Terracog Case

Table of Contents

1. Identify the range of decisions to be taken.
1.1.a. objective/s of the decision. SMART (Specific, Measurable, Attainable, Relevant and Time bound)…………………………………………………………….. 3-4

2. Step 1: Create a Context for Success.
2.1.a. people involved in the ………………………………………………………………5-6
2.2.b. right people that you need to make contact and develop a business relationship with ……………………………..6-7
2.3.c. right people to participate :People with authority to allocate resources and make a decision stick; Key Stakeholders;
Experts; Opponents; and Proponents. …………………………………………………..7-8

M1 –decision-making approach appropriate for the case……………………………...9
3. Step 2: Frame the issue properly.
1.1.a. Determine the problem/s of TerraCog.
Refer to the guideline on how to avoid misframing. …………………………………….10-11

4. Step 3: Generate the Alternatives
1.2.a. three (3) alternative courses of action based on the information and knowledge given…..…………………………………………………….. 12

M2 – Using the Characteristics of Good Alternatives guideline, apply it to your three (3) alternative courses of action………………………………….. 13-14

5. Step 4: Evaluate the Alternatives.
1.3.a. the variables to consider for each alternative course of action and assess the internal and external sources of information for each variable ……………………………………… 15-18

M3 – Use the prioritization matrix to evaluate the three (3) alternative courses of action and derive a conclusion in a business context (non-technical)…………………………… 19

6. Step 5: Make the Decision
1.4.a. Recommend one (1) out of the three (3) alternative courses of action through using at least one (1) decision-making technique………………. 19
2.4.b. Recommend the person/people (internal or external) that is/are needed in the organization to improve on the decision making process………………………………………………………….. 20
D1 –recommended alternative course of action using the Notify the Right People message guideline …………………………21
D2 –areas of uncertainty of the decision that has been made through using the three-step approach for dealing with uncertainty………….. 22
D3 –explanation on how it resolved the problems that were identified……………….. 22
References……………………………………………………………………………......... 23

1.1 This/these objective/s should be SMART (Specific, Measurable, Attainable, Relevant and Time bound
It was in 2008 that Emma Richardson was appointed by Richard Fiero, the president of TerraCog as the executive vice president of the company. Fiero had tasked her to do a lot more work and responsibility toward operational alignment and increasing cross-departmental cooperation. It was the cross road for Richardson at the time since it was the time of the building gap between the U.S. headquarters in Chicago and the production team in Shenzhen, China.
Fiero had even checked on the inventory problems and quality issues of the company already. But it will be the decision making and mere talent of Richardson that will be needed to save the disagreement over the proposed price for Aerial threatened to derail the launch of the prototype in her hand.

Decision to be taken and objectives 1. To develop and create one (1) GPS system in 2008 * It was one of the main problems of the company in 2008. Even if Terra Cog was the first company to introduce such technology to the market, competition were tight with other manufacturer. They have developed more convenient type of system to enjoy, the reason Terra Cog encounters this trouble. The company should create a new product like put in some new features on the GPS that can be useful to the consumers. 2. To reduce margin and focus on lower price GPS system. * Even if Terra Cog can produce and introduce a new product to the market, they should also take notice of the price they are going to give. The new product may have new features that can be useful to the consumers but they also have to consider the fact that consumers also grab the opportunity of getting the product either on a cheaper price or affordable price that the new product deserve. 3. . To build a foundation in the market and gain consumer confidence * When introducing new product to the market, the most difficult part is gaining the trust of the consumers to the product. But it is also very important that Terra Cog should also consider the best way of getting the attention of the consumers first, since the consumers’ attention is now focused on the competitions’ product. If the company will be able to fulfill the things that they promise about the product, Terra Cog can gain again the trust of the consumers and that is the best way to get back what they had lost in the past. 4. To continue redesigning and improve the manufacturing process of the product to reduce production cost. * With the technology today which is fast moving when it comes to change, like mobile phones, GPS system should also be innovative. Terra Cog should be able to attain that kind of constant developing of products that can make the consumers look for their product and can’t live without it anymore. As the manufacturing process of the product, it should be developed as well to the point that it could also reduce the process of production cost. One of the things that should be consider maybe is the materials used as the body of the product, instead of using expensive metal, it can be replaced with fiber glass or other materials that can still be very durable but very cheap in price. 5. To develop a time table for the development and introduction of the new product in the market. * Terra Cog is facing a very difficult time because of the competitors’ product in the market, they should make a very effective plan to have a successful development of the product. So that when they introduce the new product, it will not receive a negative feedback from the market. If it happens, everything will drain down in to nothing. And it could be the last of the company. Consumers may not forget a critical marketing move by Terra Cog because it can be the new product that consumers might put Terra Cog again on top of the market’s web chain.

