Fresh to Table

Gautam  Mukunda; Brooks C. Holtom

Case | HBS Case Collection | May 2017

Fresh to Table

by Gautam Mukunda and Brooks C. Holtom

Abstract

After the contentious firing of an office manager, the leadership at Fresh to Table, a software-as-a-service provider for luxury hotels and restaurants, make an unpleasant discovery. While reviewing the office manager's internal electronic communications, company leaders discover that several key employees, including two that were recently promoted, had been spending substantial time on internal social media channels disparaging other employees, citing days when they skipped work, and referring to other instances of unprofessional behavior. This 5-page case explores issues related to electronic communications; termination and disciplinary procedures; and leadership, culture, and values. It can be used in General Management, Organizational Behavior, Human Resource Management, Management Communication, Leadership, and Employee Relations courses. The case also allows students to consider how technology affects organizational interactions and culture.

Keywords: Behavior; Resignation and Termination; Organizational Culture; Values and Beliefs; Leadership;

Language: English

Format: Print

10 pages

Educators Purchase

Citation:

Mukunda, Gautam, and Brooks C. Holtom. "Fresh to Table." Harvard Business School Brief Case 917-541, May 2017.

In September 2008, Robert Steel presided over the sale of Wachovia, a top U.S. bank, less than three months after becoming its CEO. Wachovia’s exposure to risky home loans led depositors and creditors to flee the bank on Friday, September 26, after the FDIC seized and sold a smaller bank with similar exposure, whose collapse nonetheless made it the biggest bank failure in U.S. history. Faced with Wachovia’s impending bankruptcy, the FDIC intervened again, voting on Monday, September 29, to sell Wachovia’s retail bank to Citigroup for $1 a share. Three days later, Wells Fargo offered $7 a share for all of Wachovia. Steel needed to decide whether to honor the terms of the deal and exclusivity agreement already sketched out with Citigroup or to approve a definitive merger agreement with Wells Fargo.

In September 2008, Robert Steel presided over the sale of Wachovia, a top U.S. bank, less than three months after becoming its CEO. Wachovia’s exposure to risky home loans led depositors and creditors to flee the bank on Friday, September 26, after the FDIC seized and sold a smaller bank with similar exposure, whose collapse nonetheless made it the biggest bank failure in U.S. history. Faced with Wachovia’s impending bankruptcy, the FDIC intervened again, voting on Monday, September 29 to sell Wachovia’s retail bank to Citigroup for $1 a share. Three days later, Wells Fargo offered $7 a share for all of Wachovia. Steel needed to decide whether to honor the terms of the deal and exclusivity agreement already sketched out with Citigroup or to approve a definitive merger agreement with Wells Fargo. Supplements the (A) case.

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Fresh to Table

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Faculty & Research

Fresh to Table

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