1. The role of a 'strong culture' in defining and sustaining an organization. Students are challenged to consider the impact of a strong culture, which most will consider a positive feature of an organization, on employees' experiences and on the organization's development.
2. Responsible leadership in the context of dual aims. Students must consider what 'responsible' leadership entails in organizations that strive to pursue both commercial success and social impact, and that value tradition while clamouring for change.
3. The purpose and impact of organizational transformation. Organizational change is difficult, especially if it involves the defining aspects of an organization's culture--its systems, norms, and signature style. The benefits of disruption are often taken for granted, but this case requires students to consider whether disruption is always desirable, valuable, or even necessary.
4. Talent management as a lever for cultural change. Students will likely be instrumental in identifying, managing, and promoting talent in their future firms. The case helps them realize the centrality of deciding who is called "talent" and how, to the replication or change of a firm's culture. The case illustrates the contrast between opposite approaches, one based on formalized rules and processes and the other on a case-by-case assessment.

Leadership; Organizational change; Organizational culture; Talent Management; Digital Transformation; Responsible leadership; Leadership succession; National culture; Diversity; Hybrid organizations; Outsider CEO; Globalization; Benjamin Millepied; Paris Opera Ballet

Performing Arts, Entertainment