This case illustrates the challenges that Dan Tok was facing when he took over as CEO of Skanska CS in Prague, a subsidiary of the Swedish multinational construction conglomerate Skanska AB. Although he was a seasoned executive, he was a total newcomer to the construction business and he was taking over from a man who had been with the company for more than 20 years, 10 of them as CEO. Dan’s objective and mandate from Sweden was to transform and align the practices of the Czech division to the corporate “no ethical breaches” culture. Learning objectives: To reflect how to make cultural change happen within an organisation in a country where corruption is endemic and to come up with concrete ideas and strategies for transformative change.
Learning Objective
To reflect how to make cultural change happen within an organisation in a country where corruption is endemic and to come up with concrete ideas and strategies for transformative change.
Keywords
Construction, Corruption, Ethics, General Management, Leadership, Strategy
Settings
Eastern Europe, Czech Republic, Slovakia
2000-2008
Available Languages
English
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