Abstract
The Dubai-land Case illustrates the issues linked to creating a vision for a gigantic endeavor and making sure it happens. The case is set in 2007, in the first few months after a CEO is hired to make the vision happen. Between February 2007 and December 2010, the CEO will have to turn a plan into a reality; opening a leisure and entertainment complexes of 27,000 hectares and hiring the first wave of the 250,000 people who will ultimately work in a hub that will include dozens of theme parks, hotels, retail and residential units. Setting the vision and enlisting the enthusiasm of a team is a common challenge that many companies, business units and CEO's face when they set off in a new direction: Nothing is certain, detailed or fixed. Yet, there is a need to set a direction, get people on board and start to make it happen. In your analysis of the Case you are asked to consider the following:
