The Harvard Business Review mGAMES case study by Hill (2002) is tells the age old tale of a company that has received financial achievement in the past, but is currently going through a sales slump, with record low sales as a key indicator of the internal crisis the company is facing. Because of the downturn of events Intergroup conflict and conflict management issues add to the company’s failure to determine leadership problems amongst department executives, along with the lack of communications and ineffective listening skills among senior management and unsuccessful group motivation, and lack of decision making and problem solving skills. In order for mGAMES CEO, Jeffrey Lopez to revive the company and reap financial gains from the past, Lopez will need to create a new business strategy in order to engage its workers and overcome its internal problems.
Jeffrey Lopez is faced with making challenging decisions regarding next steps for mGAMES as discussed in the article “mGAMES” by Scott Hill (2002). As the company’s president and CEO, Mr. Lopez was tasked to guide the organization in a profitable direction in the midst of a growing yet changing industry while also addressing internal conflict within. The future of wireless gaming was projected to grow over the upcoming five year period and mGAMES had hopes to “improve upon its 7.3 percent market share” as a result of pending advancements within the industry (Hill, 2002, pg. 13). This would mean a potential need for “$1.2 million more on research and development during the remainder of 2002 and $3.1 million in 2003” (Hill, 2002, pg.12). Mr. Lopez knew that such an investment, although potentially rewarding, would be “expensive and technically risky” (Hill, 2002, pg. 13-14) and would also require him to address internal issues between departments and concerns regarding quality, inventory, and production control. With conflict rising as departments blamed each other, Mr. Lopez is faced with “addressing...