Abstract Science Construction’s business is in planning, developing and building road projects. The major of its clients are municipalities, city governments, and other public sector entities. While the bankruptcy rates for these clients is very low, when economic downturns happen, their ability to pay in a timely fashion also suffers. This leads to businesses such as Science Construction needing to take on additional debt and to find creative methods in order to stay afloat during times of recession. Methods such as selling accounts receivables at discounted rates and taking larger lines of credit through banks and other lending institutions are some of the ways organizations can remain viable when their cash inflows have turned into a trickle. Science Construction is asking the Turkish Courts to postpone their bankruptcy proceedings for a year while they attempt to restructure. Through this, suggestions such as forcing shareholders to pay their debt to the organization, gaining credi
Case Study: Transformation
Jill Medvedow stepped in and turned the failing organization, the Institute of
Contemporary Art (ICA) in Boston around. Through vision, determination, and tenacity, she was
able to make it profitable and establish a cultural legacy for the city. In this case study, I will
demonstrate where she used different leadership styles to get things done, and how different
leadership styles were successful in those circumstances.
Issues Facing the Organization
Issue A When Medvedow took over as leader of ICA, the organization had a small
budget of less than $1 million a year and an attendance of 25,000 visitors. These are both meager
in relationship to other art museums (Reavis, 2010).
Issue B Due to the limitations of the building, lack of interest, and inadequate funding,
ICA didn't have a permanent collection. ICA lacked brand identity; it failed to build patronage of
donors and draw repeat visitors (Reavis, 2010). It was attempting to compete with other wellfunded
museums in the area that showcased arts.
Issue C Having the new museum built on a waterfront property in Boston required state
and city approvals, amounting to millions of dollars in fees (Reavis, 2010). Additionally, the
original construction company was behind schedule due to legal issues surrounding accidental
deaths at other sites (Reavis, 2010).
Leadership Styles
Jill Medvedow's overall leadership style is transformational leadership. In various areas
within the case study she focused on the big picture to build a contemporary art museum that
could reach a broader audience (Ellis, 2015). She actively communicated her ideas with
stakeholders addressed their concerns and provided frequent updates about reaching the target
for the new location of the ICA (Reavis, 2010; Ellis, 2015). She offered high visibility, regular
communication, and consistent reminders to those within and outside the organization about
progress or lack thereof. Through her vision and charisma, she was able to get a big Bostonian
real estate developer and philanthropist Ed Sidman on board who introduced to groups that could
help her facilitate her dream of a waterfront location (Reavis, 2010).
Issue A Medvedow took on the role of situational leader or coach she set fundraising
directives and mentored new Director of External Relations Paul Bessire and her team to launch
a $50 million campaign that surpassed goals to $62 million (Ellis, 2015; Reavis, 2010). The
campaign was launched with only $6 million, which was less than 10% of the total goal; this was
an unconventional strategy but proved Medvedow and ICA were invested in the community
(Reavis, 2010).
Issue B Medvedow took on the role of a democratic leader she realized she was up
against operational and logistical issues. To make the big move to the waterfront, she needed to
get support from the public, local politicians, residents, and area artists. Through her leadership,
ICA connected with people who are normally overlooked, prior to the property being secured
(Ellis, 2015). She finalized decisions but only after communicating with internal and external
stakeholders.
Issue C With the roadblocks and issues that arose around construction Medvedow had to
take an autocratic approach to avert and adjust to the crisis. State and city approvals took time
and had to be handled with precision. Once permissions were granted, deadlines for completion
had to be rescheduled, and Medvedow took action to replace the construction company.
In conclusion, this case study exemplifies Medvedow's adaptability to the situation and
being able to maneuver beyond her preferred transformational leadership style. With a project,
the size of ICA it required a person with a clear vision. In an interview with Boston
Magazine, Medvedow said: "I became invested in this idea of different communities being
served by the ICA, and the ICA being strengthened by different communities." (Stackpole, 2018,
para. 8). This statement alone speaks to her vision and ambition. Through her charisma and
fortitude, she was able to pull it off, with attendance soaring to 450,000 museum attendees in
both 2008 and 2009 from ICA’s original attendance of a paltry of 25,000 visitors a year (Reavis,
2010).
References
Ellis, A. (2015). Different types of leadership styles — What type of leader are you? Retrieved
from https://www.wayup.com/guide/community/different-types-of-leadership-styleswhat-
type-of-leader-are-you/
Reavis, C. (2010). Turnaround and transformation: Leadership and risk at Boston’s Institute of
Contemporary Art. In
https://my.uopeople.edu/pluginfile.php/550206/mod_book/chapter/202418/BUS%205411
%20WA5%20Turnaround.pdf (pp. 1-21). Boston: MIT Sloan Management.
