Sybila Borjesson at Catek The case is about career development of Sybila Borjesson. Main career steps: * Specialized in tax and finance, worked in Deloitte as semi auditor, fast promotion to senior auditor. * 2 main events in the case – switch from Scandinavica to Catek * Scandinavica – Sybila was headhunted by Scandinavica for CFO position and Moved to Madrid. Scandinavica – world leader in manual balancing of waterborne heating and cooling systems. Her 1 boss – CEO of Spanish subsidiary – Pontus Holmberg (balanced person, trusted by company management).
Sybila loved job and boss who let her have flexible working due to newly born daughter. Promoted to Business Unit Controller (UK, Benelux, France, Ausria, Spain). Travelled a lot but still ok. 2 boss – Luis Ortega – former colleagues wanted her to know who the boss is. Couldn’t stand each other – emotional relations, managed to stay on professional level. Luis after a number of conflicts left. 3 boss – Francisco Ramos, engineer, was asking her to stay when she decided to leave. * Catex, former supplier of inventory, Pedro Lastra – CEO, new job – GM of Catex.
Offered to take job immideatly and share responsibilities for 6 months. orking in Catex: * The job was important to Sybilla: wants to be a CEO, has not many chances (being Swedish) of being CEO in a multinational in Spain without spending several years outside country * less bonus than promised for Sybila * in Catex tops didn’t know terms of getting bonuses, * Several top managers and middle managers left while Sybila was on vacation, people kept leaving * Lastra: “want to be in Champion league but have third division team? * But growth of sales! * Lasta? s goal: to grow the company as fast as possible over next 5 years, wanted to created solid structure rather than increase turnover.
Family issues: * No time for family, 2 kid born Question Is it worth to accept a challenge being a GM in such company? (last lines of Appendix) Positive * Sybilla seems rather comfortable adapting to new conditions * Want and ready for new role of GM * Company staff are very comfortable in informal situations with each other. Human contact. * Great opportunity to establish HR polices * Future benefits for CV and more relaxed job * Sales growth is apprx same through the years (around 20%) * Good for CV to be GM * Family issues Negative * S got used to well organised and formalised style of management.
Catex is the opposite * Boss is not structured and highly emotional. Is not clear neither in his operational goals nor evaluating results. Has only one target: sell his business. * In the end Lasta is not convinced by proposals of S and she may loose her job because of it (having right people) – large propability * Lasta does not care about maintaining employees. * S failed to address current needs of top managers. Missed human factor and time, no changes. * Lasta is not letting S to be truly CEO of the company. * Probability of no changes in current HR and Business structuring policies * Family issues Large overheads which “eat” growth – though went down from 30% to 25% through the years (overhead/sales) are still too high. Can be a problem to sell the company. * Can be fired from the position. Can cause problems in further job. * Leave now – bad for CV. Actions if stay * Other managers are positive to S however they kept leaving. Staying in the company she should learn how to address this issue. * Try to come to agreement and share responsibilities * Work under him to learn from his successes and mistakes. May be ? Supporter? role? To gain more trust and responsibility