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Nitya Chawla

on 26 March 2013

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Transcript of BoldFlash

Sabrina, Joey, Stacy, Maria & Nitya BoldFlash Company Profile Original name: BoldDisk
Foundation date: 1982
Placement: Waltham, Massachusetts
Purpose: Computer storage media Case Focus: Mobile division VP: Roger Cahill
Revenues: $1.5bn
Largest customer: Smartphone manufacturers Mobile Division Challenges, Conflicts & Problems of the Departments Renamed: BoldFlash
Placement: Shanghai, Austin & Ontario
Purpose: Flash memory
Clientele: OEM and Direct-to-consumer markets
Revenue: $3.9bn (19.5% industry revenues)
Patents developed: 600 (USA) Organisational Design & Structure President & CEO

Jack Young Vice President & Chief
Financial/ Operating/
Administrative Officer Vice President
International Vice President

Marketing & Sales Vice President

R &D Vice President

Consumer/ Mobile/ DEM Division Cahill's Role in Leading Change In-class discussion Solutions Manufacturing Department Performance Metrics:
Gross margin
Manufacturing specific metrics: quality, on-time delivery, inventory management, gross margin Marketing Department Performance Metrics:
Sales projections, market planning, market development

Intra-department issues:
Unclear role and authority
Lack of experience Sales Department Performance Metric:

Intra-department issues:
Expectations of rapid upward mobility
High turnover
Difficulty in maintaining a cohesive team
Myopic sales projections Product Development Department Performance Metrics:
Patents, presentations, academic papers Conflicts arising from Sub-divisional goals vs. Mobile division goals Conflicting performance metrics lead to competitive efforts
Concerned only about their own goals at the expense of the other sub-divisions
Detrimental to the organization’s effectiveness Inter-departmental Conflicts:
Manufacturing Feels isolated from the headquarters
Used to the top-down approach
Faces problems in meeting demands of Product Development and Sales and in communicating these problems effectively Inter-departmental Conflicts:
Marketing Unclear role and authority
Difficulty in getting other functions to adhere to commitments made
Lack of understanding from other sub-divisions Inter-departmental Conflicts:
Sales Does not consult Manufacturing
Unreceptive to feedback from
Manufacturing Inter-departmental Conflicts:
Product Development Research-focused culture
Work in isolation
Prior experience of communication difficulties with other functions
Ineffective communication
Under the illusion that there is no problem Role of Organisational Culture in the Conflicts Compliant culture/ Top-down approach
PD and Sales pass orders without discussing with Manufacturing
Manufacturing perceived their inputs are not valued
Failure to communicate difficulties Role of Organisational Culture in the Conflicts Gets more ingrained through past experiences and rituals
Shaped by Jim Harrison:
Assertive leader
High perceived status difference, encouraging groupthink and groupshift
Failed at leading diverse departments through storming stage Cahill's Role Cahill's Three Key Changes Cahill's Changes: Evaluation Evaluation Necessary? Yes.

Changing external environments
Rapid changes in customer preferences
Strong competition
Not meeting organisational goals
Ineffective meetings
Lack of discipline & focus Created new problems:
Separation of Marketing and Sales created more new issues
Staff resistant to relocation plan Evaluation Good intentions, Bad execution Meetings Lack of structure and focus
Reasons for missed objectives not confronted
Meeting is led by one particular sub-division: Marketing -
In-group bias
Vested interested due to competing goals
Key people are missing from the meeting Matrix Structure Inter-departmental Organisational Culture Great potential as a leader
Correctly identified the need for certain changes
The changes made were necessary, but not sufficient.
Needs to get the senior staff on board with the changes & communicate them properly with the other employees. Meetings Inter-departmental Organisational Culture So, how does Cahill fare? Our Thoughts? Cahill's Leadership For now... However... In the long run... Is relatively new to the job
Does not have enough experience as a general manager
Has a tendency to regress to his old role Has the foresight to identify the required solutions to BoldFlash's structure issues
Takes a more proactive role in meetings He may
become more comfortable in his role,
develop more adequate leadership & interpersonal skills Agenda 1. Company Profile
2. Organisational Structure
3. Challenges, Problems & Conflicts of the Departments
4. Cahill's Role in Leading Change
5. In-Class Discussion
6. Solutions
7. Verdict on Cahill Thank you!
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