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Supplements the (A) case. Galya Frayman Molinas, President of Coca-Cola's Turkish Business and a 20-year company veteran, is unexpectedly asked to take the helm of a newly expanded territory with operations across eight additional countries in Central Asia: Armenia, Azerbaijan, Georgia, Kazakhstan, Kirgizstan, Tajikistan, Turkmenistan, and Uzbekistan. With seemingly competing instructions to accelerate growth, while not diluting focus in Turkey or Central Asia, Molinas must decide how to balance change versus continuity across functions and country locations. In the meantime, tensions arise amongst the newly combined members of her business unit, as some fear being sidelined or losing their autonomy. Molinas wonders whether her team's leadership is too homogenous to manage this diverse and disgruntled group across emerging markets. Centralizing, decentralizing, or creating a hybrid structure is now Molinas' first priority. On top of these pressing organizational issues, shortly after assuming her new role, domestic and international events suddenly derail her unit's 17 consecutive months of record-breaking performance. Molinas and her largely female and Turkish senior leadership team grapples with the significant financial impact of massive protests in Turkey, the rise of anti-American sentiments, growing national health concerns, the reduction of the U.S. FED's financial stimulus, and capital flight from emerging markets. While Turkey's revenue is in a precipitous decline, Molinas needs the Central Asian region to help alleviate the financial gap during this turbulent time. Molinas questions whether her unit's structure and her homogenous senior team's background are too narrow to help her counteract the external crises.

Supplements the (A) case. Galya Frayman Molinas, President of Coca-Cola's Turkish Business and a 20-year company veteran, is unexpectedly asked to take the helm of a newly expanded territory with operations across eight additional countries in Central Asia: Armenia, Azerbaijan, Georgia, Kazakhstan, Kirgizstan, Tajikistan, Turkmenistan, and Uzbekistan. With seemingly competing instructions to accelerate growth, while not diluting focus in Turkey or Central Asia, Molinas must decide how to balance change versus continuity across functions and country locations. In the meantime, tensions arise amongst the newly combined members of her business unit, as some fear being sidelined or losing their autonomy. Molinas wonders whether her team's leadership is too homogenous to manage this diverse and disgruntled group across emerging markets. Centralizing, decentralizing, or creating a hybrid structure is now Molinas' first priority. On top of these pressing organizational issues, shortly after assuming her new role, domestic and international events suddenly derail her unit's 17 consecutive months of record-breaking performance. Molinas and her largely female and Turkish senior leadership team grapples with the significant financial impact of massive protests in Turkey, the rise of anti-American sentiments, growing national health concerns, the reduction of the U.S. FED's financial stimulus, and capital flight from emerging markets. While Turkey's revenue is in a precipitous decline, Molinas needs the Central Asian region to help alleviate the financial gap during this turbulent time. Molinas questions whether her unit's structure and her homogenous senior team's background are too narrow to help her counteract the external crises.

Supplements the (A) case. Galya Frayman Molinas, President of Coca-Cola's Turkish Business and a 20-year company veteran, is unexpectedly asked to take the helm of a newly expanded territory with operations across eight additional countries in Central Asia: Armenia, Azerbaijan, Georgia, Kazakhstan, Kirgizstan, Tajikistan, Turkmenistan, and Uzbekistan. With seemingly competing instructions to accelerate growth, while not diluting focus in Turkey or Central Asia, Molinas must decide how to balance change versus continuity across functions and country locations. In the meantime, tensions arise amongst the newly combined members of her business unit, as some fear being sidelined or losing their autonomy. Molinas wonders whether her team's leadership is too homogenous to manage this diverse and disgruntled group across emerging markets. Centralizing, decentralizing, or creating a hybrid structure is now Molinas' first priority. On top of these pressing organizational issues, shortly after assuming her new role, domestic and international events suddenly derail her unit's 17 consecutive months of record-breaking performance. Molinas and her largely female and Turkish senior leadership team grapples with the significant financial impact of massive protests in Turkey, the rise of anti-American sentiments, growing national health concerns, the reduction of the U.S. FED's financial stimulus, and capital flight from emerging markets. While Turkey's revenue is in a precipitous decline, Molinas needs the Central Asian region to help alleviate the financial gap during this turbulent time. Molinas questions whether her unit's structure and her homogenous senior team's background are too narrow to help her counteract the external crises.

