Geneone

Running head: PROBLEM SOLUTION: Gene One.

Problem Solution: Gene One

xxxxxx

University of Phoenix

MBA/520

Date

Problem Solution: Gene One Inc.

Introduction

Gene One is at a crossroad as an organization. They have moved quickly from a small start-up to a company that needs to go public to attract additional investment and capital to fund the new products, staffing, and innovations. The organizational culture has not grown as fast as the products and profits of the company. Don Ruiz, the CEO must provide transformational leadership competencies to lead the organization through this difficult time. Mr. Ruiz will provide a plan that addresses all the stakeholder groups that includes a shared organizational vision and a roadmap for success. The plan features a research strategic plan, IPO expertise, a leadership development program, and a marketing infrastructure. The solution will test the values, ethics and emotions of the leaders of the organization. Some leaders may leave while others will embrace the new company.

Describe the Situation

Issue and Opportunity Identification

Gene One is an organization that is in transition and is in need of transformational leadership. McShane and Von Glinow (2004) describe transformational leadership as a leadership perspective that explains how leaders such as the CEO of Gene One can change the organization by creating, communicating, and modeling a vision for that organization and inspiring employees to strive towards the vision. The opportunity is the development of a high performing culture working towards a common goal.

The leadership is looking to maintain 40% revenue growth through an increase in the number of products produced in the research and development technology team. The issue is that good research cannot be rushed. The opportunity is to increase the number of clinical trials and viable research projects.

Leadership development at Gene One has not been a priority in the organization. As the company grows, leadership development is a key component to improved job satisfaction and work behavior. The competency perspective of leadership states that leaders become effective only after they have developed and mastered the necessary leadership competencies (McShane and Von Glinow, 2004). McShane (2004, chap. 14, p. 420-421) also states that "companies must do more than hire people with certain competencies. They must also develop their potential through leadership development programs and practical experience in the field."

Stakeholder Perspectives/Ethical Dilemmas

The stakeholder perspectives and ethical dilemmas are identified in Table 2. By implementing this plan, the Board and Wall Street will feel comfortable that the issues related to the IPO are being addressed and that future profitability of the organization becomes a top priority. The conflict between leadership and the research team will be addressed by the development of a research strategic plan. The implementation of the marketing infrastructure will provide a methodology to bring new products to market. A leadership development program will provide a roadmap for the new corporate culture. Leadership will be much more comfortable when the IPO expert arrives and can answer questions and lead the IPO transformation from a private to a public company.

Frame the "Right" Problem

Gene One will become a leader in the biotech industry by developing a world class culture that supports leadership development and advanced research to develop new products that contribute to a better society and an inspired workforce.

Describe the "End-State" Vision

Gene One will:

* Be a leading publicly owned biotech organization known for innovations that enrich the lives of the populations that their products serve.

* Be known as the place to work for the best and brightest employees and researchers in the world.

* Accomplish their mission by providing breakthrough technology, research and product development combined with leadership and profitability to fund that mission.

The desired future end state goals are:

* Goal 1: Execute an initial public offering within 36 months while retaining key intellectual capital.

* Goal 2: Increase the number of products to market through increased funding and staffing of the best scientists in the world. Increase research funding and scientists by 50% per year for three consecutive years after the IPO.

* Goal 3: Provide a culture of working together, leadership, and innovation through a world class leadership develop program. The leadership development training effort will require a minimum of 80 hours of training per year and an additional minimum training for new employees and new positions.

* Goal 4: Gene One is a leading publicly owned biotech organization with increased revenue targets of 40% per year and six breakthrough technologies within the next four years.

Identify the Alternatives and Benchmarking Validation

Gene One has several issues and opportunities in order to satisfy the future end-state goals. The alternatives will also allow Gene One to address the problem/opportunity statement discussed in the "Frame the 'Right' Problem" section of this paper. The alternatives address Gene One's culture, leadership development, organizational structure, and the use of influence and power.

Alternative One

Alternative one addresses the culture and strategic vision at Gene One.

IBM CEO, Samuel Palmisano transformed IBM when he was required to "implement a global reorganization of the company" (Hamm, 2005). He carried out his vision to "dismantle the structure that served it so well for so long" (Hamm, 2005). Through cutting and centralizing, he persuaded his stakeholders to believe in his mission.

IBM's CEO simply had a vision and through effective planning, was able to gain the confidence of his stakeholders and key management team. Transformational

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