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    Visi ON: Presented By: Aleena Elizabeth Joseph Jijo Mathew Kuruvilla Mansi Agrawal Meghna Peethambaran

    Uploaded by

    Kavitha Peethambaran
    Datavision is an organization that designs, develops, manufactures and markets process monitoring systems. It was founded in 1985 by four individuals including Larry Campbell who became president. By 1988, Datavision was growing at 50% annually but some founders left in later years. While sales growth was strong, the company was behind projections for 1993 and had low order backlogs. An organizational development consultant, Brennan, was brought in to address issues like high turnover, lack of collaboration and morale problems. Brennan conducted interviews and an off-site meeting to better understand challenges and help improve communication and decision making across departments and leadership.

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    Visi ON: Presented By: Aleena Elizabeth Joseph Jijo Mathew Kuruvilla Mansi Agrawal Meghna Peethambaran

    Uploaded by

    Kavitha Peethambaran
    66 views25 pages
    Datavision is an organization that designs, develops, manufactures and markets process monitoring systems. It was founded in 1985 by four individuals including Larry Campbell who became president. By 1988, Datavision was growing at 50% annually but some founders left in later years. While sales growth was strong, the company was behind projections for 1993 and had low order backlogs. An organizational development consultant, Brennan, was brought in to address issues like high turnover, lack of collaboration and morale problems. Brennan conducted interviews and an off-site meeting to better understand challenges and help improve communication and decision making across departments and leadership.

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    Datavision is an organization that designs, develops, manufactures and markets process monitoring systems. It was founded in 1985 by four individuals including Larry Campbell who became president. By 1988, Datavision was growing at 50% annually but some founders left in later years. While sales growth was strong, the company was behind projections for 1993 and had low order backlogs. An organizational development consultant, Brennan, was brought in to address issues like high turnover, lack of collaboration and morale problems. Brennan conducted interviews and an off-site meeting to better understand challenges and help improve communication and decision making across departments and leadership.

    Copyright:

    © All Rights Reserved
    Download as PPTX, PDF, TXT or read online from Scribd
    Download as pptx, pdf, or txt
    66 views25 pages

    Visi ON: Presented By: Aleena Elizabeth Joseph Jijo Mathew Kuruvilla Mansi Agrawal Meghna Peethambaran

    Uploaded by

    Kavitha Peethambaran
    Datavision is an organization that designs, develops, manufactures and markets process monitoring systems. It was founded in 1985 by four individuals including Larry Campbell who became president. By 1988, Datavision was growing at 50% annually but some founders left in later years. While sales growth was strong, the company was behind projections for 1993 and had low order backlogs. An organizational development consultant, Brennan, was brought in to address issues like high turnover, lack of collaboration and morale problems. Brennan conducted interviews and an off-site meeting to better understand challenges and help improve communication and decision making across departments and leadership.

    Copyright:

    © All Rights Reserved
    Download as PPTX, PDF, TXT or read online from Scribd
    Download as pptx, pdf, or txt
    of 25

    DATAVISI

    ON
    Presented by:

    Aleena Elizabeth Joseph


    Jijo Mathew Kuruvilla
    Mansi Agrawal
    Meghna Peethambaran
    DATAVISION
    BUSINESS

    Datavision Incorporated is an organization involved in the design,


    development, manufacturing and marketing of process control
    monitoring systems that provide real-time visual feedback of process
    type manufacturing operations.

    Datavision system is sold for approx. $250,000.


    OF
    DATAVISI
    Datavision was founded by Larry Campbell, Walter

    ON Jackson, Luther Beale and Paul Winter in 1985.

    Campbell became president whereas Jackson, Beale and


    Winters became vice presidents.

    The 1st workstation-based system with interactive graphic


    process monitoring was introduced in 1986.

    By 1988 Datavision was growing at a rate of 50% per year.

    Beale returned to MIT in 1988 and Winters left the company


    to work for another in the year 1992.
    BUSINESS
    STATUS
    Since 1989, net sales at Datavision have grown at a compound rate of
    slightly less than 50% per year.

    According to Finance V.P Leona, the company was behind from the
    predictions made for the year 1993.

    Accordingly made some readjustments for the next year.

    But Datavision’s managers were concerned with the company’s


    financials.

    They realised that by the summer of 1993, the company was low in
    backlogs and the reason for this was that the company was not
    getting enough orders.
    ABOUT THE CASE

    Dr. Larry Campbell, the president of Datavision, was


    concerned about :

    • Datavision’s high turnover rate.


