The subject of this case study is a highly respected United States-based multi-national company in the non-food segment of the FMCG industry. This company had been operating in Korea for 30 years, starting as a small representative sales office but transitioning into a medium-sized stand-alone subsidiary via organic growth and acquisition. Following the departure of the local general manager soon after the Asian economic crisis in 1997, a succession of unsuccessful expatriate general managers had left the company in somewhat of a crisis – poor business results, low employee morale and almost non-existent processes driving up employee turnover. Starting in 2005 the company used Human Synergistics’ LSI 1 & 2 to support the recently appointed general manager assess his leadership behaviors and their impact on his employees.
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