Acuscan Critical Case Study
...Development
As the new Vice President of Organizational Development, I look forward to the upcoming challenges concerning developing the Organizational Development department. I anticipate exciting times ahead as we pursue a new course with the development of a new product based on our current retinal scanning technology.
It is apparent from the recent Scanner's Weekly and a Memo I received, that this company is at a crossroads concerning its future in the retinal scanning security business. Per your request, I have solicited information from all parties involved to make an informed consensus as to what is really going on.
Assumptions:
I will begin by discussing the following assumptions made by Kelly Thomas, Pat Lambert, Chris Martinas, and some assumptions, I believe, made by you. Being new to the company, one can view this as an analysis from the outside, since I have had no prior relationships with any of the staff mentioned hereafter.
Kelly Thomas Senior Engineer, Product Development
1. Foremost assumption is that Pat Lambert is not qualified to lead "Operation Optimize" due to Pat's previous experience being in the unrelated, non-technical cereal industry.
2. From Pat's lack of knowledge on the term "QC," Kelly assumes Pat knows nothing about quality control or the technical difficulties involved in producing new product.
3. Assumes the features proposed by Pat Lambert cannot be incorporated into current project by August.
4. Due to staff reductions last year, Kelly assumes no additional workload can be placed on current staff.
5. Kelly assumes Pat is trying to undermine his position with his staff by going behind his back by speaking to one of his programmers without consulting him first.
6. Kelly assumes projected product will be inferior to AcuScan's current product. ...
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