Problem Solution: Gene One
Gene One is like most companies that have grown big enough to be noticed yet not big enough to sustain its future growth. Gene One lacks effective leadership and infrastructure to propel it the forefront of the emerging Biotech industry. For Gene One to succeed and obtain an IPO as planned within the 36 month time frame, Gene One must overhaul its approach relative to its current business plan while providing support and structure for the organization to thrive let alone survive.
Issue and Opportunity Identification
Gene One was originally founded in 1996 by Don Ruiz (CEO) and four colleagues quickly amassing 400 Million dollars (University of Phoenix, Scenario: Gene One, 2004, para. 4) per year in business receipts. While Don Ruiz and the Board of Directors have devised an aggressive plan for targeted growth and market share attainment to include an IPO, Don has failed to rally Gene One’s employees in support of his end state vision. This leaves Don’s leadership team with mixed emotions creating disorganization amongst the group. Additionally, with the company’s focus on its current products, Gene One has not developed either an organizational strategy or structure to allow the company to successfully undergo change as the business attempts to grow. Gene One “…hasn’t had time to focus on developing future talent, or creating a corporate culture conducive to growing the business” (University of Phoenix, Scenario: Gene One, 2004, para. 8).
Stakeholder Perspectives/Ethical Dilemma's
As with most companies, Gene One’s overall goal is to make a profit along with the founder and CEO’s goal “to ensure that Gene One not only serves the public but leaves a legacy of his work” (University of Phoenix, Scenario: Gene One, 2004, para. 4). The Board’s goal is similar in that it seeks profit and stability for Gene One. Customers of course desire satisfaction through perceived quality of goods at desirable costs. The employees...