INSEAD the business school for the world

Leadership & Organisations

by Publication Date
published: 26 Jul 2019

  • Topic: Leadership & Organisations
  • Region: Europe

Show details ...

Abstract:
In December 2015, barely one year into his tenure as the head of the Paris Opera Ballet (POB), celebrity dancer, choreographer, and entrepreneur Benjamin Millepied was caught in a storm of controversy. Hired to bring energy and modernity to one of France’s oldest artistic institutions, Millepied laid out an inspiring vision of renewal and a strategy focused on developing new talent and enhancing the POB’s social relevance and global visibility. In the process, however, he created turmoil. Promoting younger dancers in defiance of the established hierarchy, advocating diversity and social engagement, presenting the work of American choreographers instead of French classics, and openly criticizing the POB’s restrained style pit Millepied against the established order . The case chronicles Millepied’s efforts to transform the POB, focusing on the interplay between responsible leadership and organizational culture. Most organizations seek to balance business goals with social impact, urging employees to be inspiring and innovative, and bringing in outsiders with a “global” outlook to shake up “local” mind-sets. The case explores a fundamental issue for such endeavors to succeed: Responsible leadership entails more than a compelling vision. It also means sustaining a strong institutional culture while fostering diversity and innovation.

Pedagogical Objectives:
1. The role of a ‘strong culture’ in defining and sustaining an organization. Students are challenged to consider the impact of a strong culture, which most will consider a positive feature of an organization, on employees’ experiences and on the organization’s development. 2. Responsible leadership in the context of dual aims. Students must consider what ‘responsible’ leadership entails in organizations that strive to pursue both commercial success and social impact, and that value tradition while clamouring for change. 3. The purpose and impact of organizational transformation. Organizational change is difficult, especially if it involves the defining aspects of an organization’s culture—its systems, norms, and signature style. The benefits of disruption are often taken for granted, but this case requires students to consider whether disruption is always desirable, valuable, or even necessary. 4. Talent management as a lever for cultural change. Students will likely be instrumental in identifying, managing, and promoting talent in their future firms. The case helps them realize the centrality of deciding who is called “talent” and how, to the replication or change of a firm’s culture. The case illustrates the contrast between opposite approaches, one based on formalized rules and processes and the other on a case-by-case assessment.

Keywords:
Leadership, Organizational Change, Organizational Culture, Talent Management, Digital Transformation, Responsible Leadership, Leadership Succession, National Culture, Diversity, Hybrid Organizations, Outsider Ceo, Globalization, Benjamin Millepied, Paris Opera Ballet

published: 26 Jul 2019

  • Topic: Leadership & Organisations
  • Region: North America

Show details ...

Abstract:
The case follows Mina Radharkrishnan’s career as a product manager and product executive in various digital environments. She launches her own start-up in 2016 and reflects on the lessons she has primarily learned at Uber, and earlier on at Google, Goldman Sachs, and ModCloth. Beyond leveraging technology to the benefit of potential customers, Mina would like to use her experience to build a team of product managers, facilitate collaboration between different stakeholders, and set priorities accordingly. The discussion explores the challenges that product managers and executives typically face and possible solutions.

Pedagogical Objectives:
1. Analyse, understand and start to develop the leadership skills to scale and organise work for successful product management teams. 2. Lead and influence without formal authority, particularly in the realm of social capital. 3. Recognise the importance of trade-offs, communicating and navigating relationships with other stakeholders—particularly for people working in product [what? Marketing? Management?] 4. Understand how a product team evolves as a company scales up globally, expanding its product portfolio 5. Comprehend the structure and complexities of a stakeholder network from a product executive’s perspective in the context of a fast-growing tech company.

Keywords:
Product Management, Entrepreneurship, Leadership, Informal Leadership, Uber, Stakeholder Management, Digital Disruption, Female Protagonist, Management, Scaling

published: 31 May 2019

  • Topic: Leadership & Organisations
  • Region: Asia

Show details ...

Abstract:
This case describes the Tata Group’s governance and the role it played in overseeing 150 years of growth of the Tata empire of companies. The Tata Group is one of India’s premier and oldest industrial and services conglomerates in India. The Tata Trusts (charitable foundations) own two thirds of the Group; private investors own the rest of it. The Mistry family is the largest individual private shareholder. This case describes the evolution of the group’s governance and businesses leading up to the 2012 appointment of Cyrus Mistry, the first non-family group chairman, and the transformations he attempted during his four-year reign before he was suddenly fired by the previous group chairman, Ratan Tata, who continues to be chairman of the Tata Trusts.

Pedagogical Objectives:
This case illustrates how a business is affected and shaped by its governance, whether by family owners, and family or charitable trusts. It shows how owners define and intervene forcefully in governance for better or for worse. The owners’ primary responsibility is to establish clearly articulated and understood mission, values and governance procedures. Any ambiguity in these vital issues presents a “governance risk” and potential value destruction. This case emphasizes the degree to which key family members, rather than the board, play a decisive role in governing family-run businesses.

Keywords:
Corporate Governance, Industrial Groups, Ownership, Value Creation, Governance Risk, Reputation Risk, Internationalization, M&a, Leadership

published: 22 May 2019

  • Topic: Leadership & Organisations
  • Region: Europe

Show details ...

