What's He Waiting For? (HBR Case Study and Commentary) Review
What's He Waiting For? (HBR Case Study and Commentary) Overview
The powerful division heads at Captiva Corporation had high expectations for Doug Yacubian when he signed on as the food and beverage company's first chief operating officer. But a year later, they're joking caustically that Doug still hasn't figured out what he's supposed to be doing there. Yacubian was a rising star before he came to Captiva in this fictional case study. At Marcella International, he had helped build a wildly successful line of beverages into a solidly profitable global presence. By all external measures, he was well suited to become the hands-on COO that Captiva had needed ever since CEO Peter Tyler became less interested in day-to-day operations. In Doug's first week, several customers suffered food poisoning because of a formulation error at a Captiva plant. Yacubian offered to do interviews with the trade press and meet with U.S. distributors to help quell the crisis, but after it was decided that Tyler should take those actions himself, Yacubian "folded his tent," as one division head puts it. The recall crisis was followed by a hostile tender offer, which occupied the company's top executives for six months. By the time Yacubian drafted a proposal for a reorganization of corporate responsibilities, division heads and at least one director had grown impatient with him. At a retreat for the board and management, the director asked him point-blank: "What's taking you so long?" Yacubian, frustrated, tells his father that it's been a long time since he felt this incompetent. What went wrong at Captiva? Four commentators offer their opinions and advice.
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