Strategic management: Celerita Inc. case study
- Is Celeritas an effective company? What problem(s) do you see at Celeritas?
- How should the company deal with the crowded market with complete competencies?
- How effective was the team-building effort at Celeritas? Use a SWOT analysis to prove your point of view?
- Does the team-building meeting make progress toward solving Celeritas's problem? What is missing? Is the team-building approach the right strategy? Is there an alternative? What are some barriers to strategic implementation?
- Who/what is the problem with top management?
- Do you see any organizational (vs. people) issues contributing to the problem?
- How effective was Carla Reese?
- How would you describe the VP's meeting? What went wrong?
- What should Boyer do now?
Celerita is a leading firm in the enterprise network optimization industry, offering solutions for businesses to accelerate and enhance the existing computer network. Celerita has always been in the top 6 leaders on the market, but its position become more and more uncertain. In fact, because of bad strategic management, the company is facing now a slow in its growth, and the management team is threatened about the future. Thus, Philippe Boyer, CEO of the company has decided to hire an external consultant, Carla Reese, in order to create a team building and to solve Celeritas problems.
Even if the annual growth revenue has declined since 2008 (from 50% to 17%), Celeritas remains the top player of the network optimization industry. During this time, its competitors have seen a better growth and have launch before Celeritas the new cloud computing technologies. Celeritas is still an effective company but it's necessary for the company to address internal problems first.
[...] Thus, Boyer's role is really to make people trust in this effort because if they are involved in it, it will be more efficient and results will be better and will occur faster. Document's bibliography: - Peter Mell/Timothy Grance. Nationale Institute of standards and Technology/US Department of commerce. September 2011. Recommendations of the National Institute of Standards and Technology. Accessed on January 25, 2012 from http://csrc.nist.gov/publications/nistpubs/800-145/SP800-145.pdf - Michael Beer/ Ingrid Vargars. Celeritas Inc. : Leadership challenges in a Fast Growth Industry. November 9, 2011. Harvard Business Publishing. - Linda McDonald. No date. Team Development. [...]
[...] The job of Carla Reese is not easy to do. Indeed the role of an organizational consultant concerns the way of how to re organize a company and she has to deal with the human part which is the most complicated. It includes the relation among the department and all the process of decisions, communication and obviously the vision of the goals of the company in order to provide the best work to response to the expectations from the Board. [...]