Abstract:

The case describes the roles and tasks of top management in managing a process of radical change in one of Canada's best known banks. Over the process of its transformation from a 'gentlemen's club' mixed in archaic structures and procedures to one of the most vibrant and competitive financial institutions in North America, the Bank of Montreal, has been William Mulholland and Matthew Barett, two leaders with dramatically opposite leadership styles. Yet there was a widespread belief both within and outside the organisation that the bank could not have achieved the success it had without the contributions of either: as people were fond of saying, 'Mulholland built the Stradivarius, allowing Barett to play it'. The case describes the roles played by each of these two leaders, with a focus on the role of Barett who is often described as one of the most outstanding contemporary CEOs in any Canadian institution.

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