Wolfgang Keller

Wolfgang Keller at Königsbräu-TAK (A)

Resolution:

Wolf should retain Brodsky and restructure the organisational chart so area managers will report directly to Ivan Zelenko without requiring Brodsky to intervene. This would allow for a certain degree of separation in marketing and sales functions, without Brodsky having to relinquish his authority over the sales function. Wolf should also communicate to Brodsky that his intention of moving Zelenko to a role of direct responsibility is very much in line with Brodsky’s goal of preparing his subordinates to undertake bigger challenges. This will secure Brodsky’s buy-in for this move.

Wolf should also work on his approach to Brodsky as his brusqueness might alienate Brodsky rather than form an alliance which would tap the most benefit from their respective strengths. The organisation stands to benefit greatly from Wolf’s tendency towards quick, decisive action AS WELL AS Brodsky’s deep deliberations.

Rationale:

It is evident from the case that Brodsky is a valuable asset in terms of process given his success in redesigning the sales force organization and developing a comprehensive set of information and control systems. His delegation-styled approach to management also contributes to the ascension plan of his organisation. His dedication to the budgeting process also shows a tendency toward self-improvement, especially given his earlier performance review from Wolf.

He lacks however, the ‘feel’ of the business, preferring to keep a distance from his customers. This is seen from his handling of the situations that required Wolf’s intervention. This approach might have worked in the confines of a large, global company like the U.S toiletries firm but does not lend itself well to managing a business that essentially sells social lubricant.

His formal and distant management style would be better suited if his stakeholders were fewer and understood his strengths and weaknesses better (i.e. less client-facing). This...