在現今職場上，職務調動或是引進外來主管越來越頻繁，這是企業為了引進新的思維、能力與做法，但因此產生了許多空降主管，衍生出另外一種管理問題。其中最特別的是業務單位主管，因為保險業務員通常都是業績掛帥，不見得會服從主管，所以就會產生管理上的問題。
本研究的目的，是透過Jenny如何從空降主管開始，經歷過強勢部屬的威脅、處理鬆散的團隊，透過紀律的規範，讓業務人員可以重新凝聚戰鬥力，當中也經歷過部屬離開後的主管任用、業務人員在經營業務過程中的互搶業績等，最終Jenny如何克服這些困難，把業績倒數的業務單位起死回生，成為該公司第一名的業務團隊。
本研究採用哈佛個案方式進行，探討個案如何逐步運用組織所給予的權力，以及自身所具備的影響力，重新思考人力資源配置，對於新組織進行領導與管理，以及如何建立團隊共識的過程，透過案例過程，可以引證組織變革過程的管理理論。

In today's workplace, job transfers or the introduction of foreign super-visors are more and more frequent. This is for companies to introduce new mildset, abilities and new skill. However, many airborne supervisors have emerged as a result, and another management problem has arisen. The most special one is the head of the sales unit, because insurance salespersons are usually in charge of performance and do not necessarily obey the supervisor, so management problems will arise.
The purpose of this research is to use how Jenny started as an airborne supervisor, experienced threats from strong subordinates, dealt with loose teams, and allowed salesman to reintegrate combat effectiveness through discipline and regulation, and also experienced supervisor appointments after subordinates left. In the course of operating the business, the business personnel competed for performance. In the end, Jenny overcome these difficulties and bring the sales unit with the lowest performance back to life and become the company's number one sales team.
This research adopts the Harvard case method to explore how the case gradually uses the power given by the organization and its own influence, rethinks the allocation of human resources, leads and manages the new organization, and how to build a team consensus process. The case process can cite the management theory of the organizational change process.

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