 David Fletcher Case

o David Fletcher
 Outstanding reputation: very successful and passionate
 Expertise and success in money management, not
people management
 Career anchor is technical competence as portfolio
manager
 Firm allows him to focus on his strengths and on part of
job he enjoys most
o Emerging Growth Fund industry
 Extremely labor and time-intensive
 Extensive background knowledge needed
 Fletcher got information overload – needed analysts to
sift through data

m
o Designing the team

er as
 Fletcher did not provide clear and compelling sense of

co
team expectations

eH w
 Fletcher did not ensure that members understand and

o.
perceive that they are a team
rs e
 Fletcher did not articulate common agenda and
ou urc
benefits of collective action
 Hiring decisions based on technical expertise in specific
industries (basis for hiring Doyle)
o

 For team to be effective, need compatibility and

aC s

complementary skills
vi y re

 Only “on the fly” discussions and no formal meetings

 Compensation system tied to group performance but
doesn’t go far enough
ed d

o Managing paradoxes
ar stu

 Embrace individual differences vs. collective identity

and goals
 Foster cohesion vs. confrontation among members
is

 Focus on performance vs. learning and development

 Managerial authority vs. team member discretion and
Th

autonomy
o Fletcher’s second team: what should he do this time?
 Define what he really wants from a team (independent
sh

analysts vs. team decision-making)

 Explicitly outline what the team does, including an
incentive structure and regular meetings
 Provide collective goals

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  Strike a balance between holding all authority and
delegating decision-making to team
 Clearly lay out expectations for succession to money
management

m
er as
co
eH w
o.
rs e
ou urc
o
aC s
vi y re
ed d
ar stu
is
Th
sh

This study source was downloaded by 100000829021392 from CourseHero.com on 08-21-2021 14:40:20 GMT -05:00

https://www.coursehero.com/file/10206972/OB-David-Fletcher-Case-Notes/
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