Bob's Meltdown (Commentary for HBR Case Study)

Annette Innella is just coming into the lunchroom at Concord Machines when Bob Dunn starts screaming at her. After throwing his lunch tray against the wall, he stomps out, leaving Annette stunned. Naturally, Annette, the new senior VP for knowledge management, is beside herself. She knows her proposal to establish a cross-functional knowledge management committee is progressive thinking for this old-line manufacturer, but Bob's reaction is totally over the line. If Bob stays, she goes--that's all there is to it. Bob is contrite, but he's under a lot of pressure. The general manager of the Services Group, he's just returned from a two-week trip around the globe to gear up his troops to beat revenue targets again, despite shrinking budgets and hiring freezes. Now an e-mail from Annette requests that two of his best people devote half their time to what he calls her "idiotic" Knowledge Protocols Group. CEO Jay Nguyen is in a bind. Bob is his top manager--he brings in all the money. And even though future revenues are going to have to come from somewhere else, Jay is not totally behind Annette's initiative in the current business climate. He can't afford to lose Bob. But if he reins in Annette, it will look like he's condoning Bob's outburst. What should he do? In R0201A and R0201Z, four commentators offer advice on this fictional case study.

• Psychology and neuroscience
• Knowledge management
• Business history
• Hiring and recruitment
• Personal strategy and style