Case Study: Are the Right People in the Right Seats?

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The newly appointed CEO of Highstreet Properties has doubts about several members of the top team she has inherited. She’s trying to drive a turnaround, the company has a complicated matrix structure, and some team members seem opposed to her strategy.

She’s debating replacing several of them, but she’s worried about making too many changes too quickly, upsetting her board, and bringing in too many former colleagues.Shannon Levy, the new CEO of Highstreet Properties, stared out the window of the company’s London headquarters, wondering whether she should call Justin Mooney and fire him.

She was fast approaching her 100-day mark and already feeling behind on selecting, aligning, and motivating her senior leadership team.Accelerate your career with Harvard ManageMentor®. HBR Learning’s online leadership training helps you hone your skills with courses like Change Management. Earn badges to share on LinkedIn and your resume. Access more than 40 courses trusted by Fortune 500 companies.is the George F. Baker Jr. and Distinguished Service University Professor.

 

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