48 Hour Report Work
Key Issues:
1. To upgrade the tag boat or not. (Limited resources).
2. Designers vs Sailors (Communication)
3. Should Riley stay in the pit?
4. Riley’s leadership role
5. Who to put on the A team.
6. Afterguard problem.
7. Kaiko being constrained.
8. Ambiguous leadership
9. Sexism
10. On-shore/On-boat
11. Riley (Ability to balance roles)
The Teams Involved in this Case
Senior Management Team
-Dawn Riley, CEO
*Emotional
*Intimidating
*Strong Personality
*Good at delegation
*Limited technical knowledge, willing to rely on team members (distributed leadership).
*Believes in strong communication and integration between different teams. Also believed those who felt part of a team were more willing to work for the team (identity).
*Trying to balance CEO role with being a member of the on-boat crew. Lack of identity of what she does in the organization.
Goals
*Winning
*Hands-off management
*Team oriented
-John Cutler, Director of Sailing
*Likes a quiet boat
*A low-key leader
*Good use of making people feel comfortable, he is open to feedback, and always keeps crew motivated.
*On Cutler’s boat it is very clear that he is the leader, despite the fact Dawn Riley is on the boat.
*Very tolerant
*Has concern with Riley being in the pit.
*Effective communicator with the crew and makes them feel as part of the team (team identity)
*Tension between Riley’s Captain role and Cutler’s role?
-David Barnes, Logistics and Racing Consultant
*Incredibly skilled, strong opinions, wore many hats, link between sailors and design team, respected for yachting skills.
*Good mediator.
*Excellent intuition and experience.
-Phil Kaiko, Principal Designer
*Opinions tend to be based on hard data, hard to see eye to eye with sailors who also factor in intuition and “Feel”.
*Sailors preferred giving design opinions to Barnes before Kaiko.
*Technical findings vs intuition.
*He is receptive to input ideas.
*Recognizes his...
