Strategy, organisation change, leadership.
MBA Level/Managing Change and Leadership courses.
This case follows the journey of Malcolm Wall Morris, Chief Executive Officer of Dubai Multi Commodities Centre (DMCC), in his transformation of the organisation from a slow, unfocused organisation to one that is operationally efficient with a positive culture. The case ends by pushing students to think beyond the structural and cultural changes that took place, to the next level of change that must happen for DMCC to ensure sustainable growth.
Expected learning outcomes
Understand issues that are related to change management in an organisation and being aware of the potential ways to manage it; recognize the role of leadership in driving and managing change; recognize that the issues discussed are not limited to the case of DMCC, but are applicable to all other organisations who seek sustainable growth in the long run.
Teaching Notes are available for educators only. Please contact your library to gain login details or email firstname.lastname@example.org to request teaching notes.
We would like to thank Malcolm Wall Morris, Gautam Sashittal and other members of the leadership team at DMCC for their support in writing this case study. They have been very generous with their time and forthcoming in sharing materials and information that enhanced the quality of this case study.
Eyring, A.R., Lim, A. and Danish, T. (2014), "Dubai Multi Commodities Centre Authority (DMCC): the transformation of a government-linked firm in Dubai", Emerald Emerging Markets Case Studies, Vol. 4 No. 6. https://doi.org/10.1108/EEMCS-06-2013-0080
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