Gene One Proposal
Gene One Proposal
William Hart
LDR 531
June 16, 2012
Gene One Proposal The fictional company Gene One knows about innovation. After all, its gene technology changed the produce industry with disease-resistant tomatoes and potatoes (University of Phoenix, 2012). Gene One now faces the challenge of moving the innovation needle again, this time in more unfamiliar fields. The company has set a goal of introducing two new breakthrough technologies in the next three years. These new technologies are critical to hitting a target of 40 percent growth during that same time period. One reason Gene One has set such aggressive goals is that it also plans an Initial Public Offering (IPO) at the end of three years to capitalize on market conditions and provide growth capital. However, company senior leadership lacks experience in the IPO process and the organization’s structure is not yet sufficient for a public company. Gene One is facing a difficult period of change. The organization must keep its innovative spirit and new technology focus, while reshaping itself in the mold of a structured public company. Gene One requires planned change that is intentional and goal-oriented (Robbins & Judge, 2011).
Driving Innovation
Even in an organization known for technology innovation, Gene One faces the need for a change in its approach. Technology innovation and research staff members are expressing dissatisfaction with the company’s decision to go public, believing it will lead to greater pressure to produce. Research and technology staff members also are questioning whether Gene One should leverage its knowledge in its existing fields or expand its innovation toward new markets (University of Phoenix, 2012).
Since the actual innovation, research and development process is clearly one in which Gene One has a successful track record, its current innovation challenge may be more of a change management issue. Gene One needs to get research staff out of its comfort
William Hart
LDR 531
June 16, 2012
Gene One Proposal The fictional company Gene One knows about innovation. After all, its gene technology changed the produce industry with disease-resistant tomatoes and potatoes (University of Phoenix, 2012). Gene One now faces the challenge of moving the innovation needle again, this time in more unfamiliar fields. The company has set a goal of introducing two new breakthrough technologies in the next three years. These new technologies are critical to hitting a target of 40 percent growth during that same time period. One reason Gene One has set such aggressive goals is that it also plans an Initial Public Offering (IPO) at the end of three years to capitalize on market conditions and provide growth capital. However, company senior leadership lacks experience in the IPO process and the organization’s structure is not yet sufficient for a public company. Gene One is facing a difficult period of change. The organization must keep its innovative spirit and new technology focus, while reshaping itself in the mold of a structured public company. Gene One requires planned change that is intentional and goal-oriented (Robbins & Judge, 2011).
Driving Innovation
Even in an organization known for technology innovation, Gene One faces the need for a change in its approach. Technology innovation and research staff members are expressing dissatisfaction with the company’s decision to go public, believing it will lead to greater pressure to produce. Research and technology staff members also are questioning whether Gene One should leverage its knowledge in its existing fields or expand its innovation toward new markets (University of Phoenix, 2012).
Since the actual innovation, research and development process is clearly one in which Gene One has a successful track record, its current innovation challenge may be more of a change management issue. Gene One needs to get research staff out of its comfort
References: Robbins, S. & Judge, T. (2011). Organizational behavior. (14th ed.). Upper Saddle River, NJ.: Pearson/Prentice Hall. University of Phoenix (2012). Gene One scenario. Retrieved on June 14, 2012 from https://ecampus.phoenix.edu/secure/aapd/gbam/xmba520.1/File1.asp Yukl, G. (2010). Leadership in organizations (7th ed.). Upper Saddle River, NJ: Pearson/Prentice Hall. Yunxia, Z. (2008). Effective Signals: How Can Firms Communicate Their Strategic Intent in IPO Communications?. Academy Of Management Perspectives, 22(2), 106-108. doi:10.5465/AMP.2008.32739766