Case Analysis: Managing Pibrex Russia (A) New crisis, old grievances

point of view of Russia the Five Year Plans had been a failure in that

No effective control and goal orientated leadership was visible. Nowhere during the four months did she ask for progress reports from the stakeholders, if she took any interest in the project and ask for progress reports, she would have seen that the project was behind schedule. No milestones were set to make sure that project goals were on track.

It was a strategy to centralize the management which resulted in ignorance of local factors of the global market. As a result they lost a huge market share and suffered to remain in the competition.

Pibrex Russia was shut down and the sales and marketing department merged with Pibrex KZ. At Pibrex KZ over half the production workers were laid off and prices were raised to increased margins, but this only had the effect of eroding sales even further.

What is better for Russia ? For centuries now we have seen how traitors, mostly members of the Borgoseie, had exploited the working class of our People's

The IT folks couldn’t communicate properly with the business about their ideas and strategy that confused the business and made them reject the ideas that were actually worth trying.

Because of the limitations and failures of this process, VPs were frustrated with the fact that everything with IT took longer than promised. On the other side, IT blamed the business for their lack of prioritization and planning about the projects. The lack of coordination in this situation was not sustainable in the future because the stability of the relationship between IT and the business units was in danger.

The core problem is about their management style in top level. With such a highly efficient production line plant, the company 's management is like a job-shop, the executives take charge of every small decision of almost everyone. This greatly weakens the possibility to expand, because the one or two top management are not available dealing with so many daily issues. In addition, due to the size and life-long

The authors do not intend to iIIustrate either effective or ineffective handling of a managerial situation. The authors may have

The company was too reliant on orders from the US Government. They need to expand its operations into other areas.

* The Russian economy is discouraging foreign investments, but the producers needed that money to update technology, modernize infrastructure, develop marketing and packaging solutions, develop dealer and distributor networks and so on.

The very nature of a joint venture lends itself to competitive risks. Competitive risks include: (1) opportunistic behavior; (2) misrepresentation of competencies; (3) failures to make resources and capabilities available; (4) failure to make alliance investments. The TNK-BP joint venture must deal with opportunistic behavior. Labor laws designed to limit the number of foreign nationals in top positions in natural resource companies are being exploited by TNK-BP. The Russian shareholders of AAR are using the laws to limit the number of foreign managers and specialists working in Russia. The ultimate goal is to place more Russians into top positions and to use the leverage provided by that leadership to achieve AAR objectives. The main dispute revolves around whether TNK-BP should be allowed to expand outside Russia

"I'm going to tell you a war story-my war story," opened Browder. " It's one that involves Gazprom, Itera, and PricewaterhouseCoopers. But I'm not a diplomat so this won't be diplomatic," he cautioned. As an investor, he says he looks to find companies whose stock is cheap, and Gazprom is "by far the cheapest oil and gas company in the world," if one divides the value of the company by its total reserves.

However, the quality of institutionalization of this project was rather questionable, as the Russian government approached the actualization of the

Rio Bravo Top management set the company goal to be the worldwide leader in power and signal distribution failed to set the parameters. Top management failed to lead, create, implement and improve the initial project. They made poor appointment