The Following Are the Core Issues Erik Peterson Needs to Immediately Address in Order to Have a Successful Launch of BiometraEssay Preview: The Following Are the Core Issues Erik Peterson Needs to Immediately Address in Order to Have a Successful Launch of BiometraReport this essayExecutive SummaryThe following are the core issues Erik Peterson needs to immediately address in order to have a successful launch of Biometra on April 1st.Erik’s lack of experience and skill required for the General Manager job profile coupled with absence of mentoring and support from the senior management
Conflicts between team members therefore not a cohesive team working towards a common goalProblem statementErik Peterson had a big task ahead of him as the General Manager of Biometra, the first product launch on April 1st. The target launch date had been postponed once before so there are a lot of pressure to meet the revised deadline. With only twenty days remaining, there were a many key issues which needed to be addressed urgently.
Erik Peterson was a fresh MBA graduate and he had little experience in the medical devices industry. However, due to the extenuating circumstances, Jenkins promoted him to acting general manager (GM) with overall authority for Biometra’s operations. Erik was promised that he would get enough support and guidance from Jenkins for the launch. However, upon starting his job, Erik discovered that he would be reporting to Jeff Hardy, vice president of planning and control instead of Jenkins. Hardy did not have any prior experience in product launches and was unable to provide any advice. Over 9 months, Erik felt consistently hampered by his inability to get either support or clear direction from Hardy. Many problems may have been avoided if Hardy had provided timely support and guidance to Erik in his hour of need. For e.g. Support from the prominent key opinion leaders (KOLs) for the launch was critical but still uncertain. In order to get the KOLs onboard, Erik wanted to provided more support, such as flying in a dedicated technician and additional trainers for the KOL’s clinical staff in advance of the product trials. But Hardy’s indecision on the funds approval was counterproductive,
increasing the likelihood of getting no support from the KOL’s and damage the company’s reputation.The other issue was that Erik was unable to build and lead a cohesive team, all working towards a common goal. His relationship with few team members was strained because they resented his sudden promotion to General Manager. There were issues between team members due to salary discrepancies, different working styles and difference of opinions. There was a lack of communication and trust between all team members. Therefore, the working environment at Biometra was not very productive. Erik spent a lot of his time analyzing and sorting these internal conflicts instead of channeling his energy and time to other important tasks.
A spokesperson for the Canadian Association of Chiefs of Police, Peter D. Waring was less forgiving: «It was always a matter of taking a lot of pain out of the service because of your actions or your way in. Our relationship is one that has been extremely successful, and our commitment to it does not change when we are down this road. We do not work off of any specific group of individuals – we work within the team. We don’t feel like we are one individual or group, however we do try to look at other factors such as those identified by CACP, including a lack of coordination and a lack of trust with other organizations over their support and communication. Our goal as a government is to build something that reflects our shared values, and we are incredibly committed to it.
Despite the challenges these men faced, they are still very committed and continue to see improvement in their efforts.
In early December 2010, Erik Deltour, the founder and the chief technology officer at Biometra was given a one-year contract for his services to assist with the development of online training. Following him and other other C&S personnel, Deltour became the lead engineer at the National Security Group. This arrangement resulted in the acquisition of an IT team composed of several technical leaders including Mark J. Fiedler, Bruce R. McGovern, and John C. Nuccitelli. The four leaders (including Erik and C&S chief engineer C&S Steve McQuillan and vice president for technology) are part of a C&S team focused on developing more advanced and more secure software that will help strengthen the National Security Agency’s online security. These men help to provide guidance and direction to the National Security Group. Erik’s job description includes “develops and deploys online services to enhance national security operations by improving security with a mobile app that can be accessed through a simple and easy mouse click to any website or service.
A short time later Erik was transferred to a highly qualified position at C&S, where he now oversees product solutions at BAE Systems. This position will help ensure that the best product for this purpose is in place; therefore, we are pleased to be providing C&S the opportunity to work with an advanced team that includes the National Security Group.
Our experience with these C&S personnel includes experience with a diverse group of organizations, including the National Security Group, our own internal CIT and the Office of Naval Intelligence (ONI). For detailed information on other senior members of the ONI in Canada, including our Senior IT Program Director Chris Jorgensen
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