Stone Finch (Case Study)
(Lecturer: Dr Bharat (Ben) Shenoy
Student Name: Hamzah Takamlay
Student ID Number: 027007
Course: Wales MBA (General)
Module Name: Leadership and Strategic Change
Contents Introduction of Stone Finch 3 Diagnosing the Problem 3 Symptoms 4 Strategic Intent of Stone Finch, Inc. 4 Adaptive Leadership of Stone Finch, Inc. 4 Organizational Architecture of Stone Finch, Inc. 5 Diagnosis 6 Diagnosis of the Strategic Intent 6 Diagnosis of the Contextual Leadership 7 Diagnosis of Organizational Architecture 8 Recommendations 9 Recommendations for Strategic Intent 9 Recommendation for contextual leadership Billings, Saunders and Suarez 11 Recommendation for Organisation architecture of Stone Finch 15 Reference List 18
Introduction of Stone Finch The company discussed in this paper is Stone Finch, Inc. The company was founded in 1975 by the Stone family and manufactured products for the water/wastewater industry. It started as Stone Water Products, Inc. This firm served a variety of markets that created wastewater. Stone Water Products had made a good reputation by supplying good quality products and service arrangements done by its sales people within 25 years. In 2000 the CEO and chairman of Stone Water Products, Richard Stone, the son of the founder made the decision of acquiring Goldfinch Technologies. Goldfinch Technologies was a biochemical frim which was in the water/wastewater processing market led by Jim Billings. After the acquisition the company name was changed to Stone Finch, Inc.
Diagnosing the Problem In 2008 Stone Finch, Inc. was in a grave situation. To analyse the symptoms and diagnose the reasons why the company was facing this situation I will be using the modified Tushman-O’Reilly model.
Source: Lecture hand-out, 2011 As the model is divided into 3 key aspects which are strategy, leadership and culture of the organization, I too will be critically analysing these areas of
Student Name: Hamzah Takamlay
Student ID Number: 027007
Course: Wales MBA (General)
Module Name: Leadership and Strategic Change
Contents Introduction of Stone Finch 3 Diagnosing the Problem 3 Symptoms 4 Strategic Intent of Stone Finch, Inc. 4 Adaptive Leadership of Stone Finch, Inc. 4 Organizational Architecture of Stone Finch, Inc. 5 Diagnosis 6 Diagnosis of the Strategic Intent 6 Diagnosis of the Contextual Leadership 7 Diagnosis of Organizational Architecture 8 Recommendations 9 Recommendations for Strategic Intent 9 Recommendation for contextual leadership Billings, Saunders and Suarez 11 Recommendation for Organisation architecture of Stone Finch 15 Reference List 18
Introduction of Stone Finch The company discussed in this paper is Stone Finch, Inc. The company was founded in 1975 by the Stone family and manufactured products for the water/wastewater industry. It started as Stone Water Products, Inc. This firm served a variety of markets that created wastewater. Stone Water Products had made a good reputation by supplying good quality products and service arrangements done by its sales people within 25 years. In 2000 the CEO and chairman of Stone Water Products, Richard Stone, the son of the founder made the decision of acquiring Goldfinch Technologies. Goldfinch Technologies was a biochemical frim which was in the water/wastewater processing market led by Jim Billings. After the acquisition the company name was changed to Stone Finch, Inc.
Diagnosing the Problem In 2008 Stone Finch, Inc. was in a grave situation. To analyse the symptoms and diagnose the reasons why the company was facing this situation I will be using the modified Tushman-O’Reilly model.
Source: Lecture hand-out, 2011 As the model is divided into 3 key aspects which are strategy, leadership and culture of the organization, I too will be critically analysing these areas of