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Case Solution for Building Inclusive Leadership at TBK Beverages Developing a New Mentorship Program

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Uploaded on July 14, 2025
Number of pages 10
Written in 2024/2025
Type Case
Professor(s) Mr david
Grade A+

tbk beverages
developing
new mentorship program
tracy kizer
w34876
case study solution
case solution
case analysis
case study
case answers
building inclusive leadership

Institution Case Management
Course Case Management

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BUILDING INCLUSIVE LEADERSHIP AT TBK BEVERAGES:
DEVELOPING A NEW MENTORSHIP PROGRAM CASE
STUDY SOLUTION

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SYNOPSIS
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Nnena Adimora worked for TBK Beverages, a Standard and Poor’s 500 carbonated beverage company.
The company’s first-ever female chief executive officer (CEO) was ushering in a new era of inclusive
leadership, and Adimora was directly involved. She had been with the company for 14 years and was
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recently promoted to vice president (VP) of talent engagement; she was faced with creating an inclusive
women’s mentoring program for the next generation of senior-level executives. TBK Beverages had several
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women in middle management and entry-level positions, but very few in the most-senior positions. To gain
insights into mentorship inside and outside of TBK Beverages, Adimora partnered with the Network of
Executive Women (NEW) to launch a survey to guide her development of the new mentoring program at
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TBK Beverages. Before her meeting with her boss, Jack Lundgren, Adimora needed to take the insights
from the survey to design a mentorship program that targeted both gender and racial equity. She knew this
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would be her biggest challenge yet at TBK Beverages and that her contemporaries would be keeping a close
eye on her as the political climate for diversity, equity, inclusion, and belonging (DEIB) had worsened at
the state and local levels across the United States. Attacks on DEIB activities had led to a shift in perceptions
of the importance of DEIB, and Adimora reflected on whether TBK Beverages had also changed its view.

OBJECTIVES

The main learning objectives of this case include the following:
• Understand the possible benefits and outcomes of mentoring programs.
• Evaluate various approaches, models, and elements of mentoring programs.
• Understand how to use different models of mentoring to help women executives advance their careers.
• Evaluate data across multiple demographics to help develop a new program.

The Case Solution Starts From page 5

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ASSIGNMENT QUESTIONS
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1. Why is mentoring a desired experience for employees of under-recognized groups?
2. What is the value to TBK Beverages to develop a formal mentoring program for its female employees?
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3. Of the five mentorship models presented in the case, which one(s) are suitable for the culture of TBK
Beverages?
4. What insights can you glean from the survey results that will inform the initial proposal of Adimora’s
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mentor program?
5. Based on the data and your understanding of the various mentorship models, how should Adimora
proceed?

The Case Solution Starts From page 5

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ANALYSIS

1. Why is mentoring a desired experience for employees of under-recognized groups?
a. Mentoring can serve two categories of functions: career development, which supports the mentee’s
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career progress; and psychosocial support, which backs the mentee’s professional development and
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subjective well-being. Career development functions include promotions and lateral moves
(sponsorship), coaching the mentee, protecting the mentee from adverse forces, providing
challenging assignments, and increasing the mentee’s exposure and visibility. Psychosocial
functions include helping the protégé develop a sense of professional self (acceptance and
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confirmation), providing problem-solving opportunities, being a sounding board (counselling),
giving respect and support (friendship), and providing identification and role modelling. Because
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women are under-recognized in top leadership roles, and they have less power in an organization
then men, and, therefore, do not have equal access to developmental relationships, thus mentoring
is an invaluable tool for this group, and even more so for women of colour.

The Case Solution Starts From page 5

, EXHIBIT -1: MENTORING FRAMEWORK

Context
(Organizational characteristics,
work setting, environment)

Mentor characteristics Protégé characteristics
(Age, gender, power, status) (Age, gender, need for power)

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The Case Solution Starts From page 5

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Case Solution for Building Inclusive Leadership at TBK Beverages Developing a New Mentorship Program

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