Abstract:
The case describes the education, career and political strategy of Emmanuel Macron in his ascent to the French presidency.

Pedagogical Objectives:
Discuss the careers of change agents that aim to substantially disrupt the status quo of a system – be it political, organizational or business.

Keywords:
Careers, Leadership, Change Agents, Developmental Relationships, Networking, Power and Influence, France, Emmanuel Macron

Related:

published: 02 May 2019

  • Topic: Leadership & Organisations
  • Region: Europe

Show details ...

Abstract:
Digital transformations require foundations. Placing advanced technologies on top of poor organizational structures and processes is not likely to work. Digital transformation may involve long-term strategic and organizational development to create a solid foundation that can properly absorb and develop digital initiatives. The case describes the Italian insurance company Generali Italia’s digital journey, from integrating its fragmented offering to transforming the company based on three pillars: discipline, simplicity and focus.

Pedagogical Objectives:
To understand the wider work that may be required as part of digital transformation.

Keywords:
Organizational Change, Digital Transformation, Organization Culture, Retooling / Training, Insurance

published: 25 Mar 2019

  • Topic: Leadership & Organisations
  • Region: Europe

Show details ...

Abstract:
The board of directors of a charity has to decide whether to give the acting CFO a permanent appointment. The decision is not a vital one but is so poorly managed that it leads to a blowout between the board members, such that the charity ultimately has to be wound up. The case thus illustrates the vital importance of maintaining positive dynamics among board members.

Pedagogical Objectives:
The objective is to demonstrate the negative consequences of poor handling of a board discussion. The case analyses the shortcomings of the vice-chair of the board using a framework called Fair Process Leadership (FPL), asking participants to estimate how far the precepts of FPL are adhered to. An interesting dimension is to illustrate the fundamental asymmetry of FPL whereby we minimize the unfair way in which we impose leadership on others, while magnifying the unfairness of their leadership when we have to submit to it. The case is typically used as a “practice” case on FPL before turning to more complex settings.

Keywords:
Corporate Governance, Board Dynamics, Fair Process Leadership, Group Decision Making, Not-For-Profit Organization, Non-Executive Directors

published: 25 Mar 2019

  • Topic: Leadership & Organisations
  • Industry: Logistics
  • Region: Global

Show details ...

Abstract:
Five high school students are lured into working at a logistics warehouse for what they consider a high salary for their first job. After they start, their dreams are shattered. Over the next four months the workplace reality transforms into a nightmare.

Pedagogical Objectives:
. Analysis of psychological biases which influence career choices . Identification of burnout potential due to motivated reasoning and the sunk-cost fallacy . Importance of information gathering for negotiation effectiveness . The self-fulfilling prophecy of Theory X and its effects on workforce motivation and productivity

Keywords:
Organisational Behaviour, Group Dynamics, Work-Life Balance, Motivation and Stress, Social Psychology, Career Management, Recruitment, Human Resources, Decision Making and Biases

Related:

published: 25 Mar 2019

  • Topic: Leadership & Organisations
  • Industry: Logistics
  • Region: Global

Show details ...

Abstract:
Five high school students are lured into working at a logistics warehouse for what they consider a high salary for their first job. After they start, their dreams are shattered. Over the next four months the workplace reality transforms into a nightmare.

Pedagogical Objectives:
. Analysis of psychological biases which influence career choices . Identification of burnout potential due to motivated reasoning and the sunk-cost fallacy . Importance of information gathering for negotiation effectiveness . The self-fulfilling prophecy of Theory X and its effects on workforce motivation and productivity

Keywords:
Organisational Behaviour, Group Dynamics, Work-Life Balance, Motivation and Stress, Social Psychology, Career Management, Recruitment, Human Resources, Decision Making and Biases

Related:

published: 25 Mar 2019

  • Topic: Leadership & Organisations
  • Industry: Logistics
  • Region: Global

Show details ...

Abstract:
Five high school students are lured into working at a logistics warehouse for what they consider a high salary for their first job. After they start, their dreams are shattered. Over the next four months the workplace reality transforms into a nightmare.

Pedagogical Objectives:
. Analysis of psychological biases which influence career choices . Identification of burnout potential due to motivated reasoning and the sunk-cost fallacy . Importance of information gathering for negotiation effectiveness . The self-fulfilling prophecy of Theory X and its effects on workforce motivation and productivity

Keywords:
Organisational Behaviour, Group Dynamics, Work-Life Balance, Motivation and Stress, Social Psychology, Career Management, Recruitment, Human Resources, Decision Making and Biases

Related:

published: 25 Mar 2019

  • Topic: Leadership & Organisations
  • Industry: Logistics
  • Region: Global

Show details ...

Abstract:
Five high school students are lured into working at a logistics warehouse for what they consider a high salary for their first job. After they start, their dreams are shattered. Over the next four months the workplace reality transforms into a nightmare.

Pedagogical Objectives:
. Analysis of psychological biases which influence career choices . Identification of burnout potential due to motivated reasoning and the sunk-cost fallacy . Importance of information gathering for negotiation effectiveness . The self-fulfilling prophecy of Theory X and its effects on workforce motivation and productivity

Keywords:
Organisational Behaviour, Group Dynamics, Work-Life Balance, Motivation and Stress, Social Psychology, Career Management, Recruitment, Human Resources, Decision Making and Biases

Related:

by Publication Date


Share