Henry Tam and the MGI Team Case Characteristics of group formation and team processes are highlighted in the Harvard Business School case of Henry Tam and the Music Games International (MGI) Team. The MGI founders sought to improve the commercialization of their music game by launching a team to market their product and develop a business plan. The team was formed with positive intentions by the MGI founders; however, the lack of a common goal, defined roles, and a decision-making process hindered
defined personal responsibilities was how the role of the HBS students Henry and Dana were perceived differently by Sasha and Igor. Igor understood that Henry and Dana wanted to help with MGI’s business strategy. Sasha on the other hand, thought that Henry and Dana where there primarily to write the business plan for the contest and that he could also utilize their status as HBS students to call HBS school graduates for help. Henry and Dana disagreed with Sasha’s view of their role and it led to some
Business Fall 2017 WGB612A Leading and Influencing with Integrity Instructor: Grace Guo, Ph.D “Henry Tam and the MGI Team” Case Analysis Florian Popp “Henry Tam and the MGI Team” Case Analysis Introduction Do you have what it takes to enter the annual Harvard Business School Business Plan Contest? Vison, ideas and concepts are great in theory but are ineffective unless you execute them. This case study shows the struggles of the reality three young entrepreneurs faced when they were trying
BACKGROUND Henry Tam and the MGI Team have three weeks to submit their business plan to HBS and are struggling to define roles, make decisions and resolve conflict. MGI’s team has diverse talents: Igor and Roman are accomplished musicians. Sasha has a keen business and finance acumen, Alex has substantial experience in music and business, Dav is software developer and an MBA student at MIT, Dana is a finance and banking major and currently a HBS MBA grad while Henry is an investment banker, has
Henry Tam and the MGI Team Case - Main Managerial Problem On the surface, the seven-member MGI team which comprised of Henry Tam and Dana Soiman – both current HBS MBA Students, Alex Sartakov – a Berklee College of Music student, Dav Clar – a MIT graduate student, and Alexander (Sasha) Gimpelson, Igor Tkachenko, and Roman Yakub – the MGI founders, seems like an ideal team, with each member bringing
HENRY TAM AND THE MGI TEAM CASE STUDY Introduction The Music Games International (Hereafter referred to as “MGI”) team comprised of seven (7) members as stated - The group is extremely diverse comprising of the following, Henry Tam and Dana Soiman were final semester students at Harvard Business School (Hereafter referred to as “HBS”) working on the business plan not just for the competition, and as a professional challenge as soon. For the founders, Sasha Gimpelson was known for his unconventional
weeks to come up with a business plan before the time line for the Harvard Business School (HBS) Business Plan Contest. The seven members in the team comprised of the three founders - Igor Tkachenko, Alexandra (Sasha) Gimpelson and Roman Yukab, Henry Tam Jr. and Dana Soiman of HBS MBA class students, Dav Clark from MIT and Alex Jan Sartakov from Boston Berklee College. The team had little success thus far working together having experienced conflicts and tensions. The root causes identified for
Henry Tam enthusiastically joined the MGI team, he thought of himself to be a valuable asset. After attending the first few meetings, Henry realized how unorganized and dysfunctional the team was. Some of the issues at MGI were lack of cohesiveness, leadership, communication, and an ethnic superiority complex. The team is not working well with each other and struggling with personality conflicts’. I will provide an in-depth analysis and recommend actions the MGI team can take to remedy some of the
The MGI Team Case Study is a lesson in the difficulties faced by a team with inadequate leadership. Indications of possible problems in the group’s functioning were evident even before the MGI team’s first meeting. At that time, the group consisted of the three founders of MGI and two Harvard Business School (HBS) second year students. The heterogeneous nature of the group was an area of possible conflict. Three or perhaps four different cultures were represented on the team. Two of the founders
any success, and ultimately teams that tend to fail are those that do not apply all of the necessary elements. An example of this is Music Games International (MGI), a software development startup that brought on Harvard Business School students Henry Tam and Dana Soiman to help write a business plan for a competition. MGI’s management structure was a clear example of a team that lacked any efficiency or processes and, as a result, the organization risked not reaching their goals of submitting their