Georginelli Dental Research (GDR) has transitioned from an agile entrepreneurial company to one that has become overly cautious as its high-margin film sales have eroded. Even though the phases-and-gates process in place at GDR provides guidance to projects, the spirit that led the company to past success has been removed from the organization. The two main characters of the case want to bring back that “can do” spirit as they attempt to rapidly commercialize the Bart scanner and extend the life of film. The issues in the case concern: a) entrepreneurial companies and their business strategies and processes for managing new product development b) the implications these strategies and processes have on addressing the needs of customers, shareholders and employees c) the role people can play in “pushing through” corporate processes and culture to improve time-to-market. The case focuses on the ways individuals might overcome internal company resistance or roadblocks by partnering with an OEM partner that possesses complementary capabilities. When seeking a strategic partner, most think in terms of technical skills; however, the culture or DNA of a partner is just as important. The case is intended for use in courses in managing new product commercialization, managing technology and innovation, strategic thinking, international business and leadership.
After negotiations with a key supplier for lower prices and quicker turnaround go nowhere, two employees of Acme Medical Imaging realize there’s no more low-hanging fruit to pick to keep their project on time and on budget — no more concessions from external parties, no more superficial, short-term fixes. They have to convince their chief executive officer and the project team to take a hard look at “internal processes.” From the perspective of Operations, this case examines the challenges that can arise – and some steps that can be taken – when the greatest obstacles to a project are the people and procedures responsible for its success.
Case Name : HR 500 Plus Scanner — Rapid Commercialization or Bust at Kodak
Authors : Donald Pillittere
Source : Ivey Publishing
Case ID : W11629
Discipline : General Management
Case Length : 06 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
The HR 500 Plus Scanner case examines how, in 2000, the Eastman Kodak Company confronted a drastic change in technology (from traditional to digital photography) that is eroding revenue and margins by double digits in its core film, paper and chemical business. Matt Giorgio, the worldwide product manager for film scanners, is being pushed by upper management to extend the life of film to provide cash for the painful and less profitable transition to digital photography. With limited overall research and development (R&D) and a dictate from the CEO for flawless execution of projects, Giorgio and his team take an aggressive approach to develop, in less than a year, a scanner that can both stave off film erosion and minimize the program’s impact on corporate R&D. Missing the team’s goal of nine months could cost him his job and leave the company vulnerable to even greater erosion of film, paper and chemical sales.
“GPS-to-GO is a successful company that has a wealth of brilliant researchers and scientists who have created advanced global positioning systems (GPSs) for complex air-traffic control and logistics systems. Now, the vision of one of the up and coming managers is to use GPS-to-GO’s knowledge to dominate the consumer market with premium-priced and feature-rich GPS units. Even though GPS-to-GO is far ahead in terms of GPS technology, the consumer market demands low-cost units and yearly follow-on products, which requires drastically different skills than GPS-to-GO’s typical five- to 10-year cost-plus government projects. One of the managers is tasked with how to meet the cost target and market window for the new product, while working with the same engineering group that caused the unit manufacturing problem and launch delays in the first place. The key issues concern 1) engineering-centric companies and their culture, business strategies and processes for managing new product development 2) the implications these strategies and processes have on addressing the needs of customers, shareholders and employees in a totally new market segment 3) the role managers can play in making critical decisions with a keen eye on roadblocks to success, such as culture, inadequate skills and overly optimistic and myopic visionaries. The case includes an Excel spreadsheet with break-even scenarios that professors can use to complement the teaching note. The case is intended for courses in managing new product commercialization, managing technology and innovation, strategic thinking, operations management and leadership.”