Ms Lilita is the new CEO of Baro Corporation, one of the oldest conglomerates in east Africa. It operates using more than 50 diversified business portfolios ranging from fisheries to cement. Ms Lilita is appointed as CEO to Baro just a year ago; and before joining Baro Co. she has been working as Vice President in one of the firms in the financial sector. Recently, Ms Lilita is unhappy with the prospect of the company after she assessed the five years’ performance trend of Baro. She is more stressed because of several additional troubling factors in the business environment. One of the Baro’s key competitors, Akobo Corporation is aggressively engaged in several mergers and acquisitions in the key business areas of Baro. Further, Akobo is successfully attracting key talent to outsmart the intense competition that only Ms Lilita seems to understand well from Baro’s side. These are actually just a few of the distressful issues for Baro. Even worse is the shifting trend in the consumer preferences for major products of Baro almost in all markets, which Baro has not yet systematically analyzed. Thinking of all these issues, she just sunk in her office sofa and sighed deep gazing at the big picture of recently inaugurated new cement plant of Baro. Suddenly she thought that a solution might be solicited from one of the veteran employees of Baro, Mr. Shemsu. Mr.Shemsu has been working for more than three decades in Baro. He is currently working as R & D director of Baro, and he has also worked in different departments; marketing, operations, and HRM. Taking all these experiences Ms Lilita thought that he could be a linchpin employee to hint her some insights with important company strategic and administrative memories. Of course he is so loyal employee whom most of the colleagues admire for his unwavering dedication to Baro, but he is a mediocre type person without much insight of the recent complex competitive environment. “You see Mr.Shemsu…Our company needs to tackle several issues to stay organizat