Action Reflection Learning (TM): Solving Real Business by Isabel Rimanoczy

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By Isabel Rimanoczy

Readers may perhaps by no means examine studying, education, or educating an identical manner back! construction at the pioneering basics of potent grownup studying and lots of of the center rules of modern-day well known motion studying technique, motion mirrored image studying gives you a next-generation technique that may remodel the way in which grownup studying happens. via dozens of reports of genuine humans, making genuine adjustments within the manner grownup freshmen research, the authors exhibit tips to practice those equipment and methods to layout and enforce more desirable studying interventions in any variety of settings—from management improvement workshops to one-on-one training.

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Raul assembled his new team—the three existing presidents plus a VP for finance and a VP for human resources and organizational development (OD) from the United States. From the start, the executive team seemed to do well in its periodic meetings. However, two years later, the desired cultural and business process integration across the six companies had still not taken place, and the anticipated business synergies were not being realized. Although the executive team made sound business decisions, its members’ direct reports and those on the level below them were slow to implement the decisions.

CHAPTER 3 A Leadership Transition Thomas was the managing director of the Thai office of a multinational corporation, a position he had successfully held for three years. Now he was preparing for a new challenge in another Far Eastern country, a position to which he had been promoted. Thomas wanted to support the executive team in its transition to the next leader. He was also interested in extracting learnings from the experience that he could use in his next assignment and which the team would find valuable, too.

Raul set off into what was a new world for him and soon acquired three companies in the commercial business—one in the United States, one in Latin America, and one in Germany. As each of these companies had also recently expanded by acquiring another company, the three companies really represented six companies—each with its own culture, customers, and plants scattered across sixteen different locations on five continents—plus their own products, some competing and some complementary. Adding to the complexity, the presidents of these three companies were of very different nationalities—one was British, one was German, and one was Spanish.

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