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Case Study

Here is an organizational picture, I would like to share with you and I would like you to think about this situation for a couple of seconds:

  • From technical perspective the leader was a brilliant, 30 year executive, Ivy League college education, worked in a number of organizations across the Executive Branch of the Federal Government including the White House
  • Currently leading a billion dollar organization approaching 4th year in leadership role
  • Substantial funding request to support mission denied and redirected to peer organization within the company.
  • Customers submitted extensive document identifying they were  not being served and addresses how peer organizations absorbed workload.
  • Recent media attention denoting numerous senior executive’s bad behavior is accepted; organization has the highest number of complaints against leaders.
  • Vice President made aware of cultural problems reported by employee protection organization noting sexual harassment, etc.
  • Historic decline on the organization’s employee engagement surveys for all 4 years of the leader’s tenure.
  • Over a four year period annual changes in personnel system for job rotation, transfers, promotions, and evaluations are confusing and causes turmoil.  
  • Internal investigations reveal massive waste and confusion in new programs.
  • Rapid change initiatives, that have been difficult for the culture to digest al at one time.
  • Cultural issues regarding disrespect to underrepresented groups were ramped inclusive of women, LBGT, and minorities
  • 90% of the organization’s leaders were white male, with an average of 25 years in the organization

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