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Harvard Case - Gianna Angelopoulos-Daskalaki and the 2004 Athens Olympic Games (A)

"Gianna Angelopoulos-Daskalaki and the 2004 Athens Olympic Games (A)" Harvard business case study is written by Christopher Marquis, Doug Guthrie, Yannis Katsarakis. It deals with the challenges in the field of Organizational Behavior. The case study is 23 page(s) long and it was first published on : Oct 5, 2006

At Fern Fort University, we recommend Gianna Angelopoulos-Daskalaki adopt a multifaceted approach to address the challenges of the 2004 Athens Olympic Games. This approach will focus on leveraging her existing strengths in leadership, organizational culture, and change management to overcome the obstacles posed by political pressure, financial constraints, and organizational inefficiencies. We suggest a strategic framework that prioritizes stakeholder engagement, operational efficiency, and a robust communication strategy to ensure a successful and impactful Olympic Games.

2. Background

This case study focuses on Gianna Angelopoulos-Daskalaki, the President of the Athens Organizing Committee for the Olympic Games (ATHOC), as she navigates the complexities of planning and executing the 2004 Summer Olympics in Athens. The case highlights the challenges she faces, including:

  • Political Pressure: The Greek government's involvement in the Games creates significant political pressure and potential for conflict.
  • Financial Constraints: The Games face significant budget limitations, requiring careful resource allocation and cost management.
  • Organizational Inefficiencies: ATHOC's organizational structure and internal processes are inefficient, hindering smooth operations and decision-making.
  • Stakeholder Expectations: Balancing the expectations of various stakeholders, including the International Olympic Committee (IOC), the Greek government, sponsors, and the public, is a crucial challenge.

3. Analysis of the Case Study

This case study can be analyzed through the lens of Organizational Behavior and Change Management frameworks.

Organizational Behavior:

  • Leadership Styles: Gianna's leadership style is characterized by her strong vision, determination, and ability to inspire others. However, she needs to adapt her style to navigate the complex political landscape and manage diverse personalities within ATHOC.
  • Organizational Culture: ATHOC's culture is characterized by a lack of transparency, communication, and collaboration. This needs to be addressed to improve efficiency and effectiveness.
  • Team Dynamics: The case highlights the presence of internal conflicts and power struggles within ATHOC, hindering teamwork and collaboration.
  • Motivation Theories: Understanding the motivations of various stakeholders, including employees, volunteers, and sponsors, is crucial for fostering commitment and engagement.
  • Power and Politics in Organizations: The influence of political actors and the potential for power struggles within ATHOC need to be carefully managed to ensure smooth operations.

Change Management:

  • Resistance to Change: Introducing significant changes within ATHOC will likely face resistance from employees and stakeholders, requiring a strategic approach to manage this resistance.
  • Communication Strategies: Effective communication is crucial for ensuring transparency, building trust, and gaining buy-in from stakeholders for the changes implemented.
  • Organizational Learning: The Games provide an opportunity for continuous learning and improvement, enabling ATHOC to adapt and refine its processes for future events.

4. Recommendations

  1. Establish a Clear Vision and Strategic Plan: Gianna should clearly articulate a shared vision for the Games, outlining goals, objectives, and key performance indicators. This vision should be communicated effectively to all stakeholders, ensuring alignment and commitment.
  2. Strengthen Organizational Structure and Processes: ATHOC needs to streamline its organizational structure and processes to improve efficiency and decision-making. This might involve restructuring departments, implementing performance management systems, and adopting technology to enhance communication and collaboration.
  3. Foster a Culture of Transparency and Collaboration: Gianna should prioritize building a culture of transparency, open communication, and collaboration within ATHOC. This can be achieved through regular meetings, open forums, and feedback mechanisms to encourage dialogue and address concerns.
  4. Implement a Robust Communication Strategy: A comprehensive communication plan is essential for managing stakeholder expectations, disseminating information, and addressing concerns. This plan should include regular updates, press conferences, and social media engagement.
  5. Develop a Strong Financial Management Plan: A detailed financial plan is crucial for managing the Games' budget effectively. This plan should include cost-cutting measures, revenue generation strategies, and transparent reporting mechanisms.
  6. Engage Stakeholders Effectively: Gianna should actively engage with all stakeholders, including the IOC, the Greek government, sponsors, and the public. This engagement should be based on open communication, transparency, and a willingness to address concerns.
  7. Leverage the Power of Volunteers: The Games will rely heavily on volunteers. Gianna should implement a robust volunteer management program, providing adequate training, support, and recognition for their contributions.
  8. Focus on Sustainability and Legacy: The Games should prioritize sustainability and leave a positive legacy for Athens. This can be achieved by implementing environmentally friendly practices, promoting social responsibility, and investing in infrastructure that benefits the city long after the Games are over.

