Organizational Alignment: Managing Global and Local Integration

This case is set in the finance operation of a $1.4 billion aerospace company with global operations. The protagonist is the leader of this 90-person group, the Director of Finance. He is faced with immediate issues of missed financial targets, $20,000,000 in accounting write-offs, and finance employees violating company policy. He is grappling with how to drive an integrated financial approach in a complex global environment with significant cultural differences. The leader faces several options, including address the symptoms, dig in and understand the underlying issues, or do nothing and hope for isolated corrective actions.