Protegra is a consulting firm that has been in business for over 16 years, serving clients in various industries. It focuses on helping clients solve problems, improve customer understanding, create business models, and define solutions using agile methods. Protegra operates with a flat organizational structure and team-based approach. It will need to provide training to employees and explore additional technology options to facilitate growth while maintaining its small company values.

1. A GROUP PRESENTATION BY –
 ADITYA JHUNJHUNWALA
 GULSHAN KAUR BHAMRA
 PROSENJIT ROY
 SHOUVIK SARAKAR

3. In business over 16 years with more than 75 consultants, Protegra serves clients in all industries in Canada,
the United States, and Europe.
Protegra is focused on helping clients:
- Solve the entire problem
- Improve your understanding of your customer
- Create an improved customer value proposition and viable business model
- Define and deliver best-fit solutions using agile methods
- Develop the solution in the fastest time

4.  A flat organization, also known as horizontal organization .
 It has an organizational structure with few or no levels of middle
management between staff and executives.
 In this organization's structure the nature of the distribution of the
units and positions is within it, also to the nature of the relationships
among those units and positions.
 Managers in a flat organization rely less on guidance from superiors
because the number of superiors above the manager is limited
 In flat organizations, the number of people directly supervised by
each manager is large

5.  Workgroup (Team) concepts and Project Team
 Team Life Process
 Group Support System
 Distributed Teams
 Questionnaires

6. WORKGROUP OR TEAM:
Collection of people working together on a specific task for a defined period of time.
Team is an organization in small with a shorter life span.
An organization can be team-based.
WORKGROUP DEFINED BY:
Task: What needs to be done
Work roles: Who does what
Timeline: Start and end point, landmarks, schedule

7. • Project Team (PT) is a kind of team that performs in fundamental production processes.
• PT has a key role in project-driven organizations (research, marketing, construction,
public accounting, software development)
• PT has lots of autonomy as it manages work, money, time.
• Collocated and Distributed team

8. • A set of complex activities (phases) from team formation to team’s delivery of
product and disbanding. Cyclical process.
• Each complex activity is a process in itself:
1. Set team task & team
2. Establish team roles & leadership
3. Create project schedule, Set communication channels
Developing/Using
Group Mind
1. Forming
3. Norming4. Performing
5. Disbanding 2. Storming

9. Support the Performing phase (sub-process) in the team life cycle.
1.Project Management System (PMS): Covers activities, people, time, financials (tracking
work hours, expenses), management of versions of developed software, and sharing of
project documentation.
A team project is planned as a process that consists of activities. Activities employ team
members, and are timed. People get paid at a certain rate.
Thus in Protegra it offers a fun and friendly group working atmosphere with
consistent of group activities attaining a set tasks

10. CHALLENGES FOR DISTRIBUTED TEAMS:
• Aligning workflows over space & time; IS for
communication and work support are necessary
• Following same values and norms
• Maintaining trust in others and their work
• Effective communication is the key to success

11. Can the values of a small organization be reconciled with a continuous
increase in the number of staff and volume of operations?

12. • When the number of small interruptions outweighs the amount of planned work done in a
given hour, that impact is felt in slower progress, lower job satisfaction, and potentially
lower quality of care.
• If there is increase in staff new technologies must be explored to enhance the
communication and decision making processes.
• Few or no levels of middle management between the executives and the staff level
employees must be enhanced
• To keep control of productivity and staff they need to bring about some changes which
should be in par with Company Values.
• They can take up extended or hybrid forms of structures which combine both hierarchical
and organic structures of design.

13. Will special training be needed for the employees to face the challenges?

14. • Protegra’s culture empowers employees at all levels to take on leadership roles, share ideas,
and give input towards new innovative ideas for software
- Already operating using a bottom up style
• Constant scanning of the external environment to foster innovative ideas to be used in
adapting to the external environment
- Leaders in the organization will need to create urgency through constant communication
• Host lunch and learns, corporate learning retreats, brainstorming sessions, attending
industry conferences
-This will lead to Each employee given a yearly stipend of funding to be spent on
professional development
• Quarterly reviews of financial and organizational performance will be used a check point
on whether growth initiatives are being met

15. Do they need to explore more technology options in order to facilitate a
transformation?

16. PROTEGRA’S STRATEGY CONSIDERATIONS:
• The next step of evaluation will be to ensure that these project qualities are met
• Thoroughly evaluating innovative software opportunities through the R&D
department ensures commitment to innovate through software development
• This creates value for Protegra and its clients by offering new innovative software
solutions to increase efficiency and thus reduce cost

17. ADAPTIVE NEW ENTRY:
• Definition: Offer a innovative product that is somewhat new and sufficiently different
to create value for customers and capture market share
• Consulting services will act as a channel for the innovative software products
PITFALLS WITH ADAPTIVE NEW ENTRY:
• Value proposition must be perceived as unique
• Must be significant advantages present or customers will have little motivation to try it
• Nothing to prevent a competitor from mimicking the new adaptation
• Often challenges to keep the idea fresh

18. • By encouraging all employees to freely share ideas for innovative software and linking
rewards via successful innovation software developments to share ownership – success
of the firm shared with employees today and in the future
• This creates value for Protegra and its clients by offering new innovative software
solutions and reinforces the suggestive strategy of differentiation by innovating new
TACTICS TO MITIGATE PITFALLS