...Opportunity/Problem Historically, MediSys approached product development in a sequential order. In August 2008, Art Beaumont, President, introduced a new parallel system for product development in which he assigned a core team of people from critical functions to work together to move the product from conceptual stage to final production. Due to this new structure, there are two main issues that the IntensCare team is facing. The first issue is the lack of shared leadership between the IntensCare team. The cross functional team’s purpose is to put people with diverse expertise from different departments in a team to work jointly to come up with more innovative solutions and ideas. The core team is not effectively sharing leadership and communicating which makes the group ineffective in launching the IntensCare product. The lack of communication is slowing down the decision making process while isolating upper management, particularly Valerie Merz (marketing manager), from knowing about product launch issues. Unresolved conflict and ineffective communication between Merz and Brett O’Brien, Lead Engineer, is also causing frustration amongst the team. Merz is considering resignation while O’Brien wants to be taken off the project. Either of these outcomes could cause the launch of the project to be delayed or possibly lead to failure allowing the two competitors to put the new product on the market. The second problem is that the IntensCare team is acting as a group; not...
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...WEEK THREE BULLETIN: MediSys Case Medisys Corp is an excellent case to help students think through the issues involved in designing and managing teams. There are no villains in the story, just decent individuals who behave in ways that, knowingly or not, sabotage the potential success of the IntensCare project. Medisys provides an especially good opportunity to think about lessons from the previous weeks. Specifically: Daniel Pink agues in his TED talk for the importance of autonomy as a motivator. Wasn’t autonomy the operating premise of the Intenscare project? As such, how can one reconcile Pink’s advice with the disastrous scenario in the case? Also, what could Valerie Merz learn from Henry Fonda who had no authority [Merz’s big complaint] but was able to persuade people to act as a responsible team? ANALYSIS In this century, complex technologies and increasing competition in the marketplace often mandate fast time for product development. These real-world pressures make teams a logical choice for projects that require multi-functional inputs and shared decision-making. However, groups are extremely challenging entities and managers must learn how to enable their success. There were three parts to the MediSys assignment. 1. What is working? a. On the organizational side, the company is very profitable and its original entrepreneurial culture had fostered innovative thinking across the company and, as a result, numerous promising initiatives were at various...
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...HBS Case - MediSys Corporation 1. What is the objective of the project described in this case? The objective of IntensCare project described in the case is to launch the product by August 2009. Before the launch they need to conduct clinical trials and ensure that all regulatory requirements are met. 2. Who is the Project Manager? What is this person’s position/title in MediSys Corp? Jack Fogel is the project manager. Title: Project Leader 3. Who is the Project Champion? What is this person’s position/title in MediSys Corp? Valerie Merz is the project champion. Title: Business Leader 4. Who is the Project Sponsor? What is this person’s position/title in MediSys Corp? Art Beaumont, the company president, is the project sponsor. 5. Who are the other people mentioned in the case and what are their roles? Valerie Merz – Marketing Manager & IntensCare Business leader – in charge of P&L of IntensCare Bret O’Brien – Senior Engineering Manager Dipesh Mukherjee – Software Design Manager – Aaron Gerson – Scientist, R&D Karen Baio – Regulatory Affairs 6. What are the key milestones and time-line for "The IntensCare Product Project"? The project needs to meet milestones on design, clinical testing, and production schedule. Once the software design and development is achieved, the project can do clinical trials before moving to production stage. 7. What are the positions of the people mentioned in the case regarding the milestones, time-line, stakeholder...
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...Case Study-Medisys At Medisys there were several contributions that were compelling the company to change and reinvent itself. Among these contributions the most prevalent was the fact that Medisys was losing market share to its bigger competitors who had more capital. Another factor compelling the company to change was the new leadership under Mr. Beaumont. Under Mr. Beaumont the culture of the company changed to a parallel development approach in order to speed up product development. To show that it was reinventing itself Medisys set a goal of launching an innovative world class product by August 2009. This new product that would set Medisys apart was IntensCare, and it would revolutionize hospital communication. Unfortunately there were several forces that were affecting the completion of IntensCare on time. One of these was the culture that Medisys had fostered. The environment influenced how IntensCare would be developed in order to contest competitor’s similar products. This was a product of parallel development and cross-functional teams that forced individuals to take a step back and look at the big picture. Another force that was affecting IntensCare was the behavior of the group working on the project. Performance evaluation included a measure of whether or not people worked on other projects. As a result of this some members put time into other smaller projects and not IntensCare. This was viewed as a lack of commitment by other people and fostered a poor environment...
