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Case Study: Organizational Behavior
1. +
TerraCog Global
Positioning
Systems: Project
Aerial Case Study
Organizational Behavior
Carnegie Mellon Silicon Valley
Team Uno 1
Bharathi Swaminathan | Garry Chan | MJ Lee | Shekar Pasumarthi | Surbhi Dangi
Team Uno | May 2, 2012
2. + 2
Agenda
Situation Overview
Strategic Options for Project Aerial
Recommendations
Improved Decision Making & Avoiding Problem Recurrence
Risk Assessment
Roadmap
Team Uno | May 2, 2012
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
release
Team Uno | May 2, 2012
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 Team
Team Uno | May 2, 2012
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
#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) Minutes
Team Uno | May 2, 2012
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
meeting
Team Uno | May 2, 2012
13. + 13
#3: Create Cross-functional Teams
Redefine 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 teams
Team Uno | May 2, 2012
*See Appendix for a detailed RACI Chart
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 product
Team Uno | May 2, 2012
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 probability
Team Uno | May 2, 2012
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 meeting
Team Uno | May 2, 2012
17. + 17
References
1. Richard McDermott and Douglas Archibald. “Harnessing your staff's informal networks”. Harvard
Business Review. Retrieved April 24, 2012.
2. Volkema J., Roger. “Why Dick and Jane don't 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
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18
Appendix: RACI Chart
Team Uno | May 2, 2012
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
1-2
Implement Advanced Technology Council
1-9
Introduce the meeting format
10 - 29
Try the new meeting structure
1 - 29
Implement new meeting structure
* In days
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.