Since 2000, Bharat Petroleum Corporation Limited, a global Fortune 500 petroleum company largely owned by the government of India, had institutionalized an internal competition called IDEAS. Each year, several employees participated by submitting their innovative ideas to the competition. Many of these innovations involved significant savings and/or improvements. However, by 2015, a degree of fatigue had set in. Was IDEAS an innovation engine or a tool for employee engagement? How could the competition be transformed so that it delivered more for the employees and the organization?

The CEO of a failed bank in Iceland must address what went wrong and how he should go about restoring trust in the bank by customers, debt holders, fellow Icelanders, politicians and regulators. Crippled by the global financial crisis, not only did Iceland's banks default but the country itself was in danger of dissolution. This case examines the myriad reasons for the bank failure and subsequent nationalization, and provides an understanding of the complexity of a large bankruptcy.

In 2006, Sophia Tannis, a 36-year-old professional with the U.S.-based multinational company CPA Solutions (CPA), who had worked internationally for many years, was asked by an influential leader at corporate headquarters in the United States to inject herself into a business-critical situation in Moscow. An established local competitor had been using various methods to damage CPA's reputation in Moscow, and Tannis had to decide between employing the usual approaches expected by her leaders-involving the courts, media, and outreach to customers-or taking a more informal, relationship-based approach, as her Moscow-based counterpart encouraged. Tannis had to make a choice that could impact the company's credibility, and she had to choose between strategies that were successful in North America and Europe and those proposed by her local advisors.

This Reading combines conceptual frameworks and research-based knowledge to provide practical guidance about how to lead organization change. The Essential Reading outlines key choices leaders must make when managing a change and the common traps that can cause a change effort to fail. It is organized into four sections, each building on the last to provide a roadmap for change that is effectively tailored to the organization and the situation: 1) Diagnosis: Why is change needed?; 2) Design: What sort of change is called for?; 3) Delivery: How can change best be implemented? Who will most likely be affected? What skills and support do leaders need as they manage the process?; and 4) Evaluation: How can the impact of the change be assessed and measured? The Essential Reading closes with a brief discussion of how new practices such as crowdsourcing, open innovation, and social media campaigns are speeding up change in many industries and altering change processes. The Supplementary Reading presents four real-world examples of organizational change in companies (Amazon, Lenovo, Salesforce.com, and Boeing) and a brief overview of stakeholder analysis.

Midea Group Co., Ltd. was a white goods empire built by its Chinese founder over several decades; consequently, the Midea brand led the home appliance industry in China. In August 2012, the 70-year-old founder and chairman retired as board chairman. The founder's chosen successor was a 45-year-old professional manager and the former chairman and chief executive officer of one of Midea Group's firms. This manager faced a grim situation as he took over the position: business performance was plummeting, Midea Group was urgently in need of a strategic transformation, senior management would likely resist taking orders from him, and, at a basic level, the organization was overstaffed and ineffective. In addition, many senior managers felt that the founder's son would have been a better choice as successor to his father, following Chinese cultural traditions. The manager knew that changes would be necessary to help Midea Group thrive, but such changes were complicated by complex organizational structures and the countless subcultures caused by Midea Group's former growth-oriented focus. How could the company successfully navigate this succession process?

