Jan 22, 2011
Mekong Capital, a private equity firm specializing in investing in Vietnam, had grown dramatically since its inception in 2002 and faced numerous organizational issues in 2007. There was a shortage of qualified middle managers, an overall lack of leadership, and a culture of making excuses for performance shortfalls. These issues not only plagued Mekong, but also the portfolio companies that they took positions in. The case recounts how the founder and managing partner of Mekong undertook a process to the company to try to profoundly change the culture, leadership, and accountability within transform it so that its people would align and come together as a team, holding themselves responsible to deliver results and committed to the long-term future.
Mekong Capital: Building a Culture of Leadership in Vietnam