2. Step 1: Create a Context for Success.
2.1.a People involved in the case which may include the following: Customers, Suppliers, People with authority to allocate resources and make a decision stick; Key Stakeholders; Experts; Opponents; and Proponents. People involved in the case: Tony Barren, Director of Production-Barren joined TerraCog as Director of Production in 2002 and spends half of his time onsite at the production facility in Shenshen, China. Prior to TerraCog, he was the Purchasing Manager for Markham Instruments. Barren graduated with a BS in Electrical Engineering from Rutgers University. Richard Fiero, President- President since 1992, Fiero began his career at TerraCog Inc. in sonar equipment sales in 1985. He has BS in Business Administration from Notre Dame. Alice Gorga, Manager, Hardware Design-Gorga joined TerraCog after leaving Apple to move closer to her family in the Midwest. Gorga graduated from the Rhode Island School of Design with a degree in Industrial Design. Ed Pryor, VP of Sales- Pryor started at TerraCog as a National Account manager in 2000 and became VP of Sales in 2006. Before joining the company, he was a category manger for camping gear at REI. Pryor has a BA in History from UCLA. Allen Roth, Director of Design and Development-Roth joined TerraCog in 2003 after working in product development at Suunto, Motorola, and research in Motion. He has a degree in Industrial Design from Northwestern University and an MBA from USC. Emma Richardson, Executive Vice President- Richardson was promoted to executive VP since January 2008. She began her TerraCog career in 1996 and has worked in both Sales and Production. She was instrumental in shifting production from Taiwan to Shenzhen, China. Richardson has an MBA from the University of Michigan. Becky Timmons, CFO- Timmons was promoted to Controller in late 2007. She has been in the Accounting department at TerraCog since 1993. Timmons is a CPA and graduated from the University of Illinois with a degree in Accounting. Cory Wu, Manger, Software and Firmware Design- Wu has been in the software development at TerraCog since 1998, and he was promoted to Manager in early 2007. He graduated from the University of Wisconsin with a BS in Computer Science. Harold Whistler, VP of Design and Development- Whistler was a co-founder of TerraCog in 1977. His background in engineering and design enabled him to develop much of the company’s key sonar equipment products in the 1980s. Since 1991, Whistler has served in a supervisory and advisory role for the Design and Development team.

2.2.b. Identify the right people that you need to make contact and develop a business relationship with
People needed for the project Richard Fiero, President, He was influenced by Ed Pryor, Vice President of Sales, to launch the Project Aerial. His objectives ran with those of Ed Pryor which were to create the quality product quickly at a low cost. Richard failed to consult Allen Roth, Director of Design & Development, or with Harold Whistler, Vice President of Design & Development, before making the decision to move forward on the project.
Emma Richardson, Aerial Project Manager, didn’t make her objectives clear. Though it was said the she wanted to bring both the Sales and Design & Development teams onto the same page, she just needs support from her colleagues.
Ed Pryor, Vice President of Sales, wanted to launch the quality product quickly with a cost that would compete with BirdsI. He wanted in response to customer requests which were coming though his sales representatives.
Allen Roth, Director of Design & Development, who was stepping up for Harold Whistler (since he would be retiring shortly) wanted to produce a quality product without being rushed into cutting corner or cutting costs. He didn’t want his other projects to suffer as a result of Project Aerial. As a result of the conflicting departmental and individual objectives, there is a lack of consistent vision. There is also a lack of leadership and communication due to an unstable executive team.
Tony Barren, Director of Production, he had experienced the outside world of the industry. He was able to do huge success on the production facility in Shenzhen, China.