Who doesn't want the ability to wield influence, and build or possess some sort of power? The A case describes the ascent of a blogger at the top of the list of the most influential luxury fashion writers worldwide. He had made his way to front-row seats at fashion events, created a signature pose, garnered the attention of those who mattered in the high-end fashion business, lived lavishly, and was deemed a de facto representative of the Philippines. Yet Bryanboy seemingly had no boundaries on pitching a message of individualistic narcissism and misbehavior alongside his designer goods. People responded to him in a variety of ways, ranging from hostility to apathy to engagement. How did Bryanboy achieve the power to define for the world what's stylish, beautiful, elegant, and inspiring? And why did so many people loathe him? The single paragraph B case, to hand out in class, shares that despite evidence that allegations made against Bryanboy in the A case were true, powerful people in the industry continued to admire and defend him.

Gujarat Automotive Corporation Limited (GACL) was an Indian manufacturing company that made bus bodies. The firm was a subsidiary of Tata Motors Limited, from which it received most of its orders. Under the leadership of its latest managing director, GACL had emerged from tumultuous times, and became profitable again by focusing on productivity and cost-cutting measures. However, the company's board felt that these improvements came at the cost of employee satisfaction. Accordingly, on the board's insistence, GACL instituted an inquiry into employee satisfaction levels. The results of the survey were somewhat better than expected, but the managing director wondered whether the survey was enough. How could he turn the survey results into concrete actions for GACL? Could he do so without compromising productivity?

As a small-scale hospital located in the city of Faridabad in northern India, Drishti Eye Center (Drishti) had recently expanded its operations by diversifying into pharmaceutical sales. The founder and managing director of the hospital soon faced conflict among the members of his sales force when a young sales representative received a poor performance evaluation, which he viewed as unfair. In response to this situation, the salesman decided to join a union, a move that was completely unprecedented at Drishti. Facing a high-performing team that now found itself operating in a hostile environment, the hospital's director had to decide how best to manage the conflict.

Companies must reorganize periodically to keep pace with changes in market conditions. But executives grapple with conflicting advice about whether, when, and how to do so. The term "reorganization" encompasses two distinct change processes: restructuring and reconfiguration. Each delivers value if pursued in the right way. "Restructuring" involves changing the structures around which resources and activities are grouped and coordinated--for example, function, business line, customer segment, technology platform, geography, or a matrixed combination of these. "Reconfiguration" involves adding, splitting, transferring, combining, or dissolving business units without modifying the company's underlying structure. The goals for both tend to be the same: to boost innovation and, ultimately, financial performance. But the authors' research shows that success is almost always situational. In this article, they offer four guidelines to help companies decide which type to pursue when, how to space their reorgs, what should be reorganized, and what else needs to change in the process.

In October 2014, Hari Krishna Exports, a US$975 million Indian diamond manufacturing company, made international news when it gave 1,268 employees a generous performance incentive of approximately US$5,700. This was part of a radical loyalty program the company had started in 2011. However, with the market dynamics of the diamond industry constantly changing, giving such performance incentives on a yearly basis would be a great challenge. Price fluctuations at every step of the process-from procurement, to polishing, to the retail markets of the diamonds-created inherent risk in the industry. Intermediaries such as diamond polishers, in comparison to miners, had less control over the upstream channels of diamond procurement, which usually comprised exploration and the mining of diamonds. What would be the ultimate engagement level of the employees? Would such performance benefits for retaining talented employees be sustainable over the long run for an export house?

Set in an investment firm, the A case presents the president going through a review process with the firm's portfolio managers. By all accounts, Fred Silverton's financial savvy and skills had had helped the staggering mutual fund company reach success. The case runs through issues and actions directly involving Silverton. Despite Silverton's success, there were some who were alarmed over his approach to human capital. Nonetheless, the president considers Silverton in the race to lead an offering expansion. As the president goes through Silverton's behavior at work, she has to decide if there is a problem or if Silverton is just walking the line but hasn't crossed it. Does Silverton see he has a problem regarding the impact of his behavior on others?

