Mexico experienced a significant political transition in 2000, when Vicente Fox was chosen Leader. Change was in mid-air through the country, and particularly in government organizations. One particular entity was NAFINSA, the nation's development bank which had an outstanding history within the first 1 / 2 of the 20th century building the Mexican stock market and financing public projects. Its newer history was less impressive, with charges of political influence, ineffectiveness and major problems in leadership. Fox had special plans for NAFINSA, however, wanting that it is a prominent player in stimulating medium and small-sized business. He hired Mario Laborin, formerly accountable for effective control over a personal sector bank in Mexico, to show NAFINSA around and advance this new policy mandate. The case, in 2 parts, focuses on the approach Laborin and the team required to deal with this concern. It expects to impress discussion concerning the role of proper management in complex contexts, the way in which different technical interventions may be used to facilitate change, and also the question about where money may come from to facilitate change processes. HKS Case Number 1918.
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