Gene one: Problem Solution
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Running head: PROBLEM SOLUTION: GENEONE
Problem Solution: GeneOne
University of Phoenix
Transformational Leadership
MBA/520
Introduction
GeneOne was founded in 1996 and entered the biotech industry with the original mission to become a leader with groundbreaking gene technology. Home grown consumer foods raised without pesticides was becoming more popular with consumers and GeneOne soon became a profitable biotechnological company. Within eight years of foundation, GeneOne had grown into a $400 million company. Chief Executive Officer, Don Ruiz, bolstered by growing interest on Wall Street combined with leadership changes favorable to biotechnology, developed ideas to work towards a conservative forward thinking growth target of 40%. With Board and investment community support, a clear strategy was developed for a 36 month deadline. CEO Ruiz believes that IPO capital will enable GeneOne to develop new products with support advertisement and marketing. To remain aggressive in a growing biotechnology market, GeneOne leadership and its support organization desires to show that a fledgling company can become a global competitor.
Problem Solution
GeneOne has become a global biotechnological company that is experiencing growth in products, profits and sales. New products and research support future growth and profits for the company provided that additional IPO funds become available to support continued development and research, and its support advertising and marketing. GeneOne leadership and outside consultants will develop strategies in order to reach the company goal of being one of the worlds most dynamic biotechnology companies. Gene One will realize their goals with an IPO deadline of 36 months. Ruiz transformational leadership style works for him but it will be Ruizs objective to create, “an outline of the actions required to complete the plan, assign responsibility or ownership for each action, identify a timeline for completion and define how success is measured. The common ingredients that lead to successful implementation typically
include the following:
Pick a strategy implementation process and use it
Use a facilitator (internal or external) to help you and your team work the process
Stay disciplined to the process
Know what success looks like for each action implemented
Follow-up by monitoring implementation activities on a scheduled basis ” Expert Corner (2006, p.1).
Based on the ideas of strategic implementation and forward growth planning, Ruiz has much to accomplish as leader of GeneOne before final decisions can be made. Ruiz is convinced of what must be accomplished in the immediate future; he must be able to convince, the board of directors, technological staff and stakeholders of the profit of new products with IPO support if he is to succeed in leading his organization towards a 40% growth.
Situation Analysis
Issue and Opportunity Identification
GeneOne is a relatively young biotech company. The company which was founded by Don Ruiz and four investors quickly became a strategic competitor in the biotech industry. It established itself as a leader in consumable products which were home grown and chemical free. GeneOne has experienced organizational and strategic growth that requires transition for future profits and growth. A 36 month window of opportunity has availed itself with a future perceived growth of 40%. Production culture as well as research and development of GeneOne supports continued global growth despite concerns within research and development and finance leadership. GeneOne profits and abilities to function have not become lethargic and CEO Ruiz desires to keep the company in line with global ideas and technologies. Her reign was short lived and she was replaced by William Guardo. The scope for the company to remain competitive may have to change and the competitive production initiative which was “in-the-works” still has a plethora of roadblocks which could cause delays. Lack of a solid and reliable leadership board as source and marketing campaign anticipated disasters inhibit the forward thinking research and development concept. Included in the obstructions which CEO Ruiz is senior leadership board and suggested determination of established employees who could refuse to buy-in to a IPO. GeneOne will need full spectrum of support from stakeholders, organization leadership and employees for strategic barricades to be eradicated.
Stakeholder Perspectives/Ethical Dilemmas
According to Allen & Kilvingron, “stakeholders are persons, groups or institutions with interests in a policy, program or project.”(Allen & Kilvingron, 2001, p.2). Primary stakeholders in GeneOne are founders, executives, senior leadership team, R&D and others who are a part of the biotech company. Secondary stakeholders are the intermediaries in the process, and may include educational entities, government agencies and other institutional bodies also considered to be shareholders in the company. Third party stakeholders to have vested interest are employees, front line managers, researchers, technical support. Listed as fourth interested are governmental regulators relative to enforcement of Sarbanes-Oxley Act..
Ethical dilemmas for primary stakeholders include ethical and social responsibilities to the organization as a whole with accountability to any and all partners and employees. GeneOne leadership must openly communicate between all stakeholders to positively impact the recommendations soon to be decided by Don Ruiz and the leadership team. Employees must be communicated with openly to quell any fears of lay offs and dissolution of departments and any and all impact relative to the impending IPO. Employees may need a reward system to become a multi-functional force to continued research and development strategies or whatever decisions are made as to the new products to be supported by GeneOne.
GeneOne empowerment should be to assign responsibility of change and planning to each of the issues to members of the executive body that has some past experience in solutions. Consultants