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Caso Wallace

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Caso Wallace
Admin Estrátegica ICO-EST72
Claudio Orpinas
16 mayo 2012
Primer Comentario: Carta Presidente a Accionistas
 Solo un 5% de rentabilidad sobre ventas en negocios de alta tecnología es bajísimo!.
 Es una empresa mediana MM$70 (aunque son US$ de otra época) con estructura de empresa grande
 Enfoque al control, cuando se debe crecer y orientarse a la tecnología!
 El negocio está en crisis!
Entrevista a Presidente: Wallace
 Despectivo con los ingenieros en una firma de ingeniería!!
 Poder de los empleados: no los puede despedir a pesar que solicitaron la renuncia al
Sr Wallace! Esto ocurre en organizaciones que el capital humano es muy grande
 Mal Trato
Entrevista a Vice de Relaciones Industriales: Cambell
 No quiere a Wallace
 ¿Problemas casi domésticos del personal: perfiles atrasados? Modernicen la gestión
 ¿Le rechazan a los candidatos o a él?
Entrevista a Director Programas Avanzados: Smith
No justifica el Depto. marketing, demasiadas solicitudes de planificación, ¿será por espíritu controlador de Wallace?
Entrevista a Director ingeniería Kane
Desvestir a un santo para vestir a otro: 6 ingenieros al área química!. Ellos debieron solucionar sus problemas
Entrevista Jefe Proyectos Área Naval: Lowell
Mala opinión de Wallace. Le faltan recursos
Entrevista Planificación: Jones
¿Hace labores de venta de proyectos?
Orientación a lo administrativo nuevamente
Director de Operaciones. Williams
Precios de Transferencia con División Plásticos: no pueden estos venderles a precios competitivos? Falta marketing Técnico
Hay oportunidades de desarrollo no defensa dentro del grupo principal!¿ no so sabia
Wallace?!
Comentario 1:
El gran tema de Wallace es la diversificación para no depender tanto de defensa
Comentario 2:
El equipo del Holding no aporta mucho ya que están diversificados no relacionados
¿ se justifica un gerente corporativo de RRHH en negocios tan distintos?
¿Ídem el gerente marketing, si la venta es básicamente B2B?
Si el 70% es Electrónica no se justifica duplicar la Gerencia
Comentario 3:
El nuevo gerente de ingeniería viene de una empresa informática: parece un error grave, en empresas tan especializadas. Lo demuestra al haber pasado 6 ingenieros a plásticos sin reemplazo! RECOMENDACIONES
R1: Tema Liderzago: Wallace debe buscar un sucesor con Liderazgo y/o perfil Técnico. Los candidatos son el Director de Ingeniería o el Gerente de Finanzas
R2: Urgente plan de Capacitación Administración debe ver si los técnicos tienen el perfil de administradores, si no lo tienen deben capacitarse urgentemente o cambiarlos ¿ habrán llegado a un nivel de incompetencia?
R3: fusionar las áreas de ingeniería e ing avanzada, dejando a Kane como único y solicitar a
Smith que quede como asesor part time un par de años.Se ve repetición de cargos
R4: recuperar urgente a los ing pasados a química. Ellos busquen su solución
R5: menos gente y mejor pagada por resultados: se van el gerente de RRHH corporativo, el de marketing corporativo, se produce una fusión de las áreas de ingeniera, y otros. Se ofrece al personal o aumentos de renta por resultados.
R6: La diversificación (salirse de defensa) puede hacerse en el aérea de electrónica. Eso al parecer no lo sabe Wallace!!
R7: vender las empresas de químicos y plásticos: no aportan rentabilidad e incluso distraen recursos: química pide ingenieros y plásticos no puede vender a valor de mercado

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