Turning around KBC in 2009-2016 (B)

Détails

ID Serval
serval:BIB_0DA91368FE5E
Type
Article: article d'un périodique ou d'un magazine.
Sous-type
Etude de cas (case report): rapporte une observation et la commente brièvement.
Collection
Publications
Institution
Titre
Turning around KBC in 2009-2016 (B)
Périodique
London business School
Auteur(s)
Duke  L., Markides C., Oyon D.
Statut éditorial
Publié
Date de publication
2017
Pages
18
Langue
anglais
Résumé
This is part of a case series. The case describes the turnaround of the Belgian bank KBC under the leadership of Johan Thijs in the period 2009-2016.The case is made up of three parts - A, B and C. KBC (A) describes the situation in July 2009 when Johan Thijs was promoted to Managing Director (MD) of the Belgian subsidiary, by far the biggest and most important unit within KBC Group. The timing is a bad one for the bank - it had just been rescued through a multibillion euro bailout by the Belgian government and the bank is on the verge of bankruptcy. Morale is at an all-time low, employees feel betrayed and are demotivated and the euro crisis is about to hit the European banking sector just when banks throughout Europe are trying to respond to the financial crisis of 2008. Johan Thijs inherits a total mess in Belgium and the case describes the facts he faces and asks the question: 'What should he do in the Belgian Unit?' At the same time to becoming MD of Belgium, he becomes member of the Group’s Executive Committee (ExCo) and the case also raises the question: 'What can Thijs do as a member of the ExCo to prevent the bankruptcy of KBC Group?'
Mots-clé
Turnaround, Strategy, Cultural transformation, Leadership, Financial crisis
Création de la notice
19/10/2017 9:54
Dernière modification de la notice
21/08/2019 6:18
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