    • Lack of collaboration between functional areas.
    • “Morale” problems within the organization.
    • Lack of vitality in executive wing of Datavision’s office
    building and across the organization.
    THE ORGANIZATION AND
    COMMUNICATIONS
    Twenty-Nine of the
    470 employees Campbell’s staff’s
    were executive and weekly meeting for The monthly
    managerial staff. several hours. written reports.

    The organization Monday staff The atmosphere


    was housed in six meetings. at Datavision.
    separate buildings.
    THE INTERVENTION
    Brennan as an OD
    consultant in the
    organization.

    A meeting with
    Managing Organization
    Brennan and the
    Effectiveness session.
    strategy for
    Datavision.
    PHASES OF THE TEAM BUILDING
    PROGRAMME

    Interviews with top An off-site session with A meeting with company


    management group. Campbell and the staff. managers.
    INTERVIEWS WITH TOP MANAGEMENT
    GROUP

    Major purpose for


    interview:

     Introducing Five different Comment made


    himself to the stories from five on Dave by one of
    staff different guys the VP

     Questioning
    each manager
    AS A RESULT OF HIS INTERVIEWS,
    BRENNAN’S FINDINGS-

    Lack of trust among the Confusion about Poor decision-making


    top-level people and company goals policy and too much
    across the organization decision unmaking

    Lack of clarity regarding Cronyism Conflicting management


    organizational structure styles at the executive
    level
    The Off-Site
    Meeting:
    Thursday
    The Off-Site Meeting:
    Thursday
    The ground rules for the two-day meeting:

    Try to stay on the topic of Look in the eye of the The receiver of criticism
    conversation and not bring person of whom they were also had the power to
    in other issues when we discussing or criticizing the control the flow of
    were concentrating on one behavior or style of a conversation.
    issue. particular person.

    Brennan’s role at the meeting: an unbiased outsider whose primary function was to help people listen, talk,
    and hear each other more effectively.
    FLIP CHART
    REPRESENTATION

    Trust Confusion Decision Making

    Lack of clarity related to Cronyism Conflicting management


    organizational structure styles
    FLIP CHART
    REPRESENTATION
    Trust was a major concern around Confusion about company goals Decision making and “unmaking”
    Datavision was related to the trust issue. was related to the goal issue and
    a source of complaint.
    •Walter Jackson and Bob Fowler to •Area Experts don’t pool information
    argue and blame each other for with each other. •“You make decisions without
    missed deadlines. involving people who have a right to
    •The VP in marketing had made some be involved.”
    •Each vice president took great pride blunders that has affected the
    in their own department. engineering and manufacturing
    department.
    •No VP could discuss negative
    feelings about another VP openly to
    Campbell.
    FLIP CHART
    REPRESENTATION
    Lack of clarity related to Conflicting Management
    Cronyism
    organizational structure Style

    • “One day a certain service • The vice presidents felt • Fowler - “the kind of
    group is a member of one that the friendship person who is caring,
    department, and the next between Campbell and feeling, people oriented
    day it’s been moved and Sisco stood in the way of and intuitive.
    reports to another business.
    department.” • Campbell and Sisco -
    logical and analytical.
    • Sisco had been placed to
    an executive level.
    AFTER
    THE
    INTERVIE
    W
    BOB ( VICE PRESIDENT, MARKETING)
    Caustic
    Aggressive

    Hostile
    Confrontational

    Angry approach
    LEONA ( VICE PRESIDENT, FINANCE)
    COMMENTS ABOUT BOB
    He fought most of the time
    Empire Building

    Salesmanship Hesitates to give relevant


    attitude data

    Authoritarian style of
    leadership An extremely externalized person
    Larry Campbell Scott Palmer (Vice
    (President) Comment on President, Manufacturing)
    Bob Comment on Bob

    Appreciated Bob on his • He never listens to him.


    willingness to listen and take
    criticism pretty calmly. • Larry felt Bob was too dogmatic.
    PARTICIPANTS REVIEW
    Energetic 01 02 Empathetic

    Exhausted 03
    BO 04
    Appreciated
    B Brennan

    05

    Relief
    Off-site
    meeting:
    Friday
    TOPIC OF DISCUSSION: “CORPORATE
    PLANNING”

    Group Discussions on various The plan excited everyone. Campbell was listening more
    topics. carefully and Fowler was almost
    low key.

    Role of Brennan in the meeting. Campbell’s feedback session. Final Review by Tom Sisco and
    others.
    POSSIBLE SOLUTION
    Connecting emotionally President must
    with their employees. Effectively
    (clubs and activities.) communicate
    with all depts

    Marketing ,engineering and Instead of monthly


    manufacturing dept should meeting, weekly
    work together to make meeting should be
    important decisions to Create conducted.
    more transparency.
    New policies must be
    informed to all
    departments.
    DILEMMA
    THANK
    YOU

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