Medisys Case
MediSys Corp. :The Intense care Product Development Team
(Anne Donnellon Joshuad.Margolis)
It was just six months away from MediSys 's planned August 2009 launch of IntensCare, their new remote monitoring system for use in hospitals ' intensive care units. The company was investing $20.5 million in the new system, which represented the most ambitious project in the company 's 10-year history.
Valerie Merz, marketing manager for IntensCare, was feeling enormous pressure as she reviewed the agenda for the upcoming meeting of the product development team. Once again there was no scheduled time to resolve the debate over the modular design that she knew was critical to successful adoption and long-term success in the market. Without this modularity, she was certain that the system would lose market share to the competition 's forthcoming products, both scheduled for release within the year. And it wasn 't just her P&L that would take the hit; the team, and the whole company, would look second-rate.
"Why isn 't Jack stepping up on this issue and getting it resolved?" Merz wondered. Jack
Fogel, senior production manager, was the project lead for IntensCare, but in Merz 's opinion, he was far too focused on the details of the product side and far too little concerned about the business issues and the impending launch. Perhaps it was time for her to blow the whistle and get the bosses involved. How else could she get her colleagues to do the right thing for the company and not just for their own departments?
MediSys: Background and Organization
MediSys Corp., a privately held U.S.-based medical device manufacturer, was founded in 2002. Its annual revenues in 2008 were $400 million, and the company employed 1,750 people. The company developed, manufactured, and sold medical monitoring systems for the hospital segmen
MediSys 's first two products were highly successful specialty pulmonary and renal monitoring systems. Though still relatively small,
(Anne Donnellon Joshuad.Margolis)
It was just six months away from MediSys 's planned August 2009 launch of IntensCare, their new remote monitoring system for use in hospitals ' intensive care units. The company was investing $20.5 million in the new system, which represented the most ambitious project in the company 's 10-year history.
Valerie Merz, marketing manager for IntensCare, was feeling enormous pressure as she reviewed the agenda for the upcoming meeting of the product development team. Once again there was no scheduled time to resolve the debate over the modular design that she knew was critical to successful adoption and long-term success in the market. Without this modularity, she was certain that the system would lose market share to the competition 's forthcoming products, both scheduled for release within the year. And it wasn 't just her P&L that would take the hit; the team, and the whole company, would look second-rate.
"Why isn 't Jack stepping up on this issue and getting it resolved?" Merz wondered. Jack
Fogel, senior production manager, was the project lead for IntensCare, but in Merz 's opinion, he was far too focused on the details of the product side and far too little concerned about the business issues and the impending launch. Perhaps it was time for her to blow the whistle and get the bosses involved. How else could she get her colleagues to do the right thing for the company and not just for their own departments?
MediSys: Background and Organization
MediSys Corp., a privately held U.S.-based medical device manufacturer, was founded in 2002. Its annual revenues in 2008 were $400 million, and the company employed 1,750 people. The company developed, manufactured, and sold medical monitoring systems for the hospital segmen
MediSys 's first two products were highly successful specialty pulmonary and renal monitoring systems. Though still relatively small,