Early on, after the kick-off meeting, Carmichael had orchestrated frequent face-to-face meetings to ensure
clarity of communication and sufficient information sharing. In the following months, the team relied on
videoconferences and phone calls, with visits back and forth between London and Toronto on occasion.
Later, the team had relied increasingly on e-mails and telephone calls to communicate. Carmichael noted
that the communication had become more formal, and she had lost the feeling of being part of a global
team. She wondered if giving the LB’s Toronto team more autonomy to develop the brand in their market
would help the brand progress. Working together as a smaller team might improve the Toronto group’s
team dynamic as well. Carmichael was concerned that the current discord between LB’s London and
Toronto offices would negatively affect the relationship to OBC.
The extra creative teams assigned to the redevelopment of the brand’s television advertising and the
unexpected changes to the Forever Young communication materials had meant that LB’s costs to staff the
project had been higher than originally estimated and higher than the revenues that had been negotiated
with OBC. Since OBC did not want to pay more for its advertising than had been originally budgeted, LB
faced tremendous internal pressure to finish the project as soon as possible. This situation created conflict
between LB and OBC in the United Kingdom, who was responsible for negotiating LB’s overall fees.
Because all fees were paid to the global brand office (in this case, LB’s London office) and then transferred
to the local satellite teams, this situation also created conflict between LB’s London and Toronto teams,
who had both expended additional staff time to revise the advertising materials and wanted “fair”
In three days, Carmichael had to leave for Toronto to sit in research sessions to test the recently presented
new creative concepts. In the meetings that followed, she would present to the team her recommendation
for how to move forward with the brand. Carmichael reviewed the brand events and team interaction of the
past two years (see Exhibit 4) to determine the best global team structure for salvaging the Forever Young
brand and maintaining the relationship between OBC and LB.
Carmichael felt torn in her loyalties. On the one hand, she was Canadian and knew LB’s Toronto office
well—she knew that LB’s Toronto brand team worked hard, and she wished them every success. On the
other hand, she had now worked in LB’s London office for several years, and she had always liked the