A senior executive of a large oil and gas company strives to improve his leadership effectiveness and efficiency by applying a "scientific approach" learned on an executive development programme. But his well-thought through plan comes into harsh contact with organizational reality.

A senior executive of a large oil and gas company strives to improve his leadership effectiveness and efficiency by applying a "scientific approach" learned on an executive development programme. But his well-thought through plan comes into harsh contact with organizational reality.

A senior executive of a large oil and gas company strives to improve his leadership effectiveness and efficiency by applying a "scientific approach" learned on an executive development programme. But his well-thought through plan comes into harsh contact with organizational reality.

The Part A presented evolution of Troika Dialog, the Russian investment bank, and its CEO Ruben Vardanian’s leadership style over the period of ten years.

Making ketchup in the Ukraine may sound like an unusual business proposition, but two young Swedish entrepreneurs who set out in the mid 1990's managed to build a large and growing food manufacturing operation doing just that.

In Fall 2003, Mikhail Khodorkovsky, Russia's richest man and the CEO of Yukos, the second-largest Russian oil producer with a market capitalization of US$26 billion, was arrested and thrown into jail on charges of fraud. Several days later he resigned as CEO of Yukos.

The case study evolves around business career of Ruben Vardanian, the founder, majority owner and CEO of Russian chocolate making and selling company. It follows the evolution of Korkunov early business career and leadership style and concentrates on his decision to enter a new business of making and selling chocolates.

Two young Polish entrepreneurs built a profitable and fast growing business, which has reached the stage where the traditional management model of making all-important decisions together in an informal way is no longer adequate.

Two young Polish entrepreneurs built a profitable and fast growing business, which has reached the stage where the traditional management model of making all-important decisions together in an informal way is no longer adequate. The founders are struggling with a challenge of creating new management system, adjusting their personal roles in the business and bringing in professional managers

Two young Polish entrepreneurs built a profitable and fast growing business, which has reached the stage where the traditional management model of making all-important decisions together in an informal way is no longer adequate. The founders are struggling with a challenge of creating new management system, adjusting their personal roles in the business and bringing in professional managers