1. Jillian Griffith, Yuga Nakai, Jose Caban, Cole Leckberg, Ryan Drouin
MediSys:
Modular Monitoring System
Management Spring 2017

2. Roadmap MediSys’s Corp’s Strategy Statement
Organizational problems with MediSys
Factions
Recommendations
IntensCare Modular Market structure
Conclusion
Roadmap
Yuga

3. MediSys Corp’s Strategy Statement
To maintain our market share by creating innovative, world-class monitoring systems applicable to any clinical situation using the latest computer technologies.
Yuga

4. Organizational Architecture
Responsible for P&L, but has no decision rights to monitor, measure and incentivize other members of the team
He and his team would rather create a non-modular product for the sake of meeting the strict deadline
Outsourced his team to India - very loose monitoring
Ryan?

5. Factions Engineering department Marketing department
Dipesh Mukerjee, software design manager
Factions
Strategy statement: To maintain our market share by creating innovative, world-class monitoring systems applicable to any clinical situation using the latest computer technologies.
Art is concerned with growth and the employees are concerned with creating innovative products and issues related to their departments
Art wants the product out the door on time and wants no mistakes
Currently, the project group is having trouble communicating and there are conflicts arising among team members.
The product will not be able to make it out on time without some mistakes due to many delays from engineering and software design.
Engineering, O’Brien, they are unwilling to create a modular product.
-We’re proposing you go with a modular system, therefore the engineering team needs to direct their efforts to resolving data display and battery unit issues
-Incentives: give them an extension, incremental financial incentives to meet deadlines and equity in the company based on the success of the product, O’Brien has decision rights regarding how the engineers manage their time
Merz is concerned with getting a modular product out on time - concerned with P&L
With her concern mainly focused on P&L and getting the product out on time, Merz would be rushing out a product that could potentially failed due to unfinished hardware and software.
Merz’s focus needs to be shifted from getting the current product out on time to getting the new product out at a later date, in which the product would have a higher chance of being successful
Incentives: get her to focus on getting out the new product design (Modularity), which Merz wanted to do and put less focus on the current deadline by having engineering report to her in order for Merz to get a