Case study: Gaston Case The following guidelines will help you in your analysis.

1. Read the case for an overall understanding then read it again for details. Summarize the facts of the case. Be sure to include all the facts at this point. Something you miss may prove to be important later. Watch for details and information that hints at other facts. Try not to judge the value of the information until you have a complete understanding.

2. Analyze the facts based upon your learning from this course. Now is the time to judge the information. Think critically and question everything. Use what you have learned to fill in the gaps but be careful about jumping to conclusions. Support your assumptions with facts either from the case or from your knowledge and previous learning.

3. Draw conclusions about the situation or problem. Conclusions must be supported by the facts, knowledge and assumptions.

4. Think about how the situation could be improved. What should be done and by whom? Develop an action plan that specifically describes the steps to be taken and the outcomes you expect to occur. Consider both positive and negative outcomes.

5. Answer all parts of the case questions. In your responses you will provide scholarly citations in support of your answers.

6. You will provide a detailed, specific, scholarly and comprehensive response to specific questions about the case.

7. Don't be general in your response to this question.

1. Evaluate Gaston's hiring of Olivia DeCarlo as Aquamarine's COO and President against the backdrop of best practice. How, if at all, might her process have been improved? Explain.

2. What process should Gaston use to develop a short list of executive search firms and what probing questions should she ask of each finalist (at least 10)? What information do you hope to gain with each question?

3. Would you choose Warren Chang or Steven Phillips to be Aquamarine's CFO? How would you think about making the tradeoff between "experienced and proven" versus "young and hungry?"

4. How would you continue checking references on your chosen candidate for the CFO position? How much of that process should you delegate and why would you delegate that part of the process?

5. How would you have handled the conversation with Albert Johnson in your office? How would you have responded to his email? Be specific and detailed.