《the coach who got poached》由会员分享，可在线阅读，更多相关《the coach who got poached（9页珍藏版）》请在金锄头文库上搜索。
1、www.hbr.orgAND COMMENTARYHBR CASE STUDY The Coach Who Got Poachedby Idalene F. KesnerWhats causing Jareds problem, and how can he solve it?Four commentators offer expert advice.Reprint R0203AHBR CASE STUDYThe Coach Who Got Poachedby Idalene F. Kesnerharvard business review march 2002page 1HBRs cases
2、, which are fictional, present common managerial dilemmas and offer concrete solutions from experts. COPYRIGHT 2002 HARVARD BUSINESS SCHOOL PUBLISHING CORPORATION. ALL RIGHTS RESERVED.He developed excellent people one by onethen watched in frustration as other divisions stole them away.Jared Gordan
3、sat across from his VP of sales, Stan Simpson, in disbelief. “Let me make sure I understand,” said Jared. “You ve accepted a job with Hank s division starting next week?” “I m sorry,” said Stan, unable to look Jared in the eye. “I just couldn t pass up this chance. Hank Dodge has offered to make me
4、regional VP of marketing and sales for his division.” Jared felt his jaw lock. Hank hadn t said a word to him about offering Stan a position. Since when was it okay for a division president to poach from another division without so much as a telephone call? Despite his anger, Jared was determined to
5、 maintain his cool in front of Stan. “Have you already said yes to Hank?” asked Jared, hoping that maybe he could talk Stan out of his decision. “Yes,” Stan said quietly. Then he added, “But the new person you bring in can call me any- time with questions. I d be happy to help with the transition. Y
6、ou ve been a great bossa re-ally great bossand I appreciate everything you ve done for me.” Jared thanked Stan for his offer as he walked with him toward the office door. It was an offer he had heard before, but that didn t make it any less sincere.The Last Straw Jared Gordan was the president of th
7、e Industrial Products Division of Compunext Corporation, a $2.5 billion company that made electronic com- ponents. His division focused mostly on compo- nents used in machinery and in process controls for major manufacturing firms. The division was one of the company s smallest, representing only ab
8、out 15% of Compunext s sales. When Jared joined Industrial Products four years ago, it had been in bad shape. For three straight years, income had been declining and ROE had been in the 3% to 5% range. Jared was brought in to turn around the division, and he did just that. Jared began his turnaround
9、 efforts by con-The Coach Who Got PoachedHBR CASE STUDYharvard business review march 2002page 2ducting customer and competitor analyses that allowed his team to pare the division s prod- ucts by half and retain only the most profitable items. With the help of a consulting firm, he also rearranged th
10、e operations of the division s six plants, successfully reducing costs while increasing productivity. At the same time, he approved a $12.5 million investment in new technologies to enhance product quality. Even though Jared drove these initiatives, he en- couraged people at all levels to contribute
11、 ideas, and he was quick to share credit. He used every opportunity he could to publicize the division s successes both internally and externally. Twice a year, for example, Industrial Products hosted a small awards ceremony recognizing its employees outstanding contri- butions. Externally, he made
12、sure that the accomplishments of his employees were ac- knowledged in companywide newsletters. These efforts paid off. Under Jared s leader- ship, Industrial Products sales and profits had increased 50%. Moreover, analysts were start- ing to include the division s results in their fu- ture forecasts
13、. This was a dramatic shift from five years earlier, when the analysts were suggesting that Compunext should sell the division. Jared knew that his job was far from over. The division was still a second-tier player in the industry. Nonetheless, he was confident that in a few more years, Industrial P
14、roducts could achieve the goals corporate had set for it. After that, Jared wasn t sure what he d do. Maybe he d look for another turnaround challenge. He was still getting regular calls from headhunters. Or maybe he d stay at Compunext for the long haul. But now Stan Simpson, whom Jared had re- cru
15、ited two years earlier, was joining the Tele- communications Division, which accounted for more than a third of the company s sales. It was the most profitable and fastest-growing di- vision in the Compunext portfolio. What troubled Jared was not that Stan was leaving. Stan was a good guy, and the j
16、ob was indeed a promotion. What troubled him most was that Stan was the tenth person to leave his division in the last four years. All were great people, and seven of them had left for other positions inside Compunext. Jared was frus- trated, and he decided it was time to talk to someone in corporate. He picked up the phone and dialed Sue Patel s direct line. Sue wasCompunext s VP of human resources. “Sue Patel,” the voice said on the other end.
