MGMT 5150 C

PERSONAL CASE
Making a Leadership
Difference

KEVIN JOSEPH MAMMEN

ROHITH KIRAN
 SETTING THE STAGE

In 2014, Uber ventured into the food delivery business with the creation of Uber Eats. Now present in more
than 6,000 cities spread across 45 countries, the platform has had to battle with well-established rivals like
Swiggy and Zomato.

To remain competitive, Uber chose to sell their UberEats service to Zomato in India, which triggered a
restructuring process across the organization. This was accompanied by massive downscaling and layoffs.

PROBLEM STATEMENT

“Despite showcasing exemplary performance and a strong work

ethic, most of my teammates along with 800 other employees,
experienced an unforeseen layoff.”
 FROM BLACK ELEPHANT TO WHITE WATER : NAVIGATING CHALLENGES

Layoffs resulting from mergers represent a realized BLACK

ELEPHANT event—a foreseen yet significant challenge. Failing
to effectively address this challenge has led to organizational
restructuring.

The ensuing period, characterized by staff reductions and

organizational changes, has created a dynamic and challenging
WHITE WATER environment. This circumstance necessitates
strategic attention and proactive management for all
stakeholders involved in the merger.

The layoffs post-merger, recognized as a significant challenge, led to organizational restructuring and a dynamic environment,
demanding strategic attention from all the stakeholders involved.
 STAKEHOLDERS INVOLVED AND THEIR PERSPECTIVES
LEADERSHIP
Leaders may face the challenge of tough decisions to secure the
organization's future, balancing finances while preserving a positive
culture.
They may view the layoff as vital for survival, emphasizing strategic
realignment and operational efficiency.
CLIENTS
Concerns about service stability and continuity, especially if key points
of contact are laid off.
Clients seek proactive communication and high service quality. They
would question the business continuity plans.
EMPLOYEES
Emotional and financial stress for laid-off employees while
those retained may feel guilt, fear, and uncertainty.
Laid-off employees perceive decisions as unjust, impacting
trust. Survivors seek clear communication for reassurance
and future strategy.
HUMAN
RESOURCES
The HR Team has to manage and execute the layoff process
and are often perceived negatively.
They have to play a key role in rebuilding employee morale,
trust, and team cohesion post-layoffs.

PROBLEM
Why was there a layoff?
Why were many not
retained?
Why were some
discriminated against?
Why was organization-wide
communication lacking?
Why was there a lack of
transparency?
Together, we uncovered root causes behind my initial problem statement using the 5-Whys technique
5-5-WHYS
WHYS
A mass layoff despite most of the employees demonstrating
exemplary performance and work ethic
Merger-Induced Workforce Reduction
The company was merging with another company, and management decided to reduce the
workforce
Discriminatory Retention Practices
Many talented employees were not retained due to my manager's discriminatory bias
Favoritism and Bias
Favoritism based on community and language, leading to information being shared with a
select few employees
Organizational Communication
Lack of communication about the layoff resulted in a lack of timely information sharing and
preparation for the decision.
Transparency in Decision-Making
Lack of transparency stems from hierarchical decision-making and deliberate attempts to
avoid panic
 CHALLENGING THE ASSUMPTIONS
Advance notice is a standard
practice in organizational
layoffs
Does your expectation for
advance notice align with
common industry practices?
The impact on team bonding
and leadership perceptions
will persist in future roles.
Can’t you start fresh by
applying lessons learned from
the previous experience?
Here, Kevin questioned my assumptions, aiding in identifying limitations in my approach to the problem.
Retention decisions should be
entirely merit-based.
NOTICE MERIT Are there factors to consider
beyond individual performance,
such as specific skill sets or role
requirements?
CHALLENGING
THE
ASSUMPTIONS
Lack of trust and emotional
resilience is solely a result of
organizational actions.
IMPACT TRUST
Can we explore strategies to build
emotional resilience outside of
work to foster personal well-being
and adaptability?
 IDENTIFYING AND VENTURING INTO THE COMPLEX

UNKNOWN The existence of insider favoritism and the criteria used for
retention decisions might fall into the UNKNOWN category
as we may not be able to investigate all the facts.
LEVEL OF UNCERTAINTY

The issues arising from the impact on team morale,

COMPLEX
leadership perceptions, and emotional well-being fall into
the COMPLEX category of problems to be addressed.

KNOWN
The tangible aspects such as the performance and work
ethic fall in the KNOWN category as they can be assessed
by metrics.