2.3.c. Right people to participate which may include the following: People with authority to allocate resources and make a decision stick; Key Stakeholders; Experts; Opponents; and Proponents.

Right people to participate: 1. People with authority * Richard Fiero, President, he can decline or give pursuance to the ideas being presented to be able to have a good project and solve the problem of TerraCog. He can give the best resources for the new product of the company. * Emma Richardson, Executive Vice President, she is the appointed manager of project Aerial that will be introduced in the market. She had been with both the Sales and Design & Development teams. She knows what could be best idea or proposal for the project. 2. Key Stakeholders * Corry Wu, Manager, Software and Firmware Design, He knows how changes can affect the product and how software and firmware design may take time in case of sudden changes. If changes will be pursued, his team will be pressured overtime.

* Tony Barren, Director of Production, a lot of changes should be done with the products already produced based on the first approved proposal. He should be keen with the changes that will be done in case the suggestion will be granted. 3. Experts * Harold Whistler, VP of Design and Development, though he had not been that active with the past meetings, people with authority should consider convincing him to participate more since he is the co-founder of TerraCog. He is brilliant in engineering and design which helped him develop much of TerraCog’s key sonar equipment products in the 80s. 4. Opponents * Ed Pryor, VP Sales, his team had already comply with the president’s suggested price of $400 per unit. But since the Aerial project team is in the process of releasing the best price of the product in the market that will not jeopardize the effort and the sales income of the company, Pryor opposes with $475 suggested by the team. 5. Proponents * Becky Timmons, CFO, with the heated issue of Aerial’s price in the market, Timmons not only supports the $475 suggested price, she even proposes to even give a $500 retail of Aerial in the market. She thinks it is the best price that can really justify all the expenses the company had been through with the project.

M1 Decision-making approach appropriate for the case.
Directive Leadership
The decision making process of TerraCog was under given that there was no obvious direction given. Each department appeared to make their own decision in secret rather than consulting with the departments as a cohesive team. In the sense, the heads of the departments failed to become a team in and of themselves. To improve decision making, TerraCog should have a strong leader, a cohesive group with a consistent vision, and have more effective and ongoing communication. As the method is applicable to the situation that is going on with TerraCog, it was a fact that Richardson was newly appointed executive vice president of the company, seems to be lacking leadership to other key player of the Aerial project. She should be firm with the decisions she’ll be doing and since she is the manager of the project as well, she should have her own effective plan for the success of the product in the market. Richardson wants the Sales and Development department together with this project, so she should be giving her directives to those departments on what she thinks both departments should do. One of the reasons several meetings she had been calling only ends without clear progress is she only lets everyone say their piece, but she doesn’t really take those arguments to be finalized with a possible solution. Most of the time, it was just even that she is overwhelmed with the power of other people around her during the meeting. The solution for the problem of TerraCog is her direct leadership over the other VPs of the company. She should give instructions and make them agree with a good solution by the end of the meeting. She should be able to put all of their ideas together, and make them realize that they should be doing it for the company not for their own personal intensions.

