"The Case of Leadership Inertia"

The CEO of an international bank has raised the bank's performance by emphasizing a new culture of leadership that empowers people at all levels. Managers are rated both on their business results and their leadership—how they model new behaviors—but 12 senior managers with good business results have yet to embrace the new culture. The CEO is concerned that their inertia will undermine the culture change, especially as the bank is about to consummate a major merger and a new strategic alliance. He solicits proposals from three consultancies with different approaches to change to determine which might help him solve the problem presented by the 12 laggards. A fictional case based on real situations.