Business Strategy Towards Global Education

1234 WordsJan 24, 20165 Pages
Missteps in Problem Definition have Broad Impacts Pearson is a large multinational company based out of London. Pearson began as a building contracting company, and over its 150 year history, has transformed itself into a publishing company in the early twentieth century, and has now shifted focus towards education (Pearson, n.d.). Pearson employs approximately forty thousand employees with one-third located in emerging markets (SEC, 2015). The company officially shifted the corporate strategy towards global education and by streamlining technology in 2013 (Radjou & Pradhu, 2013; Pearson, n.d.a). In 2012, Tim Bozik, the president of the higher education division, began consolidating duplicative groups within higher education ahead of the broader organization beginning its technology consolidation strategy; these assets were the result of multiple acquisitions. At the time, higher education had technology divisions scattered across the United States, India and Sri Lanka. The technology leaders were asked to solve the problem of removing duplicative technology assets, and smartly execute the existing technology budget to further higher education’s goals. This paper reviews the decision making process the 2012 technology leadership team used to merge technology organizations together into one group, what components of the problem solving process were skipped and how this impacted the outcome, as well as how the problem solving process could have gone with a hypothesis of

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