BOLDFLASH CASE PDF

In addition, it has large number of patents. BoldFlash was also recognized and rewarded for its innovations. It has strong research base and has a pool of talented and experienced employees in every field. Weaknesses: BoldFlash lacks strong corporate culture and has no customer-centric product development, as well as products are not being developed according to the customers; needs.

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However, presently the company is facing turbulent times because of weakening innovative practices and customer satisfaction. There have been issues in regards to bad management as well as the autocratic style of leadership which lead to breakdown in communication and teamwork. There was no laid down standard of reporting and clarity in regards to functioning of various department.

This became a cyclical chain leading to inefficiency in creating value for the company and that for the customer. Therefore there was an urgent need for organizational change and introducing new innovative product to stay competitive in the marketplace.

What are the main problems that the Mobile division is experiencing? Describe them in terms of conflicting performance metrics, current organizational design, leadership and culture. The main problems facing the Mobile division were Missing on storage devices market for tablets Pressure on Price reduction from competition Inability to get new products to market quickly Developing redundant customized chips for mobile markets Couldnt commercialize the technology it developed as they didnt always align the product developments with the customer needs Unproductive conflict between the functional departments Organization culture No sub contracting.

Their roles and authorities were also not clearly defined Revenue and profit projections were expected to be made by marketing team but in this industry, such long-run projections were not feasible due to high volatility They dont get the technology, as they are fresh graduates out of b-schools.

So, they are not able to find customers for the products developed by the product development department Sales team had a significant number of new employees. The turnover is high due to high expectations about rapid promotions Onsite sales person at each plant to ensure delivery and customer service Sales team sends proposals and makes delivery promises without consulting the manufacturing department. Their performance metric was revenues. The product development group tended to keep to itself Performance metric for product development team is academic criteria i.

Problems were discussed later in small group talks The status of the new product development project was not known to many 2. Should one particular group marketing, manufacturing, etc. Why or why not? There had been rapid changes in the customer preferences and therefore the Mobile Division had to respond and act swiftly to stay competitive. To what extent is Cahill the cause of the problems? What about his predecessor, Jim Harrison? Harrison Brilliant entrepreneur Top-down directives Compliant culture Overpowering People became more protective and political Encouraged Research driven by technological curiosity Didnt attend the Product development process meeting The expectations from the different groups are not clearly defined Research was not a business mandate Robert Cahill Not naturally a quick decision maker He was not sure if what he did was right, but he had to do something Open, generates trust and involvement Scientist at heart, not yet a general manager His technical expertise didnt help in solving the managerial problems He is not used to many aspects of leadership He went by instinct in implementing the changes Separated sales and marketing Clubbed all non-manufacturing employees and brought them to Waltham headquarters.

Manufacturing director left the company refusing to relocate. Manufacturing responsible for meeting delivery date instead of sales Though everybody was comfortable working under him, they are not sure of his competency as a leader 4.

Were all the Rogers changes necessary? Roger Cahill was immediately replaced as the Vice President of the companys mobile division after the demise of Jim Harrison. He was made responsible to: Motivate employees Handle resistance from staff Invent new products Implement the new ideas He acted as a changing agent and proposed the following three changes: Separate marketing and sales team.

Relocation of non-manufacturing staff to Waltham headquarters Manufacturing department to be made responsible to meet the delivery date Yes, these changes were necessary for the following reasons: Changes in the external environment-Changing customer preferences -Tough Competition Unmeet Organizational Goal-Unproductive meeting -Absence of discipline and focus The thought process of Roger was good still it created problem because of poor execution.

The main problems were: 5. Separation of marketing department from that of sales created communication and various other issues They faced resistance from the staff in regards to relocation of the plant Discuss the upcoming meeting. What should Cahill do to increase its productivity?

Roger Cahill was to chair the next quarterly product development meeting to coordinate the problems undermining the product development process. In order to increase the productivity, margins and morale of the employees Cahill should focus on the following areas: Design a well-defined organizational structure with focus on inter-departmental communication Plan out well defined and distinguished goal of different unit which are attainable yet challenging Discuss the reasons for the objectives that werent achieved and make people accountable for the same Mandate attendance of various departments in the meeting as previously this was conducted only by marketing division which created in-group bias Facilitate more of participative culture to encourage employee to have greater commitment towards the organizational goal To monitor the progress of pant by making frequent corporate visits as well as to discuss any problem at ground level Educate and communicate the logic behind the change so as to reduce the resistance from staff members 6.

If you are appointed as OD consultant what additional changes you would like to make? What interventions you would like to suggest for BoldFlash Inc.? Related Interests.

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Product details

The time duration of the company discussed in this case is from to In this case study, Roger Cahill has been acting as the Vice President of mobile division for less than a year. Boldflash previously known as BoldDisk founded by two computer science professors in in Waltham Massachussets. Key players are Dr. The key issue in this case study is to strategically manage the BoldFlash Mobile Division as well as go for increasing growth.

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BoldFlash: Cross-Functional Challenges in the Mobile Division Harvard Case Solution & Analysis

In his thirty years of working in corporations, Harvard Business School professor Michael Beer has witnessed firsthand how organizational silence derails strategic objectives. In Fit to Compete, Beer presents an antidote to silence—principles and a time-tested innovative process for holding honest conversations with everyone in your organization. Used by over organizations across the globe, the strategic fitness process has helped leaders in a diverse range of industries—including medical technology, information technology, banking, restaurant chains, and pharmaceuticals—hear the raw but necessary truth about the sources of misalignment between their strategies and their organizations. In addition to step-by-step instructions, Beer offers detailed and illustrative case studies of companies that have conducted honest conversations to great effect.

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BoldFlash: Cross-Functional Challenges in the Mobile Division Case Solution & Answer

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