For teaching purposes, this is the case-only version of the HBR contextual analysis. The analysis just form is republish 97511Z. The entire contextual analysis and discourse is republish 97511. This invented contextual investigation investigates the difficulties confronting CoolBurst, a Miami-based natural product juice organization. For over 10 years, CoolBurst had ruled the market in the Southeast. Why, then, are its yearly incomes stuck at $30 million, and why have benefits been stale for a long time straight? CoolBurst's new CEO, Luisa Reboredo, realizes that the organization's survival- - and her own- - rely on upon the appropriate responses. Reboredo has succeeded previous utilitarian CEO Garth LeRoue. While LeRoue had evidently made CoolBurst into the very much oiled machine it was, he'd likewise been persistent in implementing a culture of convention, self-restraint, and regard for specialist - a culture so staid and respectful, it generally ruled out representatives to be innovative. LeRoue, for example, had practically terminated two of CoolBurst's most imaginative workers for developing four new beverages without his consent. Sam Jenkins, one of those representatives, had been so irritated by the occurrence that he cleared out the organization to work for CoolBurst's biggest rival. In what capacity can Reboredo urge her representatives to begin thinking innovatively. What's more, how might she sustain any imaginative people who may join the organization later on? In 97511 and 97511Z, reporters Paul Barker, Teresa M. Amabile, Manfred F.R. Kets de Vries, Gareth Jones, and Elspeth McFadzean offer guidance on this anecdotal contextual investigation.
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