Stackpole, T. (2018, July 10). . The interview: Jill Medvedow. Retrieved from
https://www.bostonmagazine.com/arts-entertainment/2018/07/10/jill-medvedow-ica
Jill Medvedow stepped in and turned the failing organization, the Institute of
Contemporary Art (ICA) in Boston around. Through vision, determination, and tenacity, she was
able to make it profitable and establish a cultural legacy for the city. In this case study, I will
demonstrate where she used different leadership styles to get things done, and how different
leadership styles were successful in those circumstances.
Issues Facing the Organization
Issue A When Medvedow took over as leader of ICA, the organization had a small
budget of less than $1 million a year and an attendance of 25,000 visitors. These are both meager
in relationship to other art museums (Reavis, 2010).
Issue B Due to the limitations of the building, lack of interest, and inadequate funding,
ICA didn't have a permanent collection. ICA lacked brand identity; it failed to build patronage of
donors and draw repeat visitors (Reavis, 2010). It was attempting to compete with other wellfunded
museums in the area that showcased arts.
Issue C Having the new museum built on a waterfront property in Boston required state
and city approvals, amounting to millions of dollars in fees (Reavis, 2010). Additionally, the
original construction company was behind schedule due to legal issues surrounding accidental
deaths at other sites (Reavis, 2010).
Leadership Styles
Jill Medvedow's overall leadership style is transformational leadership. In various areas
within the case study she focused on the big picture to build a contemporary art museum that
could reach a broader audience (Ellis, 2015). She actively communicated her ideas with
stakeholders addressed their concerns and provided frequent updates about reaching the target
for the new location of the ICA (Reavis, 2010; Ellis, 2015). She offered high visibility, regular
communication, and consistent reminders to those within and outside the organization about
progress or lack thereof. Through her vision and charisma, she was able to get a big Bostonian
real estate developer and philanthropist Ed Sidman on board who introduced to groups that could
help her facilitate her dream of a waterfront location (Reavis, 2010).
Issue A Medvedow took on the role of situational leader or coach she set fundraising
directives and mentored new Director of External Relations Paul Bessire and her team to launch
a $50 million campaign that surpassed goals to $62 million (Ellis, 2015; Reavis, 2010). The
campaign was launched with only $6 million, which was less than 10% of the total goal; this was
an unconventional strategy but proved Medvedow and ICA were invested in the community
(Reavis, 2010).
Issue B Medvedow took on the role of a democratic leader she realized she was up
against operational and logistical issues. To make the big move to the waterfront, she needed to
get support from the public, local politicians, residents, and area artists. Through her leadership,
ICA connected with people who are normally overlooked, prior to the property being secured
(Ellis, 2015). She finalized decisions but only after communicating with internal and external
stakeholders.
Issue C With the roadblocks and issues that arose around construction Medvedow had to
take an autocratic approach to avert and adjust to the crisis. State and city approvals took time
and had to be handled with precision. Once permissions were granted, deadlines for completion
had to be rescheduled, and Medvedow took action to replace the construction company.
In conclusion, this case study exemplifies Medvedow's adaptability to the situation and
being able to maneuver beyond her preferred transformational leadership style. With a project,
the size of ICA it required a person with a clear vision. In an interview with Boston
Magazine, Medvedow said: "I became invested in this idea of different communities being
served by the ICA, and the ICA being strengthened by different communities." (Stackpole, 2018,
para. 8). This statement alone speaks to her vision and ambition. Through her charisma and
fortitude, she was able to pull it off, with attendance soaring to 450,000 museum attendees in
both 2008 and 2009 from ICA’s original attendance of a paltry of 25,000 visitors a year (Reavis,
2010).
References
Ellis, A. (2015). Different types of leadership styles — What type of leader are you? Retrieved
from https://www.wayup.com/guide/community/different-types-of-leadership-styleswhat-
type-of-leader-are-you/
Reavis, C. (2010). Turnaround and transformation: Leadership and risk at Boston’s Institute of
Contemporary Art. In
https://my.uopeople.edu/pluginfile.php/550206/mod_book/chapter/202418/BUS%205411
%20WA5%20Turnaround.pdf (pp. 1-21). Boston: MIT Sloan Management.
Stackpole, T. (2018, July 10). . The interview: Jill Medvedow. Retrieved from
https://www.bostonmagazine.com/arts-entertainment/2018/07/10/jill-medvedow-ica
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