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1st question

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by

Gigab Byte

on 25 November 2013

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Transcript of 1st question

Pierre Frankel in Moscow
2nd question
What obstacles does he face, and how can he remove them?  What must he get done to improve business results?  Which are easy, which are hard? Which can be started quickly, which should wait?  Prioritize the challenges and set goals.
3rd question
Consider all stakeholders and constituencies. Who should be in Frankel’s coalition?  Who should be ignored or neutralized?
4th question
Advise Frankel on what to say to the bosses above him who are demanding faster action.
5th question
Using your learning from the Leadership and Motivation module, assess Pierre Frankel leadership style and effectiveness.
Acquaintance
first meeting with current MD was not so warmly, because of Lebedev and his own opinion about the situation in company
personnel exhibit a strong mistrust of outsiders
Gathering Information
russian character and behaviour
450 employees
relationship in office
try to interpret the prevalence of passive resistance
MD’s organizational influence
Analyze of the information
aim - hire the native Russian
need to develop relations with Nadia Abramova, head of HR
recognize the importance of symbols
Creating soil
new concepts through symbols and metaphors
finding the support
maintaining the work process
try to understand local behaviour and habits
Pierre's good decisions
Classification of problems
Hard and not Hard
Perestroyka's aftermaths
Top-down hierarchy
Paternalistic leadership
Relations with Lebedev
Priority goals
Increase the level of collaboration
Creation of forums
Focus projects
Integration team
Revenue and profitability projects
1st question
Assess Pierre Frankel’s first three months in Moscow.  Has he managed to establish himself as COO and a change agent?  How effective are his actions to date?
Done by:

Agibayeva A.
Akberdiyeva M.
Akhmetov Zh.
Ibrayev E.
Mereyev M.
Mirzakhmetova A.

Prevalence of informal network
Lack of transparency
Strong mistrust of outsiders
Pierre's bad steps
1) did not achieve good relationship with MD of subsidiary
2) did not take his wife with him
3) lack of results which may be reason of internal problems
1) achieved a support of the head of HR
2) stick to one's guns (office location)
3) give the freedom expressing themselves for employees
4) hired a native russian with MBA and good experience
5) focus on small projects
Lewin’s Three-Stage Process of Change
Answer: Everyone
Pierre
Frankel
Employees
(450)
Nadia
Abramova
(head of HR)
Bosses from
Europe
Elena
Stolychnaya
if its possible
Sergey Lebedev
Leadership skills of P.F.
Focused
Strong-wiled
Single
Intelligent
Smart
Confident
Self-assured
Trustworthy
Farseeing
Persistent
Leadership style
democratic style
have ability to learn and adapt
capable of seeing an overall picture of company
good Strateg
effective problem-solver
able to convince people to move towards
realtionship-oriented
Conclusion
"There is nothing more difficult to take in hand, more perilous to conduct, or more uncertain in its success, than to take the lead in the introduction of a new order of things."
— Niccolo Machiavelli

Your success in life isn't based on your ability to simply change. It is based on your ability to change faster than your competition, customers and business
Sometimes Russians are a bit cold with people that they don’t know well. So Pierre will have to break the ice with them and show that he is reliable person. And after that they actually become very nice and kind people.
Russian business culture is very young and it doesn’t have strict rules.
He need to say to boss about reasons process slowing factors:
- Mistrust of outsiders;
- Differences in culture and mentality;
- Business culture features;
- Soviet system legacy

So for results needs time and patience.
A young and upcoming French executive in a global technology company is sent to Moscow as deputy managing director to turn around the Russia subsidiary. He must report to the subsidiary's managing director (a large reason for the organization's underperformance) and to corporate. In his first three months, he had taken steps to prepare the organization for change. Yet the lack of more tangible actions and results left him open to criticism from subsidiary employees and pressure from corporate executives. How could the young executive unfreeze the situation and get movement?
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