Professional Documents
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Frankle Case
Frankle Case
Frankel stayed for a second Winter, by July 2008, revenue had grown more tan 50%
and profitability reached historical records.
Participation from employees had also increased to 130 of the 450 employees. Frankel
was ready to give ownership back to the organization.
He called this passing the ball
Leadership Styles
Case summary
GOAL!
Where in the world are the analysts?
Case study
Pierre Frankel in Moscow (A) : Unfreezing Change
Pierre Frankel, a French experienced professional from a global technology company
was sent to Russia as Deputy Managing Director to improve performance and increase
profitability in the subsidiary.
When he got there, he met Sergei Lebedev (Managing Director of Russia) and the
subsidiarys 450 employees who considered him a threat. Frankel faced a top-down
hierarchy, lack of transparency and a strong mistrust of outsiders.
How could he unfreeze the situation?
Situational Leadership / Change Mgmt / Meritocracy
Thank you!
Style
Style
Style
Style
1:
2:
3:
4:
Directing
Coaching
Supporting
Delegating
In one year, Frankel had managed to initiate change and neutralize the negative
influence of Lebedev. In each successive quarter, sales and profits had improved
constantly and the Russian subsidiary also had an increasing number of employees
engaged in projects.
However, Frankel did not consider the turnaround complete. He realized he had to
continue a second year to consolidate the change yet being far away from his family in
Paris made things hard.
Pierre Frankel in Moscow (C) : Results
A cultural shift had occurred.
Employees from H-IT began to accept change and learned how to face challenges and
lead transformation initiatives.
Frankel took pride in his achievement and was ready to return home. BUT...The
company now wanted Frankel to replicate the change in India!