Wolfgang Keller at Konigsbrau-Tak (a)
Nathan Johnson Case Analysis MGT 400 – 10/13/09
Wolfgang Keller at Konigsbrau-TAK (A)
1) What is your assessment of Brodsky’s performance? Please be specific. The first point of concern regarding Brodsky’s performance that I saw was Keller’s description of how long it took Brodsky to complete a project or task. As Keller highlighted Brodsky’s great analytical skills with regards to how he redesigned the sales force organization and the development of a comprehensive set of information and control systems, we see that the problem is it took him 6 months to do this and it would have most likely taken even longer if Keller had not stepped in. Another concern that is evident about Brodsky is that Keller had to step in several times on projects because Keller felt that Brodsky had refused to take action when a deadline seemed impossible. Keller also brought to light the belief that Brodsky’s formal and somewhat distant management style ultimately hurt his effectiveness as the commercial director. This management style pervaded his dealings in nearly all aspects. Additionally, Keller also felt that Brodsky’s attitude toward “administrative” behavior with respect to his subordinates doesn’t emphasize the need to cultivate loyalty and enthusiasm through personal contact especially with the aggressive nature of the company. Brodsky most likely needs to be more direct in his approach towards managing the sales force during the transition. Brodsky should also be more direct or “hands-on” in his contact with customers. This builds loyalty and in some cultures is very important with respect to how the customer/subordinate will trust you. In contrast, I would not agree with Keller’s negative analysis of how Brodsky kept his personal life away from his professional life. There may be legitimate, private reasons for this and this should be respected. Overall, I would agree with most of the areas of concern that Keller brought up. These are all pertinent areas that without
Wolfgang Keller at Konigsbrau-TAK (A)
1) What is your assessment of Brodsky’s performance? Please be specific. The first point of concern regarding Brodsky’s performance that I saw was Keller’s description of how long it took Brodsky to complete a project or task. As Keller highlighted Brodsky’s great analytical skills with regards to how he redesigned the sales force organization and the development of a comprehensive set of information and control systems, we see that the problem is it took him 6 months to do this and it would have most likely taken even longer if Keller had not stepped in. Another concern that is evident about Brodsky is that Keller had to step in several times on projects because Keller felt that Brodsky had refused to take action when a deadline seemed impossible. Keller also brought to light the belief that Brodsky’s formal and somewhat distant management style ultimately hurt his effectiveness as the commercial director. This management style pervaded his dealings in nearly all aspects. Additionally, Keller also felt that Brodsky’s attitude toward “administrative” behavior with respect to his subordinates doesn’t emphasize the need to cultivate loyalty and enthusiasm through personal contact especially with the aggressive nature of the company. Brodsky most likely needs to be more direct in his approach towards managing the sales force during the transition. Brodsky should also be more direct or “hands-on” in his contact with customers. This builds loyalty and in some cultures is very important with respect to how the customer/subordinate will trust you. In contrast, I would not agree with Keller’s negative analysis of how Brodsky kept his personal life away from his professional life. There may be legitimate, private reasons for this and this should be respected. Overall, I would agree with most of the areas of concern that Keller brought up. These are all pertinent areas that without