Columbia's Final Mission (Abridged) (B)

Amy C. Edmondson; Kerry  Herman

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Supplement | HBS Case Collection | May 2012

Columbia's Final Mission (Abridged) (B)

by Amy C. Edmondson and Kerry Herman

Keywords: leadership; cognitive biases; teams; organizational culture; organizational learning; ambiguous threat; decision making; Risk and Uncertainty; Organizational Change and Adaptation; Leadership; Corporate Disclosure; Groups and Teams; Decision Making; Organizational Culture; Public Administration Industry; Aerospace Industry;

Language: English

Format: Print

4 pages

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Citation:

Edmondson, Amy C., and Kerry Herman. "Columbia's Final Mission (Abridged) (B) ." Harvard Business School Supplement 612-096, May 2012.

About the Author

Amy C. Edmondson

Novartis Professor of Leadership and Management

Technology and Operations Management

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Pallak Seth, Group CEO of PDS Multinational Fashions, is contemplating options to bring better collaboration across his global apparel supply chain platform. PDS, a group of 50-plus subsidiary companies, each led by its own CEO and with different apparel industry specialties, has grown rapidly over the past decade, yet the industry is increasingly competitive and challenges remain constant. Looking for ways to reach the Group’s 2023 goals of $2 billion in revenue, Seth and his executive board are considering two ways to increase collaboration and reward performance: a joint P&L approach to drive partnerships across the subsidiaries and an employee stock option plan, to unlock value across the Group.

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Columbia's Final Mission (Abridged) (B)

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