This case deals with the CEO selection at Hong Kong-based Global Brokerage Group (GBG) a medium-sized financial brokerage house dealing in securities, futures, foreign exchange, wealth management, and precious metals. Since its inception in 2001 the company, led by founder Anson Chan and his close knit cohort of family and friends, achieved steady growth and a solid presence in the local brokerage industry. In 2013, Anson believed it was time to prepare the company for its next phase of growth via listing on the stock exchange of Hong Kong. To transition GBG from a privately-held business to a publicly-listed entity his priority was to professionalize the company with clear segregation of roles and responsibilities at the top management level. In view of the upcoming IPO, Anson's first task was to appoint a strong CEO. The case sets out the industry context, the importance of regulations administered by the Securities and Futures Commission and GBG's organizational and operational structure. Students take on the role of Anson who is reviewing the profiles of six potential candidates and weighing their pros and cons. Who should he choose?

Case B is set 6 months after the selection of the CEO (Case A). An unsuccessful CEO transition unfolds as the new CEO fails to win the support of the top management team even after six months at the top position. Despite his best efforts, the new CEO could make no headway with any of his organizational change initiatives aimed at streamlining performance management and compensation systems. In fact, the situation worsened to the extent that he was ready to step down. The case provides an opportunity for students to analyze the reasons for the new CEO's failure and to what extent Anson was responsible for the situation. Anson's immediate priority was to devise an action plan to avert the impending organizational crisis.