Case Study: Organizational Behavior


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  • Why council?Intended use of Advanced Technology Council is to leverage informal networks and improve product strategy stewardship.Why Harold?He has the experience, and command the respect of the product development team; he has enough interest in the success of the company to provide a rational approach to seeking a resolution to the current impasse. Specifically, he could help provide the “big reset” that the company needs, not only to deal with the price point of Aerial, but also to understand all the strategic options available between now and the time the product is released, such as reducing features, changing the time line, etc.Once the options are identified, Harold could work with Emma and the President to determine the solution going forward.From that point on, he could use the Council to provide stewardship, mentoring and coaching from a product development standpointMore important, given Harold’s desire to retire and work less, he could scale back as appropriate yet still add value to the companyMembership: we propose it to be an open community for team members to participate; it would be similar to SIGs in IEEE and other professional organizations that enable members to try new ideas without the constraints of day-to-day activities"Make Space is an articulate account about the importance of space; how we think about it, build it and thrive in it.” (James P. Hackett, President and CEO, Steelcase)– on the book “Make Space: How to Set the Stage for Creative Collaboration”. Once options for an issue are identified, Harold could work with Emma and the President to determine the solution going forward. From that point on, he could use the Council to provide stewardship, mentoring and coaching from a product development standpoint
  • Existing ProblemsLack cross-functional communication leading to conflicts and defers decision making process. Functional Excellence is placed before 'Project Aerial'. Lack of a common vision causes the members to think in their own functional interest. Lack of identifying innovative ideas and collaborating it has led to the current state of TerraCog. Comprises made by functional units in the interest of 'Project Aerial' should be recorded by the leader. This will remove the insecurity of the members trying to assert their position.
  • GQMs will enable Emma and executives to monitor progress and make adjustments as required.
  • Case Study: Organizational Behavior

    1. 1. +TerraCog GlobalPositioningSystems: ProjectAerial Case Study Organizational Behavior Carnegie Mellon Silicon Valley Team Uno 1Bharathi Swaminathan | Garry Chan | MJ Lee | Shekar Pasumarthi | Surbhi Dangi Team Uno | May 2, 2012
    2. 2. + 2 Agenda  Situation Overview  Strategic Options for Project Aerial  Recommendations  Improved Decision Making & Avoiding Problem Recurrence  Risk Assessment  RoadmapTeam Uno | May 2, 2012
    3. 3. + 3 Situation OverviewTeam Uno | May 2, 2012
    4. 4. + Situation Overview: Executive Leadership and 4 AuthorityTeam Uno | May 2, 2012
    5. 5. + Situation Overview: Organizational Structure 5Team Uno | May 2, 2012
    6. 6. + Situation Overview: Meeting Management 6Team Uno | May 2, 2012
    7. 7. + Situation Overview: Communication Channels 7Team Uno | May 2, 2012
    8. 8. + 8 Strategic Options for Project Aerial $500 $425 Pricing Release as- is; follow up Project Aerial Cancel the Options project with redesign Delay the releaseTeam Uno | May 2, 2012
    9. 9. + 9 Recommendations Overview President/CEO HEAD: Harold Advanced Tech Council PURPOSE: To leverage communities CFO VP Design & Executive VP VP Sales Development FOR: Emma Regional Sales PURPOSE: To polish Coach Managers Director Emma‟s Negotiation & Leadership Skills Director Manager, Software Cross- FOR: Cross-functional Team functional Manager, Hardware PURPOSE: To sustain focus on Aerial TeamTeam Uno | May 2, 2012
