Hans Fritz In Novartis Thailand

1472 Words6 Pages
As history has shown and authors often remind us, the leading companies of the past are not always the leading companies of the future. Change is an ever-present aspect of the marketplace and companies who fail to prepare for it will often be marginalized by newer, smaller, more dynamic competitors. One solution to this issue is to embed a culture of change into the company early on. This is difficult enough in any regular situation. In the case of Novartis Thailand, a merger of two companies adds several interesting complications. This analysis will examine the leadership in the first six months of the merger, organizational problems as a result of the merger, and recommendations for future actions. Leadership style is an important driver in the success of a merger. There is always a countless list of issues to resolve and actions to perform before the two entities can be considered integrated and the benefits of the merger realized. O’Reilly discusses a stagnation or inertia that companies often encounter that prevents the management from taking the actions necessary to remain competitive. Because of this, leadership in this situation should be very direct, engaged, and action-oriented. Quick decisions and mandates will help managers bypass the typical consensus-gaining and bureaucracy that stalls action. Historically, Hans Fritz had not shown this trait. However, from his long list of actions in the first six months of his assignment, it appears that he has used this opportunity to exercise the more proactive style of leadership that is required. When taking into consideration of the Thai work culture this becomes even more important. Because the Thai culture is slightly lacking in discipline, a relaxed manager who delegates and provides little oversight or structure is doomed to failure. At the same time, the Thai workers have an issue with the directness Hans

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