Step 2: Frame the issue properly.
a. Determine the problem/s of TerraCog. Refer to the guideline on how to avoid misframing. (1.1)

Macro environment of the industry projects a lot of improvement, technologically. The demands of the customers for an easier way of using the gadget are increasing. People don’t just want a gadget that can provide them accurate location and safe way to get where they are going. They also want different features like “Satellite Imagery” which they think can be trusted more. But Terra Cog cannot really give the demands of the customers that resulted to customers choosing to try the service of the competitors. It was like the specialty retailers are requesting for satellite Imagery updates from the company but the company is having difficulties on responding to the demands of the retailers, since the company is having problems with the people who are in the Project Aerial department of Terra Cog as identified below: * Flat organizational structure- too many leaders
Because of too much people having and giving their opinions and ideas about the company’s situation, the main focus of the organization is being mislead. It makes the flow of the decision making not visible because if one suggests something, others will object or not do the suggested idea. Since there are too many leaders in the organization, cooperation is a mere dilemma experienced by the people in it. It is the most important thing that an organization should have to be able to achieve their goals. * Emma, even though she is the project manager, is intimidated by Ed Pryor’s seniority and connection with the President of TerraCog
Emma seems to be dependent on Pryor’s opinion more than what she thinks she can do to the project since she is the Executive Vice President, she is obviously higher than Pryor. But because of Pryor’s experience and growth in TerraCog, Emma feels she is still not good enough to be in the position. It was that one particular meeting that they had and that she just really listened to the exchange of conversation among the other senior executives instead of proving what she should have.

* Harold Whistler is the passive manager of aggressive Allen Roth
Whistler is one of the co-founder of TerraCog, he had been made as the VP of Design and Development, but because of his attitude of not attending a lot of meeting, it is also giving problems to the meetings that maybe a final one for everyone if Whistler would have been there listening to the arguments. Allen Roth had been doing a lot of designs already that there are things that he could finalize because of Whistler’s absence. * Corry Wu’s objection Harold Whistler’s redesigning and possible changes that be incorporate to the Aerial. The objection of Cory Wu on the Whistler’s suggestion of redesigning could have been a good solution for the problem. There could still be other options for redesign; it’s just that maybe it could have been the best that they can do to solve the problem in pricing of the new product. Since they cannot give a very reasonable price for the design they had already made, a redesign of it can be a good solution to meet the best suggested price of the product.

Step 3: Generate the Alternatives
1.1a. three (3) alternative courses of action referred to the Tips for Generating Alternatives and assessment if TerraCog complied with the tip.

* Alternative Course of action 1 (Redesign a new product) * Cancel product launch for now * Recreate and redesign a new product with major reconfiguration and moldings i.e. focus of positioning * Hit the market with the new product with a “BANG” Pros | Cons | * Maintain Paramount Quality | * Declining market share | * Surpass Competitors | * High risk | | * Missing holiday sales season | * Alternative Course of action 2 (Capitalization on growth in cycling) * Cancel product launch completely * Focus and capitalize on growth in cycling and fitness GPS applications. Pros | Cons | * More stimulating technically to team members | * No share in Satellite Imagery GPS market | * Early mover advantage | * High risk | * Underserved market: Great scope | * Obstruct the brand Image of Terra Cog |

* Alternative Course of action 3 (Emma’s leadership should be improved) * Emma Richardson works one on one with Team Leaders to address underlying agendas. * Arrive on a consensus on price and then launch the product Pros | Cons | * Better coordination | * May be too late to change the development process | * Basis for consensus | * There may be no solution to some problems | * Aligns objectives and decision | * Could highly priced from customer’s perspective |

M2 – Using the Characteristics of Good Alternatives guideline, apply it to your three (3) alternative courses of action

* Alternative Course of Action 1 (Redesign a new product) * Cancel product launch for now * Recreate and redesign a new product with major reconfiguration and moldings i.e. focus of positioning * Hit the market with the new product with a “BANG”

Characteristics of good alternatives:
In effective to this alternative, the options are feasible and genuine enough to be able to hold on the possibility of having a better solution for the problem. The company needs to decide on what retail price they should be giving for Aerial unit in the market. Reconfiguration and moldings will maintain major quality and surpass competition.
Value focused in this alternative is the need to recreate and redesign a new product with major configuration and moldings, like for example focusing on the positioning. It is very much advisable because of the need to have a very effective way of drawing the attention of the customers to the company again since it lost to the competitor’s product.
The Terra Cog should be able to have a very good strategy in doing such. They should think of a better quality type of product, it may not be very advanced, but it should be very convenient for the customers to have compared to what they already have today. * Alternative Course of Action 2 (Capitalization on growth in cycling) * Cancel product launch completely * Focus and capitalize on growth in cycling and fitness GPS applications.

