This case study is part of a series

Keep reading

Article

Standard Chartered: 4 tips to crack the jobs-to-skills transition

Standard Chartered’s skills-powered strategy shows how reskilling, AI, and a Talent Marketplace boost productivity, savings, and engagement.

Human Resources Talent Management Work-life Balance

in I by IMD

Article

Why a new nature of business can still become a reality

The new nature of business, driven by ecological priorities in Europe and China, offers hope for aligning sustainability with long-term economic success.

Corporate Governance Sustainability

By André Hoffmann

in I by IMD

Article

How to be remembered for the right reasons #4: Keep it simple

In leadership, we often mistake complexity for intelligence, believing that technical jargon and detailing every nuance demonstrate expertise. In reality, it signals a failure to master one’s material. In the fourth of our series on effective comm...

The Wild West of tech sovereignty

Tech sovereignty is reshaped by AI, resource competition, and circular strategies that recover critical materials to build resilience and advantage.

Sustainability

By Julia Binder and Manuel Braun

in I by IMD

Article

Gulf companies can learn from China’s lean AI without spending billions

Artificial intelligence is turning a corner. For years, progress has largely been driven by sheer scale – more data, more computing power as well as bigger models. However, the scaling strategy is now showing diminishing returns. The underwhelming...

Artificial Intelligence

By Amit M. Joshi and Mark J. Greeven

in The National

27 August 2025

Article

Open-source Models - Global Trade

The rules-based order that underpinned globalization is lurching toward a closed-source model. An ‘open hybrid’ system will ensure stability in the long run.

Politics

By Richard Baldwin and Michael Yaziji

in I by IMD

Article

4 Strategic Personas of GenAI - Which are you?

Discover the 4 Strategic Personas of GenAI and how firms can balance risk, ambition, speed, and control to align strategy with execution.

By Konstantinos Trantopoulos, Yash Raj Shrestha, Amit M. Joshi, Michael R. Wade and Jingqi Liu

in I by IMD

Article

Should we really ‘fake it until we make it’?

The phrase ‘fake it until you make it’ has been a popular mantra in the business world for decades. It suggests that by imitating confidence and competence, we can eventually achieve genuine success. But where did this concept originate, and what ...

Leadership Diversity and Equity and Inclusion

By Ginka Toegel

in Chartered Management Institute blog

26 August 2025