Pierre Frankel in Moscow (A): Unfreezing Change

Matthew David Bird, Rosabeth Moss Kanter

Research output: Other contributionpeer-review


A young and upcoming French executive in a global technology company is sent to Moscow as deputy managing director to turn around the Russia subsidiary. He must report to the subsidiary's managing director (a large reason for the organization's underperformance) and to corporate. In his first three months, he had taken steps to prepare the organization for change. Yet the lack of more tangible actions and results left him open to criticism from subsidiary employees and pressure from corporate executives. How could the young executive unfreeze the situation and get movement?
Original languageEnglish
TypeCaso Harvard
StatePublished - Apr 2012

Publication series

NameHarvard Business School Case 312-070

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