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    Ishan Kapoor
    Celeritas Inc. was a leading network optimization firm that experienced slowing growth to 20% and missed sales targets, due to high turnover, low morale, and lack of cooperation among divisions. The organizational consultant identified key issues such as the CEO's centralized decision making and poor communication/coordination between departments and SVPs. The recommendations were for the CEO to become more participative in decision making, give clear goals and direction, improve information sharing, and provide training to develop the SVPs' managerial skills.

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    Ishan Kapoor
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    Celeritas Inc. was a leading network optimization firm that experienced slowing growth to 20% and missed sales targets, due to high turnover, low morale, and lack of cooperation among divisions. The organizational consultant identified key issues such as the CEO's centralized decision making and poor communication/coordination between departments and SVPs. The recommendations were for the CEO to become more participative in decision making, give clear goals and direction, improve information sharing, and provide training to develop the SVPs' managerial skills.

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    Celeritas Inc. was a leading network optimization firm that experienced slowing growth to 20% and missed sales targets, due to high turnover, low morale, and lack of cooperation among divisions. The organizational consultant identified key issues such as the CEO's centralized decision making and poor communication/coordination between departments and SVPs. The recommendations were for the CEO to become more participative in decision making, give clear goals and direction, improve information sharing, and provide training to develop the SVPs' managerial skills.

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    Download as PPTX, PDF, TXT or read online from Scribd
    Download as pptx, pdf, or txt
    222 views6 pages

    PPT

    Uploaded by

    Ishan Kapoor
    Celeritas Inc. was a leading network optimization firm that experienced slowing growth to 20% and missed sales targets, due to high turnover, low morale, and lack of cooperation among divisions. The organizational consultant identified key issues such as the CEO's centralized decision making and poor communication/coordination between departments and SVPs. The recommendations were for the CEO to become more participative in decision making, give clear goals and direction, improve information sharing, and provide training to develop the SVPs' managerial skills.

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    Celeritas, Inc.

    :
    Leadership challenges in
    a Fast Growth Industry

    Submitted To: Submitted By:


    Dr. Mousumi
    Sengupta
    Introduction
    Founded in 2003 by three MIT engineers, Celeritas Inc was a
    leading firm in the enterprise network optimization industry.
    Among the first companies to offer WAN accelerators to
    businesses.
    Industry estimated at $1.1 billion in 2010 with a projected annual
    growth rate of 20% CAGR over the next several years.
    Establishing themselves into a new market Cloud Computing.
    Large team of researchers engineers. Employee strength More
    than 1000.
    Established reputation for quality and innovation, often being the
    first to market with product enhancements and new solutions.
    Problems Identified
    Annual growth slowing down to 20%, Missed the sales
    targets of first two quarters of 2011.
    Principal Reasons Identified by Boyer:
    High employee turnover
    Low morale across the company
    Lack of cooperation among divisions.
    Boyer tried working with an expert in organizational
    effectiveness a year and a half ago, but nothing came
    out of the whole exercise.
    Hired Carla Reese, organizational consultant.
    Key Issues
    Philip Boyer
    Centralized decision making.
    Sharing of information with the executive team. Non-
    Participative Behavior.
    Inability to influence the SVPs to achieve organizational goals.
    Important Leadership trait missing Openness - Encourages
    information sharing and is open to opposition (permission to
    speak freely).
    Boyer SVPs & VPs relations: Degree of confidence and trust
    in the leader.
    Failure to provide clear path SVPs mentioned they didnt had
    a clear direction in which they should work upon.
    Senior Vice Presidents
    Working to achieve their departmental goals which they
    perceived as the best for the company and will increase the
    sales.
    Blame Game Lack of productivity on different departments.
    Lack of Managerial issues Incapability regarding big level
    strategic decisions.
    Lack of coordination amongst themselves No information
    sharing.

    Vice Presidents
    Lack of trust in Philip Boyers Leadership as well as SVPs
    managerial skills.
    Resistance to any change.
    Recommendations
    Philip Boyer
    Participative Consults with the employees in decision
    making.
    Directive Gives the SVPs and departments clear goals and
    directions aligning with the organizational goals.
    Influence SVPs to achieve organizational goals.
    Delegate the work judiciously.
    Improve communication and coordination between
    departments.
    Share the required information with all the departments.
    Train the SVPs to become effective managers.
    Feedback System for employees advices, suggestions and

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