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...MediSys Corp: The IntensCare Product Development Team Donnellon, A & Margolis, JD 2009, Harvard Business Publishing, no. 4059. Andrew Kuszczakowski Contents Question 1 Creation of Executive Committee Product Development Process Different Decision Making Process Question 2 Product Delivery and Modular Design Points of Conflict Resolution Strategy Regulatory Compliance Points of Conflict Resolution Strategy Question 3 Personal Goal Organisational Goals Influence Tactics Question 4 Team versus Group Analysis Team Development Tactics References Appendix A – Decision Making Style: Formation of Executive Committee Appendix B – Decision Making Style: Implementation of Cross-Functional Teams Appendix C – Conflict Map: Product Launch Date Appendix D – Conflict Map: Modular Design Issue Appendix E – Conflict Map: Regulatory Compliance Appendix F – Merz’s Organisational & Professional Goals Appendix G – MediSys Corporation: IntensCare Structure Question 1 Art Beaumont joined MediSys Corp in January 2008. Within weeks he introduced a series of changes. What were those changes and how did he go about making them? If you were Art Beaumont what would you have done under the circumstances? Support your opinions with appropriate evidence. Beaumont identified areas in the corporation that he believed required changes in order for MediSys Corporation to continue to grow its business. He identified a lack of strategic focus within the corporation...
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...The MediSys team that focused on developing and launching the IntensCare product line definitely faced challenges working together effectively as a team. With 6 months until the scheduled launch of the product, the cross-functional product development team behind its design, clinical testing, and production schedules was facing production delays, design issues, and marketing strategy constraints. The following analysis outlines analyzes the case from the perspective of Art Beaumont, the president of Medisys and details what went right and what went wrong within the group and recommendations for Beaumont to correct the situation. The first thing that was done right on was that the IntensCare team received very clear direction from Beaumont in regards to managing the direction of the project. He clearly stated his expectations for the roll out of the IntensCare system by Aug. 2009 without explicitly defining the means that the group would use to get there. Each member was empowered to make decisions about the development of the product with very little managerial obstacles. For example, Dipesh Mukerjee, the Software Design Manager, was free to pursue off-shoring the design and development of the software for the new product. Bert O’Brien, the Senior Engineering Manager, was completely free to design the mechanical system anyway that he wanted as long it meet the specifications. This level of autonomy enabled each member to focus on Self-Actualization as described...
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...Context and Relevant Facts MediSys is a U.S based medical device manufacturer. Medisys has been developing and preparing for the launch of IntensCare, a remote monitoring system for use in hospitals’ intensive care units. The company is heavily invested financially in this product and the market eagerly awaits its launch. Valerie Merz, marketing manager for IntensCare, felt immense pressure in the product being ready for launch at it scheduled release date. Art Beaumont, the company president, formed a group of six individuals to help oversee the design and launch of IntensCare as well as speed up product development. The group has begun to run into problems involving clinical testing, product design and the release deadline. Competitors are set to launch similar products within the same year, creating added pressure. The team put together by Art Beaumont consists of the following individuals. Jack Fogel, Senior Production Manager sees himself as the one who should overlook every activity on the team. Jack is more focused on the design of the product than the upcoming launch. Dipesh Mukerjee, Software Design Manger, is very confident in his design and working with developers in India, but others on the team are not as confident in his approach and foresee potential problems that could lead to setbacks. Karen Baio, Regulatory Affairs, is seen by some of the team members as someone who deliberately delays progress. She does not get along well with Dipesh or Valerie and believes...
