Wolfgang Keller graduated from Harvard Business School at the age of 34 and soon after experienced instantaneous business success in the food manufacturing industry. Keller, drawn to turn around opportunities departed the food manufacturing industry for Konigsbrau brewing. Keller accepted the role of managing director of Konigsbrau subsidiary in the Ukraine. Keller applied his hands on style of management, which brought earning success to the suffering subsidiary. Keller seemed to be on the successful pathway only to realize he had not yet developed leadership skills that would facilitate his relationship with Dmitri Brodsky. Brodsky, the commercial director presented a management style polar opposite to that of Keller. Keller, driven to continued success views Brodsky as the last hurdle to complete success at the Konigsbrau subsidiary. Keller, desirous of attention by the firm’s Vorstand for his business success now finds himself noticed by the Vorstand for his inability to solidify his leadership skills.
Wolfgang Keller at Konigsbrau-TAK (A) Case Analysis
The black cloud following Wolfgang Keller at Konigsbrau is a product of insufficient time to develop leadership skills. Keller rapidly moved into a general manager role six months’ postgraduate school and experienced swift and lasting success over the next two years. Enter Dmitri Brodsky commercial director for the Konigsbrau subsidiary who represents the rain falling from Keller’s black cloud. Brodsky, 10 years elder to Keller is talented in his ability to design a sales team and provide a well-orchestrated flow of information. Unfortunately, Brodsky does not possess the same angst as Keller when presented with a complex customer problem. Brodsky’s leadership suffers from his lack of personal contact with subordinates’ and unwillingness to develop personal relationships with Konigsbrau’s lifeblood, the distributers. Keller’s approach to leadership is developing personal relationships...
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