HARALD WAS DELIGHTED when he was promoted to head of supply chain at a global food products company. Originally from Germany, he built his career in the automobile industry before being hired to turn around the food product company’s manufacturing operations. He led a successful turnaround by replacing almost all the leadership team, restructuring and outsourcing production, and cutting head count by 20%.
In his new role, Harald would be responsible for the entire supply chain in the company’s biggest and most profitable region. However, the people Harald would lead in his new role were, understandably, apprehensive about his arrival. The supply chain organization, they beyou lieved, was performing well; certainly it did not require a turnaround. Harald’s success in transforming manufacturing operations had shaped his reputation for being impatient,…
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Harvard Business Review Special Issues (Digital) - 1 Issue, Spring 2025