HomeResearch & Knowledgeback to HomeStrategyback to Research & KnowledgeWar for management talent in China: LEOX Design Partnershipback to Strategy

Case Study

War for management talent in China: LEOX Design Partnership

By William A. Fischer and Rebecca Chung

4 pages

December 2007

Order this case study

Reference: IMD-3-1879

This case is part of the suite of teaching materials which employs China as an illustration of the managerial implications resulted from the so-called War for Talent, and is intended to generate insights into “how to best play the talent game” in China, or elsewhere. We aim to generate an interactive and rich class discussion of the issues raised among seasoned business practitioners, by adopting a variety of interesting teaching formats: an opening note, four cases, an “appraisal exercise” and a video. In particular, this case features a private venture which is a start-up in a niche business that is still in its infancy in China – architectural lighting design services. In 2005, Dr Lei Fu returned to China to set up this design house with the dream of becoming a global leader. However, with an almost complete absence of seasoned talent in this business throughout China, Dr Fu had to source an experienced project manager from Europe. Within two years, LEOX Design has gained an international reputation. Riding on the company’s initial success, Dr Fu now needs to hire more management talent, with overseas experience and strategic thinking, to turn his dream into reality. Dr Fu knows that while finding people with the characters he wants is difficult enough; finding people who know both business and architectural lighting design is going to prove even more challenging. He has little choice, therefore, but to make some important strategic decisions as to how he will develop the managerial capabilities the company so badly needs.

Learning Objective

Among the critical issues in talent management to be addressed in this suite of teaching materials, the following are the most central for the learning of class participants: Since sizing up potential candidates is the first and most fundamental step of talent management, what characteristics should a business leader look for to meet the competency requirements today and to prepare for the future? What would be some creative and feasible practices to source, attract, develop and retain management talent?

Keywords

Human Resources, Leadership Succession, Talent Management

Settings

China
2007

Available Languages

English

Related material

Teaching note, Video

IMD case studies are distributed through case clearing houses. In order to browse the collection and purchase copies please visit the links below.

The Case Centre

Cranfield University

Wharley End Beds MK43 0JR, UK
Tel +44 (0)1234 750903
Email [email protected]

Harvard Business School Publishing

60 Harvard Way, Boston MA 02163, USA
Tel (800) 545-7685 Tel (617)-783-7600
Fax (617) 783-7666
Email [email protected]

Asia Pacific Case Center

NUCB Business School

1-3-1 Nishiki Naka
Nagoya Aichi, Japan 460-0003
Tel +81 52 20 38 111
Email [email protected]

IMD retains all proprietary interests in its case studies and notes. Without prior written permission, IMD cases and notes may not be reproduced, used, translated, included in books or other publications, distributed in any form or by any means, stored in a database or in other retrieval systems. For additional copyright information related to case studies, please contact Case Services.

Contact

Research Information & Knowledge Hub for additional information on IMD publications

This case study is part of a series

War for management talent in China
War for management talent in China: Eramet Group China
War for management talent in China: LEOX Design Partnership
War for management talent in China: SPSS China
War for management talent in China: Shanghai Tyre & Rubber Co. Ltd

2007 EFMD AWARD WINNER (Emerging Chinese Global Competitors)

This case study is part of a series

War for management talent in China
War for management talent in China: Eramet Group China
War for management talent in China: LEOX Design Partnership
War for management talent in China: SPSS China
War for management talent in China: Shanghai Tyre & Rubber Co. Ltd

Keep reading

Case Study

Entrepreneurship through acquisition: Sébastien Perroud and the IAR Group

Entrepreneurship Finance Strategy

By Benoit F. Leleux, Dominik Hanslin, Iuliia Mordacheva, Matthias Rey and Frank Schuster

Case Study

Mastercard 2023: Rewired for infinite optionality

Disruption Digital Strategy

By Howard H. Yu, Mark J. Greeven and Martin Králik

Article

Management myth-busters: Does culture really eat strategy for breakfast?

Culture eats strategy for breakfast is one of the most enduring truisms of management. But is it really the case? And what is culture anyway?

Organizational Culture Strategy

By Michael R. Wade

in I by IMD

8 November 2024

Article

Drei Ideen, um die Kostenexplosion im Gesundheitswesen wirklich zu dämpfen

The total costs of the Swiss healthcare system are rapidly approaching the CHF 100 billion mark per year. Now Switzerland is voting on November 24 on a further reform step. But that will not be enough. New ideas are needed.

Strategy Change Management Disruption

By Alix Rey and Romain de Luze

in NZZamSonntag

31 October 2024

Article

Strategy stack: An integrated approach to decision-making

The ways popular frameworks are used fall short in today’s rapidly changing environment. Here is a new way to make better-informed strategic choices.

