Paul A. L. Evans

Emeritus Professor of Organisational Behaviour
The case describes the efforts of Emirates Bank’s HR team to build a performance-oriented culture in order to facilitate growth. To introduce basic HR processes, resistance to change from the established management hierarchy must be overcome. More recently, business segmentation of the bank and an impending merger raise new challenges for the direction of HR.

Published 29 May 2009

Reference 5562

Topic Leadership & Organisations

Industry Banking

Region Middle-East

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The case focuses on the recruitment and retention challenges of Emirates Bank and its HR team as the organisation expands from 900 staff to more than 5500. It highlights the challenges of managing expatriates and locals in the context of nationalisation, and those of changing a culture of traditionally managing retention through salary rises alone.

Published 29 May 2009

Reference 5562

Topic Leadership & Organisations

Industry Banking

Region Middle-East

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Codan 2000 is a change project at a Danish rubber company to break down functional barriers and build client/business orientation. It focuses on the creation of self-managed teams in three new product factories. After two years of implementation, Codan 2000 lives up to performance expectations in one unit, there is 25% progress in a second, but no progress in a third.

Published 01 Dec 1997

Reference 4792

Topic Leadership & Organisations

Region Europe

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Global Talent Management (former Academic Director-Global Talent Competitiveness Index)