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MediSys Corp.

: The IntensCare Product


Development Team Case Analysis

- P R E S EN T E D BY
BI S H A L D E BN A T H
ROLL NO-15135
D I VI S I O N - A

MediSys Corp: The IntensCare Product Development Team

Art Beaumont President


Peter fisher VP, Sales & Marketing

Core Team:
Aaron Gerson Scientist/ R&D, original concept team
Bret OBrien Senior Engineering Manager Original Concept
team
Valerie Merz- Marketing Mnager
Jack Fogel- Senior Production Manager
Dipesh Mukherjee- Software Design manager
Karen Baio- Regulatory Affairs.

Facts of the case


The company was relatively small but it was very profitable cause of its

entrepreneurial culture that had fostered innovative thinking across the


company
New president, Art Beaumont, was hired to play a strategic role for

preserving the innovative culture and to re-stimulate the rapid growth


They develop and design product according to customer needs and

responses
They introduced a new parallel system for product development.
Most of medisys professional Employees embraced cross functional team

design
Developed an executive team and implemented a strategy for growing

the business swiftly

Problems /issues in the team


Jack Fogel was far too focused on the details on the product side and

far too little concerned about the business issues and impending
launch.
Instead of working towards single goal, it seemed they were
concentrating on their own departments and roles. The group required
to work or do the right thing for the company and not just their own
departments.
Art Beumount wanted to develop an executive team that would jointly
create and implement a strategy for growing the business swiftly.
The management style does not reflect the entrepreneurial spirit- it was
more of command and control culture with more emphasis on technical
excellence.
Cross functional teams

Although it fit their entrepreneurial and team-like

approach, it was more disciplined and formal then


they were used to.
Core team members continued to report to their
functional managers who continued to supervise and
evaluate them.
Tight deadline given by Beumont for the launch of
innovative, world class product by August 2009.
was considered to be very aggressive, considering the
different difficulties they were facing.
Any changes in design would threaten a delay in
production. The team had to meet strict quality, and
regulatory standards.

Probable solutions/Recommendation
Re-built team dynamics,build trust among themselves
One to one councelling can be done to regain the

confidence and attachment towards organisational goal


MediSys can align individual performance with
organizational objectives to improve business output
Performance scorecard can be provided to emphasize the
team performance.
Modular design and parallel development should be strictly

implemented and carefully monitored