Team 10

Leadership n Organizations
1
TerraCog GPS Loses its Way! TerraCog GPS Loses its Way!
Team SWAT
Chintan Patel , Neil Dudich, Saurabh Palkar, Soumik Mandal,
Vivek Vadakkuppattu)
Leadership in Organizations
Team 10
Leadership n Organizations
2
Micro Micro
Environment Environment
Does Not Does Not
Respond Respond
Macro Environment Macro Environment
Terra Cog
Sales and Leadership
Environmental Changes Environmental Changes
Specialty Retailers Specialty Retailers
DeIayed Response
Threat Threat
ew Feature
"Satellite magery
Customers Love t
554rtunity 554rtunity
Ign4res Ign4res Customers Go To
Competition
Result Result
Project Aerial
Request SateIIite Imagery
Macro Environment Macro Environment
Team 10
Leadership n Organizations
3
Meeting Chaos Meeting Chaos Clash oI Personal Interests Clash oI Personal Interests
o CIear Agenda
Finger Pointing, o One Has Vested Interest in Project AeriaI
DifficuIty to Reach a Consensus
o resuIts at the end of meeting 2 and 3
E. Richardson
Executive VP
Becky
Timmons
CFO
Richard Fiero
President
Ed Pryor
SaIes
Cory Wu
Software
Allen Roth
Dir. Des. & Dev
H. Whistler
VP Des. & Dev
Alice Gorga
Hardware
Tony Barron
Production
Meeting 1
Meeting 1- Project AeriaI Kick Off
Richard Pressed for time, but quality
product
Ed Same features, at $50 premium,
slower speed is OK
Tony not present at meeting
Emma not present at meeting
Meeting 2 - Pre-Launch
Earlier failure Different perception
(Richard and Tony)
Software does not agree with hardware
costs
Hardware thinks it's a sales problem
Sales not ready to change anything
(Does not even want to try)
o one is flexile
Emma is biased that it is a P&D
problem, without examining if sales can
tweak a few things
Meeting 3 - One Week after Pre-Launch
Teams formed Us vs. Them
Environmental changes ew
competition. (e.g. Garmin)
Harold is trying to offer options but is
cut off
one of the groups are ready to bend
Personal nterests
Ed
Allen
Tony
Becky
Meeting 2 Meeting 3
Team 10
Leadership n Organizations
4
Objectives : Objectives : What were they thinking What were they thinking
Richard Fiero
!resident
"Our reputation Ior quality is paramount
Get this product completely right the Iirst time.
Emma Richardson
ecutive V!
Move TerraCog towards i) Greater operational alignment
ii) Increasing departmental cooperation
Ed. Pryor
V! Sales
I will take a big hit, iI we don't reach our sales targets.
Harold Whistler
V! Design & Devl.
Preparing to retire and has switched to only part-time employment.
Allen. Roth
Direct4r Design &
Devel45ment
I am ready to be VP, Design & Development, but Aeriel diverts attention Irom
building a product line I can truly call my own.
Cory. Wu
Mgr S41tware &
Firmware Design
High hardware costs and labor estimates are not justiIied.
"There's got to be room Ior cuts.
Alice. Gorga
Mgr Hardware
Design
These costs are realistic.
"Sales probably just needs to reconsider how to position this thing.
Tony Barren
!r4ducti4n Mgr.
I'm not going to cut corners in production. I had my head handed to me the last
time we had quality issues.
Team 10
Leadership n Organizations
5
TERRA COG: Decision Making Rubric
#
'Attentive Channel Nanagement'
Listening to specialty retailers
!nvolvement of key Terra Cog
executives in product decisions,
ie., President Fiero S vP Design
and development Whistler
Rapid, responsive decision making
regarding costs, pricing and initial
product volume
Focus on key customer base of
serious outdoor enthusiasts

Delayed market responsiveness

!nstitutional inertia
Abrogation of decision making and
higher level executive control
Decision making by ad hoc committee
not involving all essential company
personnel, eg., CFO Becky Timmons
Ascension of functional priorities in
decision making process and
competition between departments.
Team 10
Leadership n Organizations
6
Recommendation 1 Recommendation 1 Let`s go hit the market as Let`s go hit the market as
planned planned
Launch Aeriel immediately with reduced margin expectations.
Establish a Ioothold in the market and gain consumer conIidence.
Improve design and manuIacturing processes to reduce production
costs.
!r4s C4ns
Immediate market presence BirdsI and
Garmin already there)
Decreased margin
Capture sales Ior holiday season Pressure on manuIacturing and design
team to reduce product costs.
Team 10
Leadership n Organizations
7
Recommendation 1 Recommendation 1- - Recommended Recommended Structure Structure
Manufacturing
Design &
Development
Project
Aerial
Finance Sales
President
Team 10
Leadership n Organizations
8
Recommendation 2 Recommendation 2 Fools Dare where Angels Fools Dare where Angels
Fear to Tread Fear to Tread
Hold oII product launch and return to the market with a 'WOW
Works Out Wonders!) product
!r4s C4ns
Frog Leap competitors Declining market share
Get the basics right! High risk!
A La Apple - iPhone
Team 10
Leadership n Organizations
9
How do I pull an Apple with this How do I pull an Apple with this
'Give em the Pickle!``
Improved Leadership
Improved Communication between departments.
Extensive market research
Better Product Development Ilow
Team 10
Leadership n Organizations
10
Start at Bottom oI Market Street
Make a right onto Improve PerIormance Highway
At the Iork make a leIt onto Improved Leadership
and Communication
Drive on Ior 5 months
Drive over competition and make a Right
Destination ahead oI you
Arrive at No 1, Top oI the Market Street!
How do I get there How do I get there