When Tony and Philip first met some years ago in a wet and rainy London, Philip’s organization had just embarked on a new global strategy. This was long before the credit crunch and the refugee crisis in Europe. Philip’s executive board had given him the difficult task of leading a merger of the East and West Africa business units to form a new integrated region. It was quite a tall order because these very disparate regions were delivering poor performance and operating largely in isolation from each other and from the wider organization.
As one of the board’s newly appointed regional directors, Philip was left in no doubt about the urgency or the scale of transformation required. He wanted to move quickly in merging ...
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