Citation (IEEE): W. E. Sasser and H. Beckham, “Thomas Green: Power, Office Politics, and a Career in Crisis,” Harvard Business School Case 9-498-020, May 2008.
What it argues
A case about a fast-rising salesperson promoted into a marketing specialist role. Within five months he is at risk of failing, because his independent, customer-facing style clashes with the expectations of a new boss who wants consultation and formal analysis, while a senior executive above them pursues his own agenda. The case invites analysis of work styles, unspoken expectations and organizational politics, and of what the protagonist should do next.