When governance rhymes with turbulence
Tunisia has been the only country to emerge from the Arab Spring with a successful transition to democracy. This case focuses on a critical period in this transition process, when the country appointed an interim government. The case zooms in on the leadership and governance challenges of this “caretaker” administration during its one-year mandate in 2014-2015. In order to convey the highly turbulent environment this government faced, the story centers on one of the cabinet ministers and his struggle to deal with students’ protests, labor strikes and threats to national security. It also outlines the challenge of making ethical decisions and pursuing much-needed reforms in this context. The protagonist of the case – the Minister of Higher Education, Scientific Research and Information & Communication Technologies, Mr Tawfik Jelassi – is unusual in that he was a business school professor and dean with no political experience, who was plunged into a new environment and expected to “sink or swim.” He had to learn to map out the constellation of stakeholders who were important to his decision-making and to understand the dynamics of political conflicts. He was a member of a diverse team: non-partisan “technocrats” coming from different sectors and countries. An esprit-de-corps and high-level coordination enabled the government team to achieve the objectives set by the country’s National Dialogue Quartet at the outset of their mandate. In 2015, Tunisia was awarded the Nobel Peace Prize for having built a pluralistic democracy. The Norwegian Nobel Committee stated that: “The ultimate validation of the Quartet’s historical effort came in the autumn of 2014, when the parliamentary and presidential elections were carried out. Both the technocratic government and the interim president resigned and were replaced by lawfully elected successors.” This case offers a window into the governance challenges that this achievement entailed, given the highly turbulent environment of post-revolutionary Tunisia.
The learning objective is to understand a high-turbulence environment and to grasp the challenges of responsible leadership in such a context. The main dilemma revolves around an ethical decision, which has wide political impact. The reader is guided through both an ethical and a stakeholder perspective. The teaching note provides a new framework for highly turbulent environments – beyond “VUCA” –, which are defined as: Explosive, Polarizing, Irrational and unfolding in Compressed time (EPIC).
Tunisian Government
2014-2015
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]
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.
Research Information & Knowledge Hub for additional information on IMD publications
Leaders risk getting lost in information overload and complexity. It’s time to reframe and look at the world through fresh eyes.
Research suggests the lifespan of teams is declining. Here are four ways to build a high-performing team fast.
Alex Reinhardt was brought in to turn around a renewable-energy company that had been on the verge of bankruptcy until the German government bailed it out. After he fainted from overwork and burnout and had to take a medical leave, the board appoi...
Global market shifts and turbulence in 2025 mean Chief Financial Officers must take into account inflation, trade tensions and shifting regulations to ensure long-term growth
Swarovski CEO Alexis Nasard on leadership, redefining luxury, and driving brand transformation.
Here are the 16 sustainability trends IMD experts predict will drive business transformation in 2025.
The world’s second-largest economy will need to balance domestic reforms with its global ambitions as exporters brace for a new set of tariffs from US President-elect Donald Trump.
Did our predictions for 2024 come true, a turbulent election year, bitcoin and CBDC, COP29 and electric cars, China, EU integration and Euro football
Asia's economic landscape 2024 and 2025. Three distinct approaches: Japan's technology-driven revival amid demographic challenges, China's deflation and growth concerns, and India's manufacturing ambitions through foreign investment and strategic ...
Research Information & Knowledge Hub for additional information on IMD publications
Research Information & Knowledge Hub for additional information on IMD publications
Research Information & Knowledge Hub for additional information on IMD publications
Research Information & Knowledge Hub for additional information on IMD publications
Research Information & Knowledge Hub for additional information on IMD publications
Research Information & Knowledge Hub for additional information on IMD publications
in I by IMD
Research Information & Knowledge Hub for additional information on IMD publications
Research Information & Knowledge Hub for additional information on IMD publications
in I by IMD
Research Information & Knowledge Hub for additional information on IMD publications
in I by IMD
Research Information & Knowledge Hub for additional information on IMD publications