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?
|State||Published - Apr 2012|
|Name||Harvard Business School Case 312-070|