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...Sylvia Glover, CMAS (AMT), CPAR 233 Eastdale Road South Apt. D Montgomery, Alabama, 36117 (334)513-9735 (334)647-1220 sylglov@hotmail.com OBJECTIVE Obtain meaningful employment with the opportunity for advancement. ------------------------------------------------- EDUCATION Virginia College Online Master of Business Administration-Healthcare Graduation: June 2015 GPA: 4.0 Virginia College Online Bachelor of Science Degree in Health Services Management Graduation: December 2012 GPA: 3.39/4.00 Virginia College in Montgomery Associate of Science Degree in Medical Office Management Graduation: December 2010 GPA: 3.88/4.00 OIC in Montgomery Word Processing Certificate Completion 2002 ------------------------------------------------- PROFESSIONAL EXPERIENCE Food Service Director, Country & Columbia Cottages, Montgomery, Alabama, 06/12-Present * Prepare home-style meals for large groups of people. * Prepare purchase orders for the success of kitchen functions. * Successfully complete all task in a timely and professional matter. * Maintain budget for food service success. Cook, Jim N’ Nicks Barbeque, Birmingham, Prattville & Montgomery, Alabama; Smyrna, Tennessee, 03/05-06/11 * Hands on trainer for line and prep cooks, and organization of catering. * Successfully completed all jobs by the time requested. * Assisted in several store openings and training of new employees and managers. * Achieved...
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...Harvard University Extension School Management E-5475 – Strategic Management of Growth Companies Course Syllabus – Spring 2012 November 25, 2011 Course Logistics Day and Time: Tuesday, 7:35-9:35pm Location: Byerly Hall 013 Course iSite: http://isites.harvard.edu/course/ext-23550/2012/spring Instructor: Dave Power 617.694.2472 President, Power Strategy dave@powerstrategy.com Office Hours: Before class and by appointment ------------------------------------------------- About the Course Course Description and Overview Growth companies are the engines of product innovation, market expansion and value creation. But sustaining the growth of these dynamic private companies -- typically with revenues of $10 to $100 million -- requires a unique set of skills, different from those required in either startups or large public companies. Many promising growth companies stall as their business models mature and they outgrow the processes and teams responsible for their early success. Using a mix of case studies, group discussions, interactive exercises and written assignments, this course provides a general management perspective of growth companies: strategy, execution, team, and capital. You first learn different growth strategies, including market disruption, “white space” discovery, and business model innovation. You then connect strategy with execution through market selection and positioning...
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...[pic] Ronel I. Magoncia Blk 3 Lot 1 Phase 1-E Kasiglahan Village, San Jose Rodriguez, Rizal. Mobile 09102781886/09339477766 E-mail Address: ronelmagoncia@yahoo.com |Experience | | | | | |DISTRICT SALES MANAGER | | |TruMed Pharmaceutical | | |SGS Bldg. Araneta Ave. Quezon City | | |September 2012 - Present | | | | | |District Assignment: GMA – Bulacan | | | ...
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...Athens Information Technology Master in Management of Business, Innovation & Technology (MBIT) Management Information Systems E-Health in Greece compared to EU/US and the impact of Big Data in healthcare Prepared by: Athina Klaoudatou Christos Panagiotou Abstract The aim of this report is to describe the eHealth market. The focus is the Greek business landscape, current trends in the market, industry growth, drivers, and restraints, the technologies and the players in various aspects of the field. Data are presented about the evolution of the market and there are descriptions of what Greek companies offer. Moreover implementation measures are presented, along with progress achieved with respect to national and regional eHealth solutions in EU and EEA Member States. Table of Contents 1. The National Health System 1 1.1. Organizational structure 1 1.2. Some facts & figures 1 2. What is eHealth, definitions, areas of application, benefits 5 2.1. What is eHealth 5 2.2. Forms of eHealth 5 2.3. Benefits of eHealth 6 3. eHealth framework in European Union countries 7 3.1. eHealth Action Plan 2012 - 2020 7 3.2. eHealth in the European Countries 8 4. Application of eHealth practices 10 4.1. Electronic Health records (EHR) 10 4.1.1. Examples of current EHR use 10 4.1.2. Electronic Health Record in Greece 12 4.1.3. Summing up 14 4.2. Interoperability 15 4.2.1. Defining Interoperability in Healthcare Systems 15 4.2...
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