Set in an investment firm, the A case presents the president going through a review process with the firm's portfolio managers. By all accounts, Fred Silverton's financial savvy and skills had had helped the staggering mutual fund company reach success. The case runs through issues and actions directly involving Silverton. Despite Silverton's success, there were some who were alarmed over his approach to human capital. Nonetheless, the president considers Silverton in the race to lead an offering expansion. As the president goes through Silverton's behavior at work, she has to decide if there is a problem or if Silverton is just walking the line but hasn't crossed it. Does Silverton see he has a problem regarding the impact of his behavior on others? The one-page B case has Silverton's former analysts providing examples of his behavior that move way beyond assertiveness, reaching contemptuous and aggressive hostility.

In 2017, Sarah Powers, VP of Sales at an automation hardware firm, is trying to understand why some members of her sales team have been underperforming. She is tasked with analyzing her firm's email and calendar data to try to find relationships between communications and sales performance.

Mary Kay (China) Cosmetics Co., Ltd. (Mary Kay China) was one of China's leading direct-enterprises in skincare products and cosmetics. In September 2015, the president of Mary Kay China was considering how best to continue to grow the company in the face of increasing e-commerce. The parent company and all its subsidiaries ascribed to the mission of enriching women's lives; its guiding principles emphasized relationships and connections between people. Mary Kay China's development was a testament to its success as a people-oriented culture that contributed to the environment and society. However, the Internet era had raised concerns about whether the connections among the company's people were strong enough to succeed against competitors who maintained a broad network developed through the Internet. Should Mary Kay China expand into e-commerce, or would relying on the Internet undermine the principles and values that grounded the company?

The two-part case study describes two attempts to empower the crews of two nuclear submarines of the US Navy. The case highlights the challenges as well as the weaknesses and strengths of the empowering process. While not against the operational principle of command and control on board a submarine, empowerment is in contrast to the traditional leadership doctrine of the US Navy which relies on the leader-follower principle. The case is based on the personal account of co-author L. David Marquet, Captain, US Navy (Ret.) and former commander of the USS Santa Fe. He authored the bestselling book "Turn the Ship Around!" that provides a more detailed account of the events described in the A and B cases.

Supplement to case ES1751. The two-part case study describes two attempts to empower the crews of two nuclear submarines of the US Navy. The case highlights the challenges as well as the weaknesses and strengths of the empowering process. While not against the operational principle of command and control on board a submarine, empowerment is in contrast to the traditional leadership doctrine of the US Navy which relies on the leader-follower principle. The case is based on the personal account of co-author L. David Marquet, Captain, US Navy (Ret.) and former commander of the USS Santa Fe. He authored the bestselling book "Turn the Ship Around!" that provides a more detailed account of the events described in the A and B cases.

Set in November 2015, the case follows Sisters in Solidarity (SiS), a social enterprise established to emancipate marginalised women in Lucknow, India. SIS was an offshoot of Study Hall Education Foundation (SHEF), a non-profit organisation that promoted feminist pedagogy in the educational establishments under its wings. SHEF also provided high quality education to underprivileged girls from the slum areas through the Prerna Girls School (PGS). The mothers of PGS students, deprived of economic opportunities due to lack of skills and education, suffered in a vicious cycle of poverty, domestic abuse and oppression. Observing the positive outcomes that education and employability brought about in the lives of their daughters, these mothers approached SHEF for help. Shibani Sahni, daughter of SHEF's founder, spearheaded the establishment of SiS, which aimed to emancipate women by improving their employability through vocational training. The enterprise had three business units-DiDi's Foods, DiDi's Driving and DiDi's Creations. However, while the food unit of SIS had evolved into a self-sustaining and profitable unit and the driving unit was a cost neutral vertical integration that helped SiS achieve operational efficiency, the creations unit (crafts and fashions) was struggling and unprofitable. Sahni had to overhaul the business strategy of DiDi's Creations and turn the unit around. Resources were stretched; she would have to revisit all the business segments in the portfolio to sustain profitability and growth. In order to support more beneficiaries, SiS would have to scale up, but Sahni must assess the organisational readiness for this to take place. This case offers an opportunity to learn about revenue growth strategies, profitability evaluation and divestment decisions and various expansion strategies available for a social enterprise. The case would also be helpful in understanding the elements of sustainability and scalability essential for social enterprise.