An up and coming French executive in a global technology company, is sent rotate as Deputy Managing Director at the Russian subsidiary in Moscow. He must report to the subsidiary manager (a big reason for the organization of underperformance) and Corporate. In his first three months he had before made to prepare the organization for change. However, the lack of more concrete actions and results made him the criticism of subsidiary employees and printing of corporate ex open … Read more »

An up and coming French executive in a global technology company, is sent rotate as Deputy Managing Director at the Russian subsidiary in Moscow. He must report to the subsidiary manager (a big reason for the organization of underperformance) and Corporate. In his first three months he had before made to prepare the organization for change. However, the lack of more concrete actions and results left him open to criticism from employees and subsidiaries pressure of executives. How could the young executive unfreeze the situation and get moving?
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from
Rosabeth Moss Kanter,
Matthew Bird
Source: HBS Premier Case Collection
11 pages.
Release Date: 2 December 2011. Prod #: 312070-PDF-ENG
Frankel Pierre in Moscow (A): Unfreeze Change HBR case solution

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