Edmonson, A. (2016). Wicked problem solvers lessons from successful cross-industry – problem teams. Harvard Business Review, HBR Reprint R1606CW, 53-59.
In A. C. Edmondson's, (2016) Wicked Problem Solvers, her article suggests organizations and their ecosystems are diverse cross-industry teams, involving radical innovations. According to, (DeChurch, 2019) when managing teams and systems of teams, for complex collaborations “Bridging” is used for complex collaborations. According to (Edmondson,2016), Lake Nona Medical City project, a complex project which involved numerous planners, architects, real estate developers, and other occupations. These concepts introduced by (Edmonson, 2016), said four key principles, “Foster an Adaptable Vision, Promote Psychological Safety, Enabling Knowledge Sharing, and Fostering Execution as Learning," a guidance tool for Lake Nona’s Medical cross-industry teams.
KEYWORDS: Bridging, collaborations, cross-country teams, innovation, ecosystems.
Frisch, B. (2008). Decision making when teams can’t decide. Harvard Business Review, 121-124.
From Best Practices, when teams can’t decide, (Frish,2008) as a team lead I took interest higher when making high quality decisions, while offering advice to promote more open discussions, and allow for disagreements amongst team members. Moving forward effective change begins with decision making. To, (Frisch,2008), “Proposing options early and allowing people to tailor them reduces the likelihood of a stalemate.” With this option in mind, I find it highly advantageous to a team to provide data immediately, as team members engage always to end, producing quality decisions rather than a stalemate.
KEYWORDS: Teams, stalemate, decision making, dictator-by-default syndrome, tactics.
Gordon, C. M. & Carr C. M. (2012). Dirigo international. Harvard Business School, 9-212-056, 2-23.
Dirigo International is a study that was designed by Harvard Business School by authors Gordon and Carr. This article is a fictional case; however, the article was designed around negotiations, and an organization planning that achieves a goal for new development. Key points from this article examined negotiations that took place between Dirigo International and Kezar’s Mayor, Joseph Frye. The article details the investment Dirigo has with the town of Kezar, and development plans for the 21st century research and Medical Center. Dirigo has made its mark within the community with current architecture, as the town of Kezar has no choice to continue to negotiate with Dirigo International. Dirigo has purchased parcels of land during the past ten years giving the organization power to build their new development. It is now regulations of land use are a focus. Mayor Frye and his master development planning team is excellent in community relations, planning, forecasting, forecasting and funding. Mayor Frye agrees that Dorigo’s development brings housing, schooling, office, office space, stores and dining to the community. The problem now is who has control and how much control should the Dirigo organization have over the Kezar community? Mayor Frye now needs to make his decision where he should draw the line between what the city controls, v. what Dirigo International decides.
KEYWORDS: Dirigo, Kezar, regulations, negotiations, competition, strategy.
Quelch, J. A., & Rodriguez, M. L. (2014). 23andMe: Genetic testing for consumers (A). Harvard Business School, 9-514-086, 1-13.
The case study of 23andMe examines regulatory uncertainty and strategic development during corporate growth. In 2006, Ann Wojcicki, Linda Avey, and Paul Cusena began her new venture 23andMe. Wojcicki's time on Wall Street inspired her to entertain a medical startup. In 2006, Wojcicki realized that consumers needed to take control of their health. Wojcicki's Wall Street experience brought genetic testing directly-to-consumers. Wojcicki's business experience guided her passions to educate the public on genetic testing that assists consumers in taking control and prevention of their health. Wojcicki’s experience with 23andMe had very little regulations as this industry was just beginning and newcomers into the market promoted competition and regulations where government officials were involved and instruction Ms. Wojcicki to follow regulations as the organization was given a “cease and desist” notice to become compliant with Federal Drug Administration (FDA) standards.
KEYWORDS: Genetic, medical, regulatory, uncertainty, cease and desist, (FDA).
Shim, W., Kaufman, S. & Spinola, D. (2009). Netflix. Harvard Business School, 9-607-138, 1-13.
An interesting case study on Netflix founded in 1997 examines regulations and strategy for the subscription-based DVD rental service. The organizations’ CEO and Entrepreneur, Hastings came up with the idea after discovering a DVD in his closet which at the end costed him a $40.00 late fee. Hastings, who owned a software business prior, decided to find a way to provide a home movie service that would satisfy the consumer. At the end of 2006, Netflix made it possible for consumers to purchase an on-line a subscription using the Netflix’s website. Netflix provided over 70,000 titles for consumers to choose from. During this time, the Blockbuster Corporation, a competitor in the DVD rental market had several locations across the U.S., as, as the organization’s focus was to expand its business growth by opening more locations. Blockbuster’s business model was a different model that its growth expanded on the collection of late fees from consumers. In opposition, Netflix devised a strategy to rid the late fees giving the consumers options for an online subscription that offered consumers convenience, options and late fees. At the end, Netflix’s growth devourers Blockbuster and takes the lead in the DVD rental market.