1. Integrative Case – MBA PT5/FT10 July 2010 GROUP 6 Leslie Sosa Sébastien Lacour Charbel Makhoul Christophe Delachanal BRL Hardy

2. Agenda  The “Stephen Davies & Christopher Carlson” Case  Sources of Tension  S.Millar Leadership & Management  Organizational Analysis  Limitations  Recommendations  Organizational Change (Proposal)

3. Sources of tension Steve Millar Managing Director Steve Millar Managing Director Stephen Davis Group Marketing and Export Manager Stephen Davis Group Marketing and Export Manager Christopher Carlson Managing Director UK/Europe Christopher Carlson Managing Director UK/Europe  Post M&A context  “Technical” leadership  Power & Autonomy  Organizational dysfunctions

4. S.Millar – Effective Leadership & Management?  Not effective  Leadership style not adapted  “Manager” Profile required  Dual line reporting – Ambiguous  Change mngt at manager level  Effective  Design of a high-level team  “Pull from abroad strategy with off- shore champion”

5. Organizational Analysis Senior Executives Business Manager Country Manager Functional Manager (Marketing) Steve Millar Christopher Carlson Stephen Davies  4 roles / 3 persons  Role overlap  Lack of coordination

6. Limitations  At short-term  A COMPLETER  At middle/long term  A COMPLETER

7. Recommendations  Clarifications of the roles & responsibilities  Prepare the company for the future challenges  Adapt executive leadership style (S.Millar)  Leverage C.Carlson entrepreneurship at Globla & Corporate level

8. Proposal – Organizational  At short-term  A COMPLETER  At middle/long term  A COMPLETER

9. Q&A Session