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Pierre Frankel Case 140101049

Frankel made several mistakes in his approach with the Russian subsidiary that led to difficulties. He did not establish trust with the head of the subsidiary, Lebedev. He also pushed too hard too quickly by insisting on an office next to Lebedev's. Additionally, he failed to bring his wife with him on trips to Russia, missing important social events. To succeed, he should have expressed urgency around improving numbers, created a guiding coalition, and clearly communicated his vision to align employee goals with organizational goals.

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Parth Hemant Purandare
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104 views2 pages

Pierre Frankel Case 140101049

Frankel made several mistakes in his approach with the Russian subsidiary that led to difficulties. He did not establish trust with the head of the subsidiary, Lebedev. He also pushed too hard too quickly by insisting on an office next to Lebedev's. Additionally, he failed to bring his wife with him on trips to Russia, missing important social events. To succeed, he should have expressed urgency around improving numbers, created a guiding coalition, and clearly communicated his vision to align employee goals with organizational goals.

Uploaded by

Parth Hemant Purandare
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as DOCX, PDF, TXT or read online on Scribd
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What did Frankel do wrong?

1. Didn’t establish trustworthy relationships with Lebedev(the head of Russian subsidiary)


2. Pushed too hard at the very beginning (insisting on the office next to Lebedev’s)
3. Didn’t take his wife with him (had to travel a lot and missed some events)

Recommendations:

Adapted from Kurt Lewin’s Model

Unfreeze Unfreezing/ Refreeze


Stability Change Stability

Chaos
Undesired Unpredictability Desired
Situation No control
Confusing
Situation
Loss-Attachment n
1. Establish sense of urgency
a. Should have expressed the disapproval upper management had with this branch.
b. Warn of consequences if numbers did not improve.

2. Create guiding Coalition


a. Nadia (head of HR): She had the inside knowledge of company culture and the ability to
recruit others for coalition.
b. Someone above Lebedev: This would prevent Lebedev from speaking out against Pierre
c. Neutralize those who stand against the change.

3. Communicating the vision


Vision wasn’t openly and frequently communicated to the employees. The employees’ goals
need to be in sync with the organizational goals for better performance.

4. Aligning Goals
He had to surmount the huge challenge of changing the way the employees thought and
worked , to make the work environment full of energy, collaboration and trust for each other
which would help achieve the goals for which he had taken up the assignment.
5. Before any change can occur, the employees must believe the change is needed.
6. Very important for him to understand the ‘ soul’ of Russia

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