The idea that "statistics are enough" is prevalent within stable organizations; however, this framework is not enough to understand organizational change. Data-especially less visible data-is necessary. This book explores the intersecting social systems of organizations and looks at organizational challenges in a new light. Each chapter is written by a different author and provides thoughts useful in context; rather than offering one-size-fits-all solutions, the authors construct pathways for exploration and experimentation, starting with the "why" behind organizational challenges before moving on toward "how:" practical ways to change. Business leaders and followers will benefit from this text, learning to uncover and frame the dynamics that influence change and crisis on all levels-individual, group, and organizational. Businesspeople can and should look into the less visible parts of organizational life; this can change the world of work. Chapter 7 offers final thoughts from each of the authors. There is always more to crisis and change than meets the eye. A systems-psychodynamic approach can help people work with realities they see and sense. Instead of solely focusing on the solution, the lived experience of a crisis must also be addressed. Thinking systemically is a vital skill for leaders and change agents because of the constant ambiguity they face. Several key takeaway messages from the text are offered, including the need to recognize that organizations are shared spaces of feeling and the importance of self-reflection on all individual and organizational levels.
The idea that "statistics are enough" is prevalent within stable organizations; however, this framework is not enough to understand organizational change. Data-especially less visible data-is necessary. This book explores the intersecting social systems of organizations and looks at organizational challenges in a new light. Each chapter is written by a different author and provides thoughts useful in context; rather than offering one-size-fits-all solutions, the authors construct pathways for exploration and experimentation, starting with the "why" behind organizational challenges before moving on toward "how:" practical ways to change. Business leaders and followers will benefit from this text, learning to uncover and frame the dynamics that influence change and crisis on all levels-individual, group, and organizational. Businesspeople can and should look into the less visible parts of organizational life; this can change the world of work. Chapter 1 begins with a discussion on crisis and change in organzational contexts. We are living in a time of continual global upheaval, which brings about organizational challenges. These challenges can be intimidating and cause psychological distress, making it difficult to logically address them. They are also increasingly interrelated, creating unpredictable consequences. A systems-psychodynamic approach offers a more holistic view of crisis and change in organizations; it looks at the overlaps between the intrapersonal (a person's inner life), the interpersonal (pairs and groups), and the system (inside and outside the organization). Five premises underly the systems-psychodynamic approach, all of which are discussed. This chapter ends by describing the organization of the rest of the book with specific chapters being dedicated to the three different levels of the systems-psychodynamic approach.
Succession patterns in Asia are heavily influenced by Confucian values and traditions. Liu Bai's father's authoritarian style of management was typical of Chinese families, but his critical and demanding manner made it impossible for Bai to work with him, even in the Asian context. While it may seem aberrant to Westerners, children are supposed to bow to the Confucian ideal of the patriarch, even more powerful than the state as far as the welfare and governance of the family is concerned. Conflicts are settled by the family, within the family.
The case follows the progress of a year-long multi-module 'Make a Difference' programme for all 70 employees of Best Western Italy, the European operations and reservations centre for Best Western International, a global hotel group. The programme is designed to help individuals explore their own personal and professional goals, and then to work together to redesign the mission and vision of their organization. The objective is to unlock organizational energy, and to enhance trust and communication across all hierarchical levels. The outcomes included a restructuring of the senior executive level to create a flatter organization with more distributed leadership; improvement in the Great Places to Work Institute Italia ranking; and six company-wide projects initiated by employees. The case describes not only the programme design, but the necessary precursors for successful implementation, including organizational readiness for change and the skills and experience required of the coaches. It poses the question: How can this level of organizational change and renewal be sustained over time? Please visit the dedicated case website http://cases.insead.edu/best-western-italy to access video interviews and other support material.