Characteristics of good alternatives:

Genuinely, these alternatives will give the company more time to prepare for the launch of Aerial. It will really give the opportunity for TerraCog to straighten things especially in the internal issues that are happening among executive officers. The only unconstructive thing about his option is it will be too late for the company to cope up with delay time of actual launch.
Best characteristics that can be applied in this alternative are clearly and consistently defined alternative. The meaning of alternatives is defined to a sufficient and consistent of a detail using logically consistent assumptions. Canceling the product and focusing completely on growth in cycling and fitness GPS applications is very important to consider. It just makes the company realizes what their priorities should be and what they should focus with the most.
Technically sound alternative is also applicable in this alternative. It has drawn on the best available information about the cause and effect relationships, it can also best to develop collaboration with people most affected with the cancellation of the product itself. It is the only way of knowing how big the impact of the decision is is and from there, alternative actions can be formulated accordingly.

* Alternative Course of Action 3 (Emma’s leadership should be improved) * Emma Richardson works one on one with Team Leaders to address underlying agendas. * Arrive on a consensus on price and then launch the product

Characteristics of good alternatives: This alternative may be simple, but it can be the answer to the main problem of the company. Since the promotion of Richardson, there had been buzzlings among the other VPs and Directors of the department about her capability to perform well as Executive Vice president of TerraCog. If Emma Richardson will address her lack of experience as a leader, and get help from the other team leaders, it will be very helpful for the whole project’s team.
Comprehensive and mutually exclusive states that that individual elements or components of a strategy are combined into complete packages and that the packages are directly comparable. It will give better coordination and provides better consensus to align objectives and decision. It should be able to execute as it was done not only by Emma Richardson, but also with other team leaders.

Step 4: Evaluate the Alternatives.
1.3.a. Determine the variables to consider for each alternative course of action and assess the internal and external sources of information for each variable.

* Alternative Course of Action 1 (Redesign a new product)
Variables to consider: * Cost * $ 425 * Benefits * With the given product requirements the sales team called for, the cost is as low as it will get. With the brilliant suggestion of Whistler of going around again and see what the consumers will want, redesign of the unit can make advancement over the competitors. * Intangible * Because of this consideration, people could consider taking the offer of TerraCog with the reasonable price and advanced design. Most of consumers still look for a very classy product and yet in a very reasonable price. * Time * Since it will be a redesign, two weeks of market survey can be done by the research and development department. Then consideration of what should and should not be incorporated to the new design with testing of the new product should take place in three weeks. It should be not more than three months till the actual launch of the Aerial in the market because it will be very way back for the company’s timeline and it should also be release before the competition launches another more advanced unit again. * Risk * The only risk in this alternative is that it could be the result of the redesigning. There will be adjustments and changes that might slow the process till launching of the product.

Assessment of internal sources: The internal source for this variable is that the most likely for the company to do is to be able to produce a very effective type of GPS that can be very convenient for the customers to use. Terra Cog should be able to do the most important decision and remodeling of their product. Technically and model wise, their technicians and engineers should be able to do a lot of work to be able to come up with the best quality GPS that they can offer today that their competitors haven’t done before.

External Sources: The advertisement and the comparison of the products of other competitors should be considered. This is very important as Terra Cog can make comparisons to what their competitors had done already and had never done before. It is very important for the company to see what their product in general is lacking that they can actually give to the people.

