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  <title>How much should a new CEO shake things up?</title>
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 <typeOfResource manuscript="no" collection="yes">mixed material</typeOfResource>
 <genre authority="marcgt">bibliography</genre>
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   <placeTerm type="text">Boston</placeTerm>
   <publisher>Harvard Business School Publications</publisher>
   <dateIssued>January/February 201</dateIssued>
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  <extent>p. 157 - 161</extent>
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 <note>A fictionalized case study explores the impact of restructuring by chief&#13;
 executive officer Sena Aslan on her banking company FDM Turkey. Aslan &#13;
has initiated a pilot project to introduce banking kiosks into &#13;
supermarkets and electronics retailers in an effort to make access to &#13;
the company's banking services easier for consumers and to improve &#13;
technologies available for customers. The timeline for the project &#13;
involves certain departments working nearly 24 hours a day to meet the &#13;
initial deadlines set. The question posed to experts is whether she &#13;
should reconsider her timeline for initiating the pilot program.  INSET:&#13;
 CASE STUDY TEACHING NOTES&lt;br&gt;</note>
 <note type="statement of responsibility"></note>
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 <identifier type="isbn">00178012</identifier>
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  <physicalLocation>Perpustakaan - Sekolah Tinggi Manajemen PPM Pusat Informasi Manajemen</physicalLocation>
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