Poor Leadership decision

Poor Leadership decision

Your final Portfolio Project is a thoughtful analysis of an ineffective or poor leadership decision. You may use a well-known leadership decision such as the 2011 decision to split Netflix, which resulted in serious financial losses for the organization. Your project must include the following:

  • Research a leadership decision that was ineffective or did not lead to desired results.
  • Include the problem that may have precipitated the decision as well as the process the leaders involved in the decision-making process appeared to follow. Use terms from this course.
  • Critique the process they implemented, using what you learned from this course.
  • Recommend a different approach that could have been taken, using theories and methodologies from this course.
  • Present a strong case for how your recommendations could have altered the decision that was made and could have led to a more effective result for the organization.
  • Use theory from this course to support your evaluation, critique, and recommendations.

Requirements

  •  
    • This assignment may be delivered in the form most suitable to your response. You might write a paper or create a slide presentation, Web page, or video. You could also try out a new tool such as Prezi, VoiceThread, etc.
    • Format options:
      • My chosen method is written format, your paper should be 10-12 pages in length;

 

  • Regardless of the delivery format, you must incorporate at least four scholarly sources into your presentation. You may not use the textbook for the course, but you may use other recommended or required readings in the course. 
  • All assignments should adhere. 

This is the decision I chose:

7) Hot under the collar.  In 2000, Gerald Levin, the chairman of Time Warner, was so confident in the deal he had made to merge with America Online, that he decided to forego placing a collar on the transaction. A collar enables the seller—in this case Time Warner—to revisit the terms of the transaction if the buyer’s stock falls below a certain price. Almost as soon as the merger was announced, and before it was completed, the Internet bubble burst and AOL shares plunged 50%. Without a collar, Time Warner wouldn’t be able to renegotiate the deal. Time Warner execs urged Levin to re-think the deal, but he didn’t.  The rest is history, and Time Warner shareholders are still paying for his stubbornness.

Of course, it’s easy to see the folly of these decisions in retrospect; hindsight is 20/20, and no one can make the right decision all the time.  But I suspect if each of these unfortunate executives had approached these decisions with a little more curiosity, a little more open-mindedness, and a little less certainty about the rightness of their position….we might all be using Western Union Kodak smartphones.

 

 

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