TerraCog has many tensions that are causing the company to suffer. The company has an unstable executive team that lacks true leadership, there are no clear departmental or individual objectives, group structure is lacking, the team lacks a decision making process, and there are many team conflicts that lacks negotiating.
Richard Fiero, President of TerraCog since 1985, does not realize all the tensions his leadership team is causing for the company. Fiero has tasked a new Vice-President, Emma Richardson, with leading the Aerial project which includes a change of decision making. The absence of the president and leadership within the design and development and the sales department is evident. Since Emma is tasked with changing the decision making process where is Fiero and Whistler in this transformation? According to Kotter (2001), “They don’t make plans; they don’t solve problems; they don’t even organize people. What leaders really do is prepare organizations for change and help them cope as they struggle through it.” This organization lacks a clear defined decision making process – Emma is trying to build a consensus with each functional area. It is hard when the team only cares of their functional areas and decision making decisions. The executive teams show the silo syndrome – concerned with only their function/divisions. A team is the only way to assemble the knowledge and breadth required to pull off the complex tasks of TerraCog. Does Emma really have a team here? I would say there is a lack of Group Structure. According to Gratton & Erickson (2007), “8 Factors that lead to success are:
1) “Investing in signature relationship practices” – the team has conflict and lack of communication during pre-launch meeting;
2)...
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