©2013 INSEAD Case Study
The case illustrates how seeming good strategy (in terms of content) can fail in the process of implementation. A brilliant CEO strategist failed to convince his employees to buy into his strategic vision by trying to implement it too quickly.
Pedagogical Objectives: Importance of timing of implementing ambitious strategic change and preparing the organization to accept the new strategy. Highlights the importance of addresssing the feelings of the employees who are critical in making the strategy happen. Conceptual frameworks: Both Kotter's model of change and Huy's (AMR april 1999) on emotional capability can be used to teach this case.