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Strategy execution and collective emotions: National Air (condensed version)

Author: Huy, Quy Nguyen INSEAD Area: StrategyPublisher: Fontainebleau : INSEAD, 2010.Language: EnglishDescription: 9 p.Type of document: INSEAD CaseNote: Latest version available via https://publishing.insead.eduAbstract: This case illustrates how a seemingly good strategy (in terms of content) can fail in the process of implementation. A brilliant CEO strategist fails to convince his employees to buy into his strategic vision by trying to implement it too quickly.Pedagogical Objectives: This case highlights the importance of timing of implementing ambitious strategic change and preparing the organization to accept the new strategy. It focuses on the importance of addressing the feelings of the employees who are critical in making the strategy happen. Conceptual frameworks: both Kotter’s model of change and Huy’s (AMR, April 1999) on emotional capability can be used to teach this case.
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INSEAD Case Europe Campus
INSEAD Publications Display
Print Consultation only BC009117
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Latest version available via <a href=https://publishing.insead.edu>https://publishing.insead.edu</a>

This case illustrates how a seemingly good strategy (in terms of content) can fail in the process of implementation. A brilliant CEO strategist fails to convince his employees to buy into his strategic vision by trying to implement it too quickly.

This case highlights the importance of timing of implementing ambitious strategic change and preparing the organization to accept the new strategy. It focuses on the importance of addressing the feelings of the employees who are critical in making the strategy happen. Conceptual frameworks: both Kotter’s model of change and Huy’s (AMR, April 1999) on emotional capability can be used to teach this case.

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