The Wellington (B) case takes the position of the new chief operating officer of Wellington. He is looking back on the successful turnaround achieved by Murray Wallace (this is described in Wellington Insurance (A)), and wondering how he can build on it. In particular, he is concerned about (a) whether the high-stress environment of change that Wallace generated can be sustained, and (b) whether he is in the position to take decisive action, bearing in mind the temporary appointment of the chairman as CEO.
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