* Alternative Course of Action 2 (Capitalization on growth in cycling) Variables to consider: * Cost * $475 * Benefits * The only benefit this alternative is that if the development team will really be able to produce one good feature that will put Aerial in the market that any other competitors have not done yet, the sales of the company will definitely go up. Everything that had been through by the internal executives of TerraCog will all be worth it. * Intangible * Because of good service the unit can provide to the consumers, the company will definitely earn back the top reputation of the consumers despite of its high price. * Time * Though it will take time, but the result could be worth it. With association with other software firms, it will be very advantageous for TerraCog to fulfill this alternative. * Risk * The price is high for the consumers to consider, but if the unit of Aerial will provide new and very convenient service to the consumers like no other brand has yet, it will be rewarding to own one despite of the high price.

Assessment of internal sources: Internal source of this variable in second alternative can be variable to the point that there are still some issues going on with the people inside the company. Though the best thing for them to do is just work together and help Emma Richardson, they should be focusing on the best thing they can do to the product for the company’s progress. Capitalizing on growth in cycling and fitness GPS applications can be very much of a work for everyone in the organization and time can also be of a question. It should take a lot of time to develop considering the fact that the management department is still struggling with some political issues.

External Sources: Studying and formulating a lot of models and alternatives for a good GPS application should be conducted by a team. A good research of what people actually need from a GPS application should also be considered. Tying up with some technological firm to help their company in developing a good and even better GPS application can also be a good idea for this alternative.

* Alternative Course of Action 3 (Emma’s leadership should be improved)
Variables to consider: * Cost * $550 * Benefits * The organization in the company will be settled. It will be harmonious for everyone to work and give their own ideas and share what they can do for the success of the project. The internal problem will be solved and it will solve the arguments regarding the pricing issue as well. * Intangible * The reputation of the company will good again. If the people within an organization work smoothly, the projection of a company will be visible. The planning and launching of every product will be able to undergo a process that is on standard and with approval of everyone. * Time * It should only take a short time for Richardson to convince everyone to help her in this project. It is not just her success, anyway, it will be their success as a whole if they will work together without any personal intentions. * Risk * It could be late to change development process at this time. Even if they had put together their ideas, at this point of time, there could be some problems that might not be able to solve. Because of it it could also provide an extent of the price of the unit that is way overboard to the consumer’s expectation.

Assessment of internal sources:
Providing the cost of a new product with a very convenient and advanced technology for the customer can be a huge factor for the company’s next big step. Since it is just like starting again like because of cancellation of the the previous product, a lot of money had already been lost.
But if the people behind this project will think of what they can get from the new product they have developed, they should also consider the fact that they customers not only want the best product of GPS but also the most affordable one.

External Sources:
Comparison of the cheapest and the most expensive GPS in the market should be conducted. The price and the features of Terra Cog’s GPS should be of what their customers may have expected from them. Though they can still have the alternative of going a little bit higher than the usual, but they have to work hard with the advertising department of the product to sell in a more expensive price but with a better GPS application than the other competitors

M3 – Use the prioritization matrix to evaluate the three (3) alternative courses of action and derive a conclusion in a business context (non-technical)

Power Point Attached

Step 5: Make the Decision
1.4. Recommend one (1) out of the three (3) alternative courses of action through using at least one (1) decision-making technique.

* Alternative Course of action 1 (Redesign a new product) * Cancel product launch for now * Recreate and redesign a new product with major reconfiguration and moldings i.e. focus of positioning * Hit the market with the new product with a “BANG” Pros | Cons | * Maintain Paramount Quality | * Declining market share | * Surpass Competitors | * High risk | | * Missing holiday sales season | Decision Making Technique: Catchball In this case TerraCog is experiencing with the pricing of the Aerial in the market, Richardson needs to formulate a very good technique in solving it. The best decision making technique is catchball. This method accomplish two things: improving ideas and encouraging buy-in among participants. If Richardson will be able to convince everyone involved in this project to focus on their departments’ obligations and responsibilities for the success of the project, she needs to give them each tasks to fulfill and report to her for assessment. It will be a good process if they will be changing the model, it would not take a lot of time as it looks like if each departments will work on their own at the same time and will be given a deadline by the Project Manager. When she is done with evaluation and assessment of the Directors of departments in TerraCog, she can take and decide for what would be the next step to do and so on and so forth.

