Celeritas, Inc.: Leadership Challenges in a Fast-Growth Industry

1929 Words Dec 1st, 2014 8 Pages
Celeritas, Inc.: Leadership Challenges in a Fast-Growth Industry

Context:

Celeritas was a leading firm in the enterprise network optimization industry, in an industry where it was becoming highly competitive. Celeritas have lost their market share and they’re steady growth has slowed. SVP’s have stopped communicating and sharing information amongst each other and blame each other for missing deadlines. Boyer is not seen as an effective leader since he doesn’t not involve nor hear any SVP’s opinions on decision-making matters. So did VP’s loose trust in Boyer’s leadership skills.

Key People:

Philip Boyer is the President & CEO who does majority of the end decision-makings himself. He believes in the philosophy where he
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Carla Reese:
She was hired by Boyer as an organizational consultant who had experience with fast-growing high-tech companies. Over the course of days, she realized that the problems were not mainly what had been explained by the CEO but also included the relationship and coordination issues.

Issues:
• Lack of trust and communication amongst SVP’s o Information’s were not being shared amongst divisions and there were mistrust between SVP’s. o Lloyd was getting most of the blame because all the rest of the divisions were connected, working together and were to do more with numbers whereas Marketing & Sales division works with clients. Due to lack of communication between marketing & sales department and R&D, a lot of promises were being made where one could not deliver, inevitable affecting firms sales growth. o The motivation of the managers dropped because past behavior of their colleagues, they were already expecting other divisions to miss deadlines therefore, each division with the same thought would not strive to give their best and end up blaming each other at the end of the day. Motivation within the organization is very crucial since its directly correlated with work output.

• Inconsistent decision making o Instead of coordinating together amongst the division, individual SVP’s would go up to the CEO with new propositions and ideas without the approval of other divisions. This