Case Workbrain
Introduction
Workbrain Corporation is on the cusp of a dramatic expansion. David Ossip, the President and CEO, has hired Eric Green to manage Workbrain’s corporate development plan. In other words, Green’s task is to bring Ossip’s vision to life. Workbrain’s current organization state lacks structure, focus, and functional direction. The company is performing well but the coming expansion will require more extensive infrastructure. The external environment can be characterized by building pressure from investors, clients, and the marketplace—all driven by the innovative characteristics of their product and industry. Workbrain management currently prefers generalists rather than specialized employees. A key resource for Workbrain is the technical, industrial, and managerial experience possessed by the executives.
Traditionally companies require five basic parts to perform key subsystem functions: top management, middle management, and technical core, with the technical and administrative support staff facilitating the operation of the company (See Appendix 1). In Workbrain’s scenario, the top management and technical core boundaries have been blurred due to the hands on nature and the technical background of management (See appendix 2). Eric Green’s task is to develop a system for Workbrain to grow and thrive in. This will define the boundaries between functional areas and top management, and establish a framework in which Workbrain is free to evolve.
Analysis
With the competitive nature of the technology industry, Workbrain needs to establish infrastructure fit to accommodate the coming expansion. The company’s investors are placing significant pressure on the executives to meet both time and revenue deadlines. There is a very slim margin of error in the coming months. In this way, Eric Green’s organizational strategy is critical to the success of the organization.
In stark contrast with the rest of the organization (described below),
Workbrain Corporation is on the cusp of a dramatic expansion. David Ossip, the President and CEO, has hired Eric Green to manage Workbrain’s corporate development plan. In other words, Green’s task is to bring Ossip’s vision to life. Workbrain’s current organization state lacks structure, focus, and functional direction. The company is performing well but the coming expansion will require more extensive infrastructure. The external environment can be characterized by building pressure from investors, clients, and the marketplace—all driven by the innovative characteristics of their product and industry. Workbrain management currently prefers generalists rather than specialized employees. A key resource for Workbrain is the technical, industrial, and managerial experience possessed by the executives.
Traditionally companies require five basic parts to perform key subsystem functions: top management, middle management, and technical core, with the technical and administrative support staff facilitating the operation of the company (See Appendix 1). In Workbrain’s scenario, the top management and technical core boundaries have been blurred due to the hands on nature and the technical background of management (See appendix 2). Eric Green’s task is to develop a system for Workbrain to grow and thrive in. This will define the boundaries between functional areas and top management, and establish a framework in which Workbrain is free to evolve.
Analysis
With the competitive nature of the technology industry, Workbrain needs to establish infrastructure fit to accommodate the coming expansion. The company’s investors are placing significant pressure on the executives to meet both time and revenue deadlines. There is a very slim margin of error in the coming months. In this way, Eric Green’s organizational strategy is critical to the success of the organization.
In stark contrast with the rest of the organization (described below),