The case follows the progress of a year-long multi-module 'Make a Difference' programme for all 70 employees of Best Western Italy, the European operations and reservations centre for Best Western International, a global hotel group. The programme is designed to help individuals explore their own personal and professional goals, and then to work together to redesign the mission and vision of their organization. The objective is to unlock organizational energy, and to enhance trust and communication across all hierarchical levels. The outcomes included a restructuring of the senior executive level to create a flatter organization with more distributed leadership; improvement in the Great Places to Work Institute Italia ranking; and six company-wide projects initiated by employees. The case describes not only the programme design, but the necessary precursors for successful implementation, including organizational readiness for change and the skills and experience required of the coaches. It poses the question: How can this level of organizational change and renewal be sustained over time? Please visit the dedicated case website http://cases.insead.edu/best-western-italy to access video interviews and other support material.
The case follows the progress of a year-long multi-module 'Make a Difference' programme for all 70 employees of Best Western Italy, the European operations and reservations centre for Best Western International, a global hotel group. The programme is designed to help individuals explore their own personal and professional goals, and then to work together to redesign the mission and vision of their organization. The objective is to unlock organizational energy, and to enhance trust and communication across all hierarchical levels. The outcomes included a restructuring of the senior executive level to create a flatter organization with more distributed leadership; improvement in the Great Places to Work Institute Italia ranking; and six company-wide projects initiated by employees. The case describes not only the programme design, but the necessary precursors for successful implementation, including organizational readiness for change and the skills and experience required of the coaches. It poses the question: How can this level of organizational change and renewal be sustained over time? Please visit the dedicated case website http://cases.insead.edu/best-western-italy to access video interviews and other support material.
After announcing the sudden medical leave of absence of António Horta Osório, CEO of Lloyd's Banking Group, the challenge facing the board was unprecedented. They would have to take immediate action to ensure interim leadership, and plan for the future. Should António Horta Osório return as CEO? If so, under what conditions? The board could only begin to answer these questions by addressing the source of the problem: What had caused their highly experienced and previously successful CEO to burn out? And how could they prevent it from happening again? Their collective knowledge of finance and the vicissitudes of global markets was broad and deep, but now they would be forced to discuss the undiscussable: the taboo of senior executive stress.
After announcing the sudden medical leave of absence of António Horta Osório, CEO of Lloyd's Banking Group, the challenge facing the board was unprecedented. They would have to take immediate action to ensure interim leadership, and plan for the future. Should António Horta Osório return as CEO? If so, under what conditions? The board could only begin to answer these questions by addressing the source of the problem: What had caused their highly experienced and previously successful CEO to burn out? And how could they prevent it from happening again? Their collective knowledge of finance and the vicissitudes of global markets was broad and deep, but now they would be forced to discuss the undiscussable: the taboo of senior executive stress.
Very little has been written about women business leaders in the Middle East. Fatima Al Jaber is the Chief Operating Officer of a multibillion-dollar family owned company in Abu Dhabi. The case traces her personal history, highlights the challenges faced by family businesses in the region, and focuses on the distinctive strengths and leadership styles of Muslim businesswomen. The case will prompt discussion about work-life balance, the significance of culture, and the traditional and transitional roles and responsibilities of women in a rapidly evolving geopolitical context. It can also be used more broadly to compare leadership and gender in Western cultures to more traditional Middle Eastern cultures.
It was long believed that entrepreneurship in Russia is close to impossible without government or mafia connections. This case study argues that, on the contrary, garage-type entrepreneurship is possible in Russia. For the Russians at Frontstep, the company in this case study, however, there were no how-to manuals to turn to. When the employees started making demands for Western-level salaries and benefits, matters came to a head. The problem was solved as the founders developed a hybrid organization, with Western incentives and structures, and Russian corporate culture.
This is the fourth of a four-case series. At first glance, Hewlett Packard (HP) doesn't seem to be a family firm, but when push comes to shove - as it did during the controversial HP-Compaq merger - family matters. The case introduces the strategy that drove the merger, analyses Carly Fiorina's background and leadership style, and discusses the corporate culture of HP. Chronologically, the case begins with the announcement of the merger and ends with the shareholders' vote. This case study illustrates the importance of corporate governance, parallel planning, and a shared vision in organisations in which the founding families still have a large financial and emotional stake.