Objective The major issue of the case of Putnam is the one of the “rapid buying and selling” of funds of the company by the managers owning them (Jones, p. 144). It leads to the monthly $3 billion decreases of assets of the company and the $70 billion investment capital pull out within several months of 2003. The Putnam CEO, Charles E. Haldeman, does his best to save the company, which is an especially challenging task in light of the limitations the Securities & Exchange Commission (SEC) imposed upon Putnam. Here is the SWOT analysis of the company’s situation and the chances of Mr. Hadleman to save it. Strengths To begin with, the Putman Company has certain strengths in this situation due to its positive and respectable image established during the 67-year history of the firm and to the staff of the company employing skillful workers and managers. The following points can be singled out as Putnam’s strengths:   * the substantial assets and funds of Putnam which result in its being “$7.5 trillion mutual-fund industry” (Jones, p. 144);   * the qualified staff among which Mr. Hadleman, the CEO, is the leader of the awaited company’s saving (Jones, p. 144);   * the 30-year experience and positive reputation won by Mr. Hadleman through his investment management career (Jones, p. 144);   * the improvement of the organizational culture of Putnam started by Mr. Hadleman by his “guiding beliefs” and staff restructuring (Jones, p. 144);   * Timely identification of the problem and start of the work on its elimination. These strong points observed in the Putnam Company seem to prove the company’s ability to live through the crisis and to put Mr. Hadleman in the spotlight of the company’s savings. Being “an absolutely straight arrow” (Jones, p. 144), Mr. Hadleman is the person who enjoys the respect of outside business partners and competitors and the authority among the staff of his company. Combined with the reformed organizational structure of Putman, the modifications in the organizational culture and the further discussed help from SEC, Mr. Hadleman can cope with the task of saving Putnam. However, there are certain internal weaknesses of the company that might become obstacles in the way of Putnam’s savings. Weaknesses As the company that lived through the change of the CEO and the respective leadership styles, the Putnam Company displays weaknesses in such areas as organizational culture, strategic planning, the market image of the company, etc. The weaknesses of Putnam are:   * the damaged market image of the company after the insider trading scandal of 2003 (Jones, p. 144);   * the past of the company that developed in the direction set by the former CEO and that Mr. Hadleman had to root out to establish the progressive vision of the company’s development (Jones, p. 144);   * the dualism of opinions among the company’s management in respect of the new Putnam policies and organizational culture (Jones, pp.144 – 145). The majority of the above-listed weaknesses are the results of the company’s past development. Mr. Lasser, the former CEO, directed the Putnam Company to sale-oriented work in which there was no place for reasonable planning and strategizing (Jones, p. 144). The