Geneone Change Strategy

Running head: IMPLEMENTING A LEADERSHIP CHANGE

Implementing a Leadership Change

Caroline Bonesky, Annette Condon, Angela Deer, Elizabeth McLardy

University of Phoenix

Organizational Leadership

LDR 531

Daren Hancott

February 5, 2009

Implementing a Leadership Change

Introduction

A key to business success is implementing a strategy that matches the ability of the resources and adapts through the tides of change “If an organization is to survive, it must respond to changes in its environment” (Robbins & Judge, 2007, p. 646). An initial public offering (IPO) is an economically important strategy to remain competitive (Bach, Judge & Dean, 2008). Gene One, a biotech organization, wants to launch an IPO. This paper presents Gene One’s current challenges, leadership and structure and how a new leadership style and organizational structure will implement its change strategy effectively. This strategy is developed from the end-state vision, “…the firm’s strategic intent that focuses the energies and resources of the company on achieving a desirable future” (Pearce & Robinson, 2005, p. 37).

Company Background

To remain competitive and profitability, Gene One’s Chief Operating Officer (CEO), Don Ruiz, and Board members believed the company needed to launch plans for an IPO. However, Don Ruiz died suddenly and Gene One’s remaining leaders are now left to determine its future strategic direction.

Currently Gene One employs a functional structure which creates cost savings through the pooling of resources as well as in-depth skill development and technical specialization (Ogilvie, 2005). This structure groups people according to the functions of the business they perform (Robbins & Judge, 2007). Over time, with the changes in global economies, technologies and customer demand for new products and services, a functional structure becomes inadequate. Gene One suffers from limited coordination and communication between functions as evidenced by the...