Case 275

Solomon Garber BPL 5100 Prof. LaManna Individual Case ingest Case 275 Interboro, once a small manufacturer of scalpels and other working(a) equipment, became the worlds best-known maker of prosthetic limbs and surgical implants nether the leaders of squat Dodson. The structure of the conjunction, under Dodson, was very unique. As CEO, Dodson would routinely conceive untested harvest-tide ideas, go directly to his R&D department and see the product through from inception to completion. In the avocation case study analyses, I will analyze what went wrong with Interboro, as well as advise Ms.Francesca Fortas on the appropriate direction to examine the company as she takes over from Mr. Dodson. Interboros weaknesses under Dodsons leadership were very apparent. For starters, Jack would completely bypass his senior police squad on new product initiatives and how those products would fit into the broader strategy of the company. From this, we can infer that the company had a ver y passionate CEO who prided himself on product innovations, tour simultaneously neglected other crucial areas necessary for continued success. trade was perhaps the companys biggest incompetency.Soon thereafter, the company lost its innovating edge, one of its major initial strengths. Interboros external environment started to become a full threat. Competitors were developing products that went beyond Interboros patents and designs. The competition within the industry was increase and their products outperformed the incumbents. Based on my analysis of the companies strengths, weaknesses and external environment, I can confidently say that the company was in dire need of a the Nazarene and could no longer operate the way it was.I lead illustrated the situation at a lower place There is a very unique correlation between the companys strengths, weaknesses and external environment. The lack of communication between Jack and his team, a weakness, directly leads to the company fal ling behind the competition, its external environment. The companys corporate level strategy is in shambles. When the CEO secludes himself from the rest of his team and only focuses on one aspect of occupation level strategy, product innovation, the company will non operate at full capacity.Interboros business level strategy can be summed up in the following quote by its head of production, Frank Tambor he didnt have much faith that anyone in the company could come up with ideas, so he didnt really develop the capability. When analyzing this quote, we can conclude that their was close to nix employee participation in Interboros day to day operations. My biggest recommendation to Francesca Fortas, the new CEO set to take over the reigns from a deceased Jack Dodson, is to recreate the Jack Dodson model of strong eadership. Francesca must adopt a interbreeding model, one that uses Jacks confidence as CEO, and his cogency to bring new products to market, bandage also getting empl oyees involved and genuinely implementing employee suggestions. According to Ernesto Poza, a leading business consultant, making the employees involvement is a hallmark of good business. Making a larger percentage of music directors compensation based on sales and profits is the prototypal strategy that should be adopted. It is easy to institute and drives immediate action and results.Francesca is not suitable to oversee an entire reorganization of the company, rather, by utilizing her technological skills and business savvy, and adopting this hybrid model of strong leadership by employee involvement, she will probable champion Interboro into a new era of profitability. It is possible to adopt this hybrid model it has been done before, most notably by Jack Welch, origin CEO of GE. Mr. Welch was going to quit his first engineering maculation at General Electric because he was dissatisfied with the bureaucratic ways in which the company operated.He was persuaded to stay and even tually was promoted to VP. He used his new position to simplify the management structure while at the same season vouching to be 1 or 2 in the industries GE participated in. This is on the nose what Francesca must accomplish. Simplify the management structure, as opposed to an entire reorganization, while being as aggressive as Mr. Dodson was at getting products to market. The get across line is that more people need to be involved in the entire operation, from product brainstorming and design to manufacturing and market.