HomeResearch & Knowledgeback to HomeStrategyback to Research & KnowledgeDo star performers need to network? (D) at a mid-career crossroads: Natasha Nowakback to Strategy

Case Study

Do star performers need to network? (D)
at a mid-career crossroads: Natasha Nowak

By Bettina Büchel and Sophie Linguri Coughlan

2 pages

December 2010

Order this case study

Reference: IMD-3-2192

Since May 2006, Natasha Nowak had been Director of Market Intelligence & Commercial Relations for a large food manufacturing company, splitting her time between Italy and northern Europe. In 2007, Natasha was offered a role in a growing market, but for personal reasons, wished to remain in Italy. She used her network to successfully convince the organization to give her a role in Italy. Now at a mid-career crossroads, Natasha reflected upon future career options. There were fewer opportunities for career moves, due to consolidation of markets. Being in a market, she had become somewhat disconnected from headquarters and less visible with the leadership team. She had focussed on her job, to the detriment of both her internal and external networks. How could Natasha get back on the radar to advance her career?

Learning Objective

As executives advance through their careers, they often neglect their networks, because they are busy doing their jobs. This case can be used to help participants explore how to re-energize neglected networks – both internal and external. It can also be used to evaluate strategies for getting on the radar of senior management, especially when geographically located elsewhere.

Keywords

Networking, Career Management, Progression, Re-entry, General Management, Strategy

Settings

Europe
2006-2010

Type

Published Sources

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

Do star performers need to network? (A)
Do star performers need to network? (B): Re-entry & visibility: Bénédicte Foucart
Do star performers need to network? (C): The case of the high-potential: Yvonne Benkert
Do star performers need to network? (D) at a mid-career crossroads: Natasha Nowak

This case study is part of a series

Do star performers need to network? (A)
Do star performers need to network? (B): Re-entry & visibility: Bénédicte Foucart
Do star performers need to network? (C): The case of the high-potential: Yvonne Benkert
Do star performers need to network? (D) at a mid-career crossroads: Natasha Nowak

Keep reading

Article

Navigating Geopolitical Rivalry - Geopolitical Radar

Without a robust geopolitical radar, successfully navigating geopolitics is more luck than judgment.

What tramp shipping can teach strategic management

Here are three strategic lessons from the tramp shipping industry.

Annual prognoses and corporate strategy - 2025 Trends

Why the market for new year predictions is broken and how executives can better use forecasts to discern the implications for their companies.

Future Readiness Strategy

By Simon J. Evenett

in I by IMD

Article

Eliminating roadblocks to sustainable business transformation

Companies need clear guidance to achieve sustainable business transformation. A practical roadmap identifying drivers for effective change can make success more likely.

Strategy Sustainability

By Julia Katharina Binder

in I by IMD

10 January 2025

Article

Why leaders don’t engage in strategic thinking

Strategic thinking is widely acknowledged as a critical leadership capability, yet many executives struggle to consistently prioritize it.

Leadership Strategy

By Michael D. Watkins

in I by IMD

9 January 2025

Article

Leadership 2025 - 5 Key Behaviors - Tania Lennon

The increasing pace of disruption and change means leaders need to cultivate behaviors that support their sustained success. From building strategic flexibility to broadening stakeholder connections, here is our expert guide to leading in an age o...

Leadership Disruption Strategy

By Tania Lennon

in I by IMD

8 January 2025

Article

How luxury brands can build strategic resilience in 2025

Officially, brands executives continue to display confidence that big luxury will shrug off the 2024 downturn as a cyclical one. They see it as the product of the combined collapse of real estate prices in China and a return to normalcy after the ...

Luxury Strategy Branding Innovation

By Stéphane J. G. Girod

in Forbes.com

3 January 2025

Article

Here’s what we predicted for 2024… how did we do?

Did our predictions for 2024 come true, a turbulent election year, bitcoin and CBDC, COP29 and electric cars, China, EU integration and Euro football

Finance Future Readiness Geopolitics Strategy Sustainability

By Robert Hooijberg, Arturo Bris, David Bach, José Parra Moyano, Michael R. Wade, Julia Binder, Howard H. Yu, Simon J. Evenett, Alyson Meister, Salvatore Cantale and Stefan Michel

in I by IMD

Book Chapter

The strategic imperative

In a world where change is the only constant, the strategic imperative for sustainability is not just a theoretical construct – it’s a call to action. This section of the book delves into the core strategies that will enable businesses to thrive i...

Business Transformation Innovation Strategy

By Julia Katharina Binder and Knut Bjarne Haanaes

in Binder, Julia Katharina (Ed.); Haanaes, Knut Bjarne (Ed.) / Leading the sustainable business transformation: A playbook from IMD, pp. 59-62 / Hoboken: Wiley, 2025

Book Chapter

Framing the conversation

In late 2020, as the world began to emerge from the worst of the COVID-19 pandemic, Wärtsilä, a Finnish corporation specializing in power systems, made a bold decision. Despite being a well-established company with a strong track record in...

Strategy Leadership Disruption

By Julia Katharina Binder and Knut Bjarne Haanaes

in Binder, Julia Katharina (Ed.); Haanaes, Knut Bjarne (Ed.) / Leading the sustainable business transformation: A playbook from IMD, pp. 1-7 / Hoboken: Wiley, 2025

Leadership 2025 - 5 Key Behaviors - Tania Lennon

By Tania Lennon
in I by IMD 8 January 2025

Summary

Contact

Research Information & Knowledge Hub for additional information on IMD publications