Change Management Competitiveness Decision Making Innovation Strategy

By Albrecht Enders, Ajay K. Kohli, Andreas König and Arnaud Chevallier

in I by IMD

Case Study

Bossard’s AI strategy for proven productivity (Cartoon case)

Bossard, a Swiss company founded in 1731, has successfully transitioned from a product-centric approach to one that offers services and solutions. It has achieved significant revenue growth despite economic challenges. Its brand promise, “proven p...

Artificial Intelligence Business Transformation Strategy

By Stefan Michel

Case Study

The AI paradox: Will generative AI enhance or destroy the business model of 99designs.com? (Cartoon case)

99designs.com is a global platform connecting freelance designers with potential clients. The case study examines the potential impact of generative AI on 99designs’ business model. The platform uses a crowdsourcing approach that invites designers...

Strategy Business to Business Digital Disruption

By Stefan Michel

Article

Putting the ‘G’ in ESG (and the ‘A’ in alpha)

Test your knowledge on ESG governance with our fun quiz! Learn how strong governance drives environmental and social success in investing. Take it now!

Corporate Governance Strategy

in I by IMD

Article

How CEO’s drive saved car giant Ford from the scrapyard

Companies desperately in need of a turnaround in fortunes should take inspiration from the 2008 rescue mission by the then-new Ford boss Alan Mulally.

Agility Business Transformation Change Management Competitiveness Decision Making Future Readiness Leadership Organizational Culture Performance Management Strategy

By Howard H. Yu

in I by IMD

Report

Nature's ROI: Five key enablers for building a nature-positive business strategy

As the global environmental crisis reaches unprecedented levels, businesses face mounting pressure to act. But this challenge is also a major business opportunity. The companies that move quickly to tackle biodiversity loss will not only protect o...

Sustainability Strategy

By Julia Katharina Binder, Adrian Dellecker and Aurélie V. Stamm

IMD Center for Sustainable and Inclusive Business Report, October 2024

Entrepreneurship through acquisition: Sébastien Perroud and the IAR Group

By Benoit F. Leleux Dominik Hanslin Iuliia Mordacheva Matthias Rey and Frank Schuster
Case reference: IMD-7-2515 ©2024

Summary

GENEVA (SWITZERLAND), AUGUST 2021. There was a lot at stake for Sébastien. This was the culmination of his 18-month NCA supported search journey to find a company to acquire. Instead of a single target, he was now faced with the prospect of acquiring 4 separate companies at once, consolidating them into a group. One, SAS, was bigger than the others but also faced significant financial issues. Hopefully he had identified three additional companies as acquisition targets, all profitable and with low levels of debt but individually a bit too small. Should he pursue all three as a single deal or add SAS for a four-company deal? In a last-ditch effort to figure out the best deal configuration, he ran some simulations about the potential returns of the group with and without the SAS turnaround. With those projections in hand, it was time to finalize the management buy-in proposal to present to the investment committee the following week.

Reference IMD-7-2515

Organization IAR Group

Industry Finance and Insurance, Private Equity

Available Languages English

Contact

Research Information & Knowledge Hub for additional information on IMD publications

Related topics

Entrepreneurship

Finance

Strategy

Browse all topics

Mastercard 2023: Rewired for infinite optionality

By Howard H. Yu Mark J. Greeven and Martin Králik
Case reference: IMD-7-2455 ©2024

Summary

In the 2010s, card processing – Mastercard’s flagship service – started showing signs of commodification as new, nimble players (typically, fintech startups thriving on digital) entered the payment processing space, and customer preferences evolved beyond plastic cards and traditional contact payments. To re-energize its central position and its ability to capture value, Mastercard – as the incumbent – had to make bold decisions. The case details Mastercard’s approach to conceptualizing and building a global platform ecosystem that upholds the principles and design elements of modularity (i.e. interoperability and scalability) and optionality. Today, Mastercard's services, based on application programming interfaces (APIs), integrate with a variety of platforms and offer flexibility to businesses that require customized payment solutions. All along, the company has accommodated a high level of internal disruption. The case also explores the nature of Mastercard’s systematic collaboration with fintechs – players that often started out as competitors in specific parts of Mastercard’s value chain. It describes the company’s engagement with fintechs as fostering collaboration and co-creation and facilitating access; in other words, opening doors and sharing tools with partners. The case presents observations and quotes by CEO Michael Miebach, whose career trajectory at Mastercard – spanning Africa & Middle East experience, fintech partnerships, product management and the CEO role – sheds additional light on the philosophy and values that have driven the company’s transformation to a technology powerhouse and self-described original fintech.

Reference IMD-7-2455

Organization Mastercard

Industry Finance and Insurance, Financial Services

Available Languages English

Contact

Research Information & Knowledge Hub for additional information on IMD publications

Related topics

Disruption

Digital

Strategy

Browse all topics