Keywords: family business; leadership; Organizational Change and Adaptation; Leadership; Family Business;
Citation:
Mayo, Anthony J. "The Transformation of Mudo." Harvard Business School Teaching Plan 416-065, June 2016. View Details|
Case HBS Case Collection October 2015 (Revised September 2016) The Transformation of Mudo |
Abstract
After 16 years in management consulting, Barış Karakullukçu left to become the CEO of Mudo in 2012, one of the best-known names in Turkey's retail industry. She was tasked with leading Mudo's transition from a family business to a more institutionalized, corporate structure and ensuring a smooth handover of the company from the first- to the second-generation owner. As CEO, she makes a series of difficult decisions to transform the company. She develops a new performance management system, reengineers most of the operations, and replaces 80% of the management team including several C-level executives. Two years later, the impact on operations is positive; however, the company's profitability continues to struggle. Karakullukçu must decide how best to move forward. While the founder seeks rapid and opportunistic growth, Karakullukçu believes that the company should stabilize its cost structure and limit expansion plans.
Keywords: leadership; family business; leading change; transformation; management challenges; emerging market; retail; second-generation; operational efficiency; performance management; corporate culture; Growth; Leading Change; Family Business; Organizational Culture; Emerging Markets; Family Ownership; Transformation; Performance Improvement; Growth and Development Strategy; Retail Industry; Turkey;
Citation:
Mayo, Anthony J., Esel Çekin, and Çiğdem Çelik. "The Transformation of Mudo." Harvard Business School Case 416-015, October 2015. (Revised September 2016.)
