Gene one Problem Solution and Defese Paper
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Running head: GENE ONE PROBLEM SOLUTION AND DEFESE PAPER
Gene One Problem Solution and Defense Paper
Global Communications Benchmarking
Kim Jack
December 03, 2007
Gene One Problem Solution and Defense Paper
Gene One (GO) a privately owned biotechnology company is attempting an initial public offering (IPO). During this transition, issues within Gene One�s organizational structure have been made more prominent. Utilizing the Problem Based Learning (PBL) model the concepts of transformational leadership and organizational culture will be applied to the current internal issues faced by GO in the areas of team dynamics, knowledge and leadership style.
Lead by Don Ruiz an ambitious and visionary CEO, Gene One (GO) has surpassed expectations during its 8 year growth. Don is an intrinsic part of a five member team who built the GO dynasty out of a 2 million dollar investment. His goal is to position GO as an industry leader while creating a legacy of his work. In order to acquire large amounts of capital for advanced research and superior product development to meet consumer demand and a grow by 40% per year, the CEO and his board have decided on an Initial Public Offering (IPO) within a 36 month deadline .
Organizations enter into business ventures with the knowledge that the potential to flourish or underachieve exists, regardless of past success rates. It is critical that all decisions and business strategies are meticulously researched, analyzed, and benchmarked for best practices. A successful IPO is dependent on the level of receptiveness and investment of all internal and external stakeholders. GOs internal stakeholders are comprised of the CEO, Executive Board, Senior Leadership Team (SLT) and the employees. The External stakeholders are the consumers and the investing public. The IPO will have a negative or positive impact all stakeholders, the process will be taxing without allegiance, unified values and goals.
Gene One (GO) has garnered early success through a innovative gene variant which eliminated disease and pesticide requirements when growing tomato and potato plants. The CEO of Gene One (GO) is attempting to have the company go public within a 36 month timeframe. However, several” key players” are resistive to going public. Opposition to GO’s IPO has led many employees and SLT members to openly question the CEOs motives, causing internal conflicts and power struggles all while the CEO attempts to enforce his position, and assert his leadership skills within the organization.
Gene One’s team dynamics has been ineffective; breakdowns in communication have increased employee stress, especially amongst those staff members who are not supportive of the IPO decision. The viability of GOs work team is in question as some team members are over burdened with responsibilities and potentially unrealistic deadlines to produce. The VP of technology has resigned citing job dissatisfaction, “employees can be satisfied with some elements of the job while simultaneously dissatisfied with others” (McShane & Von Glinow, 2005). The CTO is contemplating resigning but as a dedicated researcher (who holds patent to gene variant), and founding member with familial ties she is caught in a difficult dilemma “affective