Sybila Borjesson Free Essay Example

Sybila Borjesson at Catek The case is about career development of Sybila Borjesson. Main career steps: * Specialized in tax and finance, worked in Deloitte as semi auditor, fast promotion to senior auditor. * 2 main events in the case – switch from Scandinavica to Catek * Scandinavica – Sybila was headhunted by Scandinavica for CFO position and Moved to Madrid. Scandinavica – world leader in manual balancing of waterborne heating and cooling systems. Her 1 boss – CEO of Spanish subsidiary – Pontus Holmberg (balanced person, trusted by company management).

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Sybila loved job and boss who let her have flexible working due to newly born daughter. Promoted to Business Unit Controller (UK, Benelux, France, Ausria, Spain). Travelled a lot but still ok. 2 boss – Luis Ortega – former colleagues wanted her to know who the boss is. Couldn’t stand each other – emotional relations, managed to stay on professional level. Luis after a number of conflicts left. 3 boss – Francisco Ramos, engineer, was asking her to stay when she decided to leave.

* Catex, former supplier of inventory, Pedro Lastra – CEO, new job – GM of Catex. Offered to take job immideatly and share responsibilities for 6 months. orking in Catex: * The job was important to Sybilla: wants to be a CEO, has not many chances (being Swedish) of being CEO in a multinational in Spain without spending several years outside country * less bonus than promised for Sybila * in Catex tops didn’t know terms of getting bonuses, * Several top managers and middle managers left while Sybila was on vacation, people kept leaving * Lastra: “want to be in Champion league but have third division team? * But growth of sales! * Lasta? s goal: to grow the company as fast as possible over next 5 years, wanted to created solid structure rather than increase turnover.

Family issues: * No time for family, 2 kid born Question Is it worth to accept a challenge being a GM in such company? (last lines of Appendix) Positive * Sybilla seems rather comfortable adapting to new conditions * Want and ready for new role of GM * Company staff are very comfortable in informal situations with each other. Human contact. * Great opportunity to establish HR polices * Future benefits for CV and more relaxed job * Sales growth is apprx same through the years (around 20%) * Good for CV to be GM * Family issues Negative * S got used to well organised and formalised style of management.

Catex is the opposite * Boss is not structured and highly emotional. Is not clear neither in his operational goals nor evaluating results. Has only one target: sell his business. * In the end Lasta is not convinced by proposals of S and she may loose her job because of it (having right people) – large propability * Lasta does not care about maintaining employees. * S failed to address current needs of top managers. Missed human factor and time, no changes. * Lasta is not letting S to be truly CEO of the company. * Probability of no changes in current HR and Business structuring policies * Family issues Large overheads which “eat” growth – though went down from 30% to 25% through the years (overhead/sales) are still too high. Can be a problem to sell the company. * Can be fired from the position. Can cause problems in further job. * Leave now – bad for CV. Actions if stay * Other managers are positive to S however they kept leaving. Staying in the company she should learn how to address this issue. * Try to come to agreement and share responsibilities * Work under him to learn from his successes and mistakes. May be ? Supporter? role? To gain more trust and responsibility

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