    10. 10. + 10 #1: Build Informal / Formal Communities DO I KNOW YOU? BRAINSTORMING MAKE IT HAPPEN! - Lightweight internal - Post-its - Advanced Tech Council „Facebook‟ - Whiteboards - Picture ID wall - Informal Meet-ups displays [6] - „Huddle Rooms‟[6]Team Uno | May 2, 2012
    11. 11. + 11 #2: Improve Decision Making – Meeting Process BEFORE THE MEETING DURING THE MEETING AGENDA + GOAL + COACH COACH / FACILITATOR  Key findings to be discussed  Keeps meeting on track during the meeting  Summarizes the outcome  List of attendees (required and  Records and publishes Meeting optional) MinutesTeam Uno | May 2, 2012
    12. 12. + 12 #2 Cont‟d: Improve Decision Making – Coaching Emma TO FACILITATE DECISION MAKING IN THE MEETING  Emma Richardson must make executive decisions  Coach Emma on negotiation skills  Harold to mentor Emma for the time being  Pre-evaluate outcomes and contingencies before the meeting  Gather support from key stakeholders prior to the meetingTeam Uno | May 2, 2012
    13. 13. + 13 #3: Create Cross-functional TeamsRedefine the Roles and Responsibility Matrix to aid decision making HAROLD WHISTLER Provide product strategy stewardship & mentorship RICHARD FIERO Set strategy and build leadership vision EMMA RICHARDSON Promote collaboration to build cross-functional teamsTeam Uno | May 2, 2012 *See Appendix for a detailed RACI Chart
    14. 14. + 14 Outcome: Improved Decision Making & Avoiding Problem Recurrence Communities • Advanced Technology Council fosters creative thinking • Mentorship engages key personnel Improved • Visibility of decisions and progress made Decision Making • Coaching empowers Emma to run effective meetings Cross- • Dedicated, sustained efforts to address Aerial issues functional Team • Executive involvement ensures focus on productTeam Uno | May 2, 2012
    15. 15. + 15 Risk Assessment Product • Losing more market share despite recommendations • High impact, medium probability People • Key stakeholders might leave • High impact, low probability Process • Some stakeholders might not agree with Emma‟s decisions • High impact, medium probability • Coaching sessions do not result in effective decision making • High impact, low probabilityTeam Uno | May 2, 2012
    16. 16. + 16 Roadmap Establish Advanced Hire external Technology coach for Council Implement New Meeting Emma: Hone Prerequisite: Pre-wire Structure negotiation skills Harold and President Emma to have Emma to formally Cross-functional Teams 1:1 Meetings: Pre-wire execs introduce RACI: In an All- about RACI hands meetingTeam Uno | May 2, 2012
    17. 17. + 17 References 1. Richard McDermott and Douglas Archibald. “Harnessing your staffs informal networks”. Harvard Business Review. Retrieved April 24, 2012. 2. Volkema J., Roger. “Why Dick and Jane dont ask: Getting past initiation barriers in negotiations.” Kelley School of Business, Indiana University. Retrieved April 24, 2012. 3. Cleland, David; Ireland, Lewis (2006). “Project management: strategic design and implementation”. McGraw-Hill Professional. p. 234. ISBN 0-07-147160-X. Retrieved April 20, 2012. 4. Jacka, Mike; Keller, Paulette (2009). “Business Process Mapping: Improving Customer Satisfaction”. John Wiley and Sons. p. 257. ISBN 0-470-44458-4. Retrieved April 20, 2012. 5. Ishikawa, Kaoru. “Guide to Quality Control, Asian Productivity Organization”. UNIPUB. 1976. ISBN 92-833-1036-5. Retrieved April 19, 2012. 6. Doorley, Scott. Hasso Plattner Institute of Design at Stanford University, Kelly, David. Witthoft, Scott. “Make Space: How to Set the Stage for Creative Collaboration”. Ed. 1. Published January 3, 2012. ISBN-10: 1118143728.Team Uno | May 2, 2012
    18. 18. + [3][4] 18 Appendix: RACI ChartTeam Uno | May 2, 2012
    19. 19. + 19 Appendix: Roadmap (Timeline) 1-9 Hire external coaches for Emma 1 - 18 Hire external coaches and projecct managers 1-9 10 - 18 Hire project managers Coach Emma on negotiation skills 1 29 1 - 18 Create cross-functional team structure 1-2Implement Advanced Technology Council 1-9 Introduce the meeting format 10 - 29 Try the new meeting structure 1 - 29 Implement new meeting structure * In days
    20. 20. + 20 Appendix: Roadmap (Gantt chart)