| Who |
Issue |
Outcome |
| |
Boost managerial capabilities in the face of ‘high stake’ situations |
| |
| Radio |
Artist appointed manager, paralysed by issues to be addressed and decisions to be made |
A new table |
| |
|
|
Edouard, General Manager |
|
Press interviews that attract a lot of attention |
| |
|
|
Advertising agency |
The General Manager wants to appoint him to a more senior post, but he is hesitant |
Accept promotion |
| |
|
|
Donald, Marketing Manager |
|
Has the immediate respect of his new teams |
| |
|
|
Audiovisual production |
Highly specialised in one genre, wishes to diversify and be revitalised |
Launched two new projects in two new channels |
| |
|
|
| Cécile, Producer |
|
Found clients in institutional film |
| |
|
|
| TV station |
Successor to a famous manager who boosted audiences. Must establish authority with and outside the station |
Found own management style |
| |
|
|
| Jean, General Manager |
|
Teams’ nostalgia for former GM has gone |
| |
|
|
| |
|
Audience has continued to grow |
| |
|
|
| |
Develop performance |
| |
Facilities team |
Make transition from good facilities man to manager |
Launched new sector that does not require investment |
| |
|
|
| Serge, Department Manager |
Lacks initiative |
Reporting appropriate to position in hierarchy |
| |
|
|
| |
Gain acceptance from new team |
Turnover: +30% |
| |
|
|
| Media group |
Wishes to move his group away from a cottage industry culture to structured management |
Increased turnover from €40M to €75M in three years |
| |
|
|
| Marc, General Manager |
|
|
| Television |
A journalist by profession, she found it difficult to create a programming model aimed at diversification, as demanded by shareholders |
Has attained stature as manager |
| |
|
|
Marie, Programming Manager |
|
Has put in place a new model that has seen audiences grow 12% |
| |
|
|
| |
Improve conduct |
| |
TV channel |
Excellent facilities man who became manager; however, shows reluctance to manage members of his team |
New spark in personnel
|
| |
Problems setting himself objectives |
|
| Paul, Technical Director |
|
Has given team new energy |
| |
|
|
| |
|
Soon to be promoted to new role |
| |
|
|
Audiovisual distributor |
Very successful sales and marketing performer and hyperactive, but does not really supervise her 10 sales and marketing personnel. Seen as aggressive |
Executives spontaneously request her services |
| |
|
|
Olivia, Sales Manager |
|
Turnover: + 25% |
| |
|
|
| |
Development of personnel |
| |
| Musician |
While his clients are very satisfied, he has found it difficult to find new clients and create a relationship of trust |
His schedule has gone from being 30% full to 50% full |
| David |
|
| |
Vision and strategy |
| |
Advertising agency |
Business being worn down in a price war
|
Implementation of a new strategic framework approved by shareholders |
| |
|
|
| Executive committee |
In quest to differentiate itself from rivals |
New growth forecast of 25% to 35% |
| |
|
|
| Media group |
New geographical distribution of shareholders not expected by managers |
Design of a project unveiled to shareholders and renewal of mandate of each manager |
| |
|
|
Three main managers |
|
Profitability up 12% |
| |
|
|
| |
|
|
| |
Team cohesion |
| |
Media group |
The teams spread over three sites have become competitors and no longer speak to each other |
Harmonisation of editorial policies and elimination of 6 duplications |
| |
|
|
Three executive committees |
|
Several joint projects completed or in progress |
| |
|
|
| E-commerce site |
Decisions made in the evenings in corridors |
Incident-free steering committees |
| |
|
|
Steering committee |
Tension between the four main managers |
Customer loyalty up 20% |
| |
|
|
| |
Improve how teams operate |
| |
Press group |
Development of the business hindered by routine and differences of opinion |
Acquisition of two companies |
| |
|
|
General Manager, Editor-in-Chief, Financial Director |
|
5 international franchises |
| |
|
|
| |
|
Creation of a profitable internet business |