5. Basis of Recommendations

These recommendations are grounded in the following principles:

  1. Core Competencies and Consistency with Mission: The recommendations focus on enhancing ATHOC's core competencies in leadership, organizational culture, and change management, aligning with the organization's mission to deliver successful and impactful Olympic Games.
  2. External Customers and Internal Clients: The recommendations consider the needs of external customers, including the IOC, sponsors, and the public, as well as internal clients, such as employees and volunteers.
  3. Competitors: The recommendations aim to ensure that the Athens Games are competitive and memorable, drawing inspiration from successful past Olympics while incorporating unique elements that reflect the city's culture and heritage.
  4. Attractiveness ' Quantitative Measures: While quantitative measures are difficult to assess in this context, the recommendations prioritize efficiency, cost-effectiveness, and stakeholder satisfaction, contributing to the Games' overall success.
  5. Assumptions: The recommendations are based on the assumption that Gianna Angelopoulos-Daskalaki is committed to leading ATHOC effectively and that stakeholders are willing to collaborate and contribute to the Games' success.

6. Conclusion

The 2004 Athens Olympic Games represent a significant challenge for Gianna Angelopoulos-Daskalaki. By implementing a strategic approach that focuses on leadership, organizational culture, change management, and stakeholder engagement, she can overcome the obstacles and deliver a successful and impactful Games. The key to success lies in her ability to build a strong team, foster a collaborative environment, and manage expectations effectively.

7. Discussion

Alternatives:

  • Outsourcing Key Functions: ATHOC could consider outsourcing certain functions, such as logistics or security, to external companies with expertise in these areas. This could potentially improve efficiency and reduce costs.
  • Adopting a More Decentralized Structure: ATHOC could adopt a more decentralized organizational structure, empowering individual departments to make decisions and manage their operations more autonomously. This could potentially improve responsiveness and innovation.

Risks and Key Assumptions:

  • Political Instability: Political instability in Greece could disrupt the Games' planning and execution.
  • Financial Crisis: A financial crisis in Greece could impact the Games' budget and funding.
  • Security Concerns: Security concerns could lead to increased costs and logistical challenges.
  • Stakeholder Resistance: Stakeholders may resist proposed changes or fail to cooperate effectively.

8. Next Steps

  1. Develop a Detailed Strategic Plan: Gianna should work with her team to develop a comprehensive strategic plan outlining key objectives, timelines, and resource allocation.
  2. Implement Organizational Changes: ATHOC should begin implementing the recommended organizational changes, including restructuring departments, introducing new processes, and adopting technology.
  3. Engage Stakeholders: Gianna should initiate a series of meetings and discussions with key stakeholders to build consensus and ensure alignment on the Games' vision and strategy.
  4. Monitor Progress and Adapt: ATHOC should regularly monitor progress towards its goals and adapt its plans as needed based on changing circumstances and feedback from stakeholders.

By taking these steps, Gianna Angelopoulos-Daskalaki can position the 2004 Athens Olympic Games for success, leaving a lasting legacy for the city and the country.

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Case Description

Gianna Angelopoulous-Daskalaki led the bidding organization that secured the 2004 Olympics for Athens and then later the preparations for those Games. Tracks her leadership style and how she and her team won the bid. After substantial planning problems threatened to cost Greece the Olympics, Angelopoulos was asked to take over the preparations, with only 4 of the 7 years remaining. Ends with the question of what she needs to consider in making the decision to take over the Games' preparations, what role she should play, and where she should start.

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