2.4. Recommend the person/people (internal or external) that is/are needed in the organization to improve on the decision making process.
Internal
* Harold Whistler, vice president of design and development, Whistler is no longer fully involved in the company he cofounded. However, his unexpected participation in the second meeting suggests he enjoys hands-on involvement * Since he is also the half brain of the product, he knows a lot of things that should be done and not in developing this project. He simply can make a miracle the second time, with other brilliant ideas of the other team members of the project * His background in engineering and design lead TerraCog to its key sonar development products in 1980s. He had done it before and it is not impossible for him to do it again.
External
* Regional Sales Managers they are responsible for New Business Development and Sales of large precision equipment to large – technical and other manufactures that use various liquids. * They should be of a big help to monitor the market place since they are the ones who are onsite. They should analyze and provide market analysis to improve product service positioning and increase effectiveness of the sales team. * They are the ones who are on actual site of the market. They should take note the things that their product needs based on consumers’ comments on different units of the competition. It is very important to know their demands so the company might be able to give to the best their ability.

D1 – Explain and justify the recommended alternative course of action using the Notify the Right People message guideline in Step 5: Make the Decision
May 10, 2010
Subject: Regular Monthly Meeting
Dear [name of Officer ],
Greetings!
As you know, our department holds meetings to assess the issue on Aerial Project unit price. We have noticed lately that not all members of the department have been attending such meetings due to the pressure of work as well as prior commitments; thus we are sending this notice to remind you of the upcoming department meeting so that you can rearrange your schedule in advance.
This meeting will be held on January 6, 10 a.m. at the mini-conference room. The agenda of the meeting is to assess possible solution for the pricing and launching of Aerial Project that is a little behind the schedule already and possible sales of our Aerial product as well as to set new sales targets for our existing product line in the short and long-term. A more detailed agenda is enclosed with this letter.
In line with this, we request that concerned members prepare reports of updates about their department’s progress regarding the mentioned project, as well as any other relevant data. Attendance at the meeting is mandatory for all See you there.
Emma Richardson
Executive VP and Aerial Project manager
TerraCog
D2 – Identify the areas of uncertainty of the decision that has been made through using the three-step approach for dealing with uncertainty

Power Point Attached

D3 – Based on the decision that has been made, explain how it resolved the problems that were identified

Customers go to competition since Terra Cog ignored the demands of the customers which elevates when competition introduced new feature of “Satellite Imagery” of GPS. The company was also in a chaos of having an organizational downfall since the promotion of Emma Richardson as vice president of Terra Cog.
First thing that was considered was the demands of the customers which have something to do with the new Satellite Imagery software. The best alternative that was considered to solve this problem was * Alternative Course of Action 1 (Redesign a new product) * Cancel product launch for now * Recreate and redesign a new product with major reconfiguration and moldings i.e. focus of positioning * Hit the market with the new product with a “BANG”
It should be the best thing that the company should consider because it will not only solve the problem with the demands of the customers to the respond of the company to those demands; it also solves the problem with the internal organization destruction. Since the most important thing to do is to reach out first to those who should be part of this project, the people around Emma Richardson thinks she does not fit with the position, if she will show her respect to them and acknowledge their talents and contributions, they can also give a lot to the project. It will also make the organization regain its strong standard and will have a very good relationship with each other. When that happens, the things that should be done will be very easy already. The most important thing when an organization is experiencing a turmoil like Terra Cog is experiencing is that the people in the organization should consider working with each other with only one interest, which is to help the company regain its position in the market as the top company that produces good quality of GPS.

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