LEVEL OF DISAGREEMENT

REFRAMED PROBLEM STATEMENT

How can I personally make a leadership difference and contribute to addressing this
recurring and unresolved issue of employee morale and adaptability during layoffs?
 STRETCH BENCHMARKING - DIVERGENT THINKING
FINANCE
The leadership at JP Morgan including CEO Jamie Dimon,
took a proactive approach by providing regular and
transparent communication about the economic
challenges on the company, and the necessity for layoffs.
The company also offered outplacement services, financial
planning assistance, and career counseling to affected
employees.
This comprehensive approach aimed to support employees
during the transition and maintain a positive employer
brand.
AUTOMOTIVE
Ford, faced with financial difficulties, initiated a
restructuring plan that included significant layoffs.
Prioritized open communication with employees,
explaining the economic realities and the need for
restructuring.
They provided support through retraining
programs, job placement services, and financial
counseling.
Ford also actively engaged with unions to ensure a
fair and transparent process, minimizing the
negative impact on employees and sense of trust.
 The 15% ISSUES contributing to 85% of CHALLENGES

TRANSPARENCY ADAPTABILITY MORALE

THE SOLUTION - CONVERGENT THINKING

Open Communication Channels Skill Development Hours Create a Support Network

Implementing dedicated
communication channels, such as
regular town halls and Q&A sessions, to
enhance transparency, address
concerns, and foster open dialogue
among employees about the company
and economy.
Introducing a mandatory 1-2 hour cross-
skill development weekly during work
hours to enhance employee adaptability
for unforeseen circumstances or team
transitions, emphasizing multi-faceted
skills over potential layoffs.
Creating a collaborative support
network providing outplacement,
reference, and financial planning
assistance to enhance adaptability,
foster collective problem-solving, and
boost morale for both laid-off and
continuing employees.
 BUY-IN

Negative Perception Financial Implications Employee Development

We would highlight data demonstrating the
correlation between negative perceptions,
low morale, and decreased productivity.
Illustrate how our solution fosters a
supportive and collaborative work
environment, addressing these challenges
proactively.
We shall emphasize the cost-benefit
analysis, showcasing how the solution
contributes to cost savings, employee
retention, and potential reduction in legal
costs associated with poorly executed
layoffs or lack of preparedness.
We will highlight the significance of
ongoing learning and skill development
within the proposed solution, showcasing
its prospect of enhancing employee
versatility and adaptability to changing
circumstances.

We aim to secure buy-in from Site Leadership and the Human Resource Team, as their approval is crucial for the reviewal,
acceptance and implementation of our proposed solution.
 ACTUAL vs ANTICIPATED RESULTS

ACTUAL ANTICIPATED

Uncertainty and job insecurity post-reductions contribute to Cultivates transparency and trust, boosting team morale through
declining team morale. increased openness.

Discriminatory retention practices foster injustice and erode Nurtures a learning-oriented work culture, elevating morale by
trust, negatively impacting organizational culture. investing in employee growth.

Mergers leading to workforce reductions introduce disruptions Fosters a collaborative work environment, positively impacting
and potential resistance to change. morale through increased peer support.

Transitioning from present challenges to future growth

 THE COLLABORATIVE PROCESS
KEY BREAKTHROUGHS
DIFFERENCE MAKER
Rohith was a Subject Matter Expert at Uber from 2018-2020.
He initially presented the case and framed the problem based on what
he experienced. Kevin acted as the Thinking Partner on the case acting
as a coach and collaborator.
Together, we referred to the layoff event, drawing parallels to the
concepts of BLACK ELEPHANT and WHITE WATER discussed in our
classes to deepen our understanding of the issue.
We proceeded to analyze key STAKEHOLDERS affected by this event,
seeking to comprehend their diverse PERSPECTIVES.
By uncovering key issues using the 5-WHYs and CHALLENGING
ASSUMPTIONS made by Rohith, Kevin helped him identify the
‘COMPLEX’ and arrive at a REFRAMED PROBLEM statement.
THINKING PARTNER
Through DIVERGENT THINKING using stretch benchmarking, we
identified an opportunity to draw insights from the Finance and
Automotive industries on effectively managing organizational dynamics
during layoffs. This knowledge contributed to developing a successful
solution.
CONVERGENT THINKING led us to the solution that enhancing open
communication channels, allocating dedicated skill development hours,
and establishing a supportive network would significantly allow Rohith
to make a leadership difference in addressing these challenges.
To effectively put our solutions into action, we require backing from
senior leadership and the human resources department.
ASSUMING ABUNDANCE and that our solution gains approval, we
proceeded with determining our ANTICIPATED vs ACTUAL RESULTS.