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The blast at Beirut Port on the 4th of August was the cherry on the cake in a series of disastrous governmental failures manifested in the of lack of trust, an unprecedented economic crisis, hyperinflation, financial fallout, political bottle necks, toxic environmental situation and a vertical cleavage between the government and the people. The blast resulted in billions of dollars in losses both at the port and the surrounding Beirut area, destroyed more than 300,000 housing units, displaced their residents, ruined many artifacts of cultural heritage, injured thousands of people and killed hundreds. Definitely, it was a case of negligence in the storage of the Ammonium Nitrate, corruption, irresponsible leadership or all of these together. However, investigations are still underway to pinpoint the responsible individuals and to bring them to justice. This case looks at potential ways that could have prevented the blast, by questioning the reasons behind the non-voicing out of objections against the nature of the material stored unsafely for several years in Container 12 at the Port. Through the lens of Hadi Karim, a fictional character, the authors lead the readers to consider the disaster’s characterization, as well as applicable disaster management frameworks. The case also emphasizes the role of public leadership and leads the readers to consider measures and processes that could have been abided by to prevent the disaster.

Against the backdrop of the recent Beirut Port explosion, this case examines how events unfolded leading up to the tragedy, highlighting how it could have been avoided, as well as the managerial and ethical dimensions involved.

At the end of the case, students will be able to: 1. Characterize the disaster in terms of type and nature. 2. Analyze the blast by referring to the relevant disaster management frameworks. 3. Analyze the critical role of ethical and transformational leaders pre and post disaster. 4. Reflect on the role of employees in preventing disasters mainly through whistleblowing.

Shedding the light on an avoidable disaster, drawing lessons to avoid the occurrence of such events in the future, and raising awareness on disaster management and on whistleblowing as a tool in the ethical leader’s toolbox.

Teaching notes are available for educators only.

CSS 10: Public Sector Management.

Leadership and change management, employee engagement, strategy

The case is designed to be an effective teaching and learning tool at the bachelors’ and master’s level business programmes in courses on leadership and change management, employee engagement, strategy courses or an elective on strategic consulting.

In October 2011, Mr Abdulla became Chief Operating Officer of Al Asafa Brothers, a large privately driven organization with diversified businesses. The company’s story since then appears to be the typical slash-and-burn turnaround, but the view from the inside is far more interesting for anyone grappling with what it takes to lead a competitive organization and sustain its performance over the long term. Mr Abdulla is a straight-shooting, tough-minded, results-oriented business leader. But he is also a charismatic and persistent coach, determined to help people learn and thereby to provide his company with the best-prepared employees. Al Asafa was undergoing turmoil with a complete lack of leadership and facing financial and operational losses. There were huge cost centres. All employees started their own ventures and got into partnership with the owner and shared incentives with him. The organization kept on expanding and continued to be in huge debts thus facing losses. The case discusses the leader’s role in changing the organizational culture.

Giving students hands-on experience in developing a plan of action for a company in distress. Understanding analysis of the financial situation and suggest measures for improvement. Appreciating the involvement of employees in bringing change. Understanding the role of a leader in changing organizational culture.

CSS: 11: Strategy

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