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Jim Flannigan
Isabella, Lynn A.; Maiden, Stephen E. Case OB-1096 / Published May 13, 2016 / 6 pages.
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Product Overview

Set in the financial services sector, Jim Flannigan, the recently named head of a European investment banking for a large national bank, struggles to let go of his previous expertise and allow one of several groups that reported to him to do their job without his direct input. While one of Flannigan's chief lieutenants is making a pitch to an important potential client, Flannigan's blood starts to boil as he believes the deal could be lost. The case goes through Flannigan's "take charge" approach to problems and follow-up. The material in this case works well for those who have used the John Wolford case (UVA-OB-0167) and want to focus more on the fit between skills and level in the organization, developing self and others, and becoming interdependent (as opposed to do it all oneself) than work-life issues (although the case could include that discussion as well).


Learning Objectives

Understand the need to drop old skills and take on new ones (see that what got you "here" might not get you "there"). Explore the context of small changes managers can make in their own behavior to improve the output of others.

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  • Overview

    Set in the financial services sector, Jim Flannigan, the recently named head of a European investment banking for a large national bank, struggles to let go of his previous expertise and allow one of several groups that reported to him to do their job without his direct input. While one of Flannigan's chief lieutenants is making a pitch to an important potential client, Flannigan's blood starts to boil as he believes the deal could be lost. The case goes through Flannigan's "take charge" approach to problems and follow-up. The material in this case works well for those who have used the John Wolford case (UVA-OB-0167) and want to focus more on the fit between skills and level in the organization, developing self and others, and becoming interdependent (as opposed to do it all oneself) than work-life issues (although the case could include that discussion as well).

  • Learning Objectives

    Learning Objectives

    Understand the need to drop old skills and take on new ones (see that what got you "here" might not get you "there"). Explore the context of small changes managers can make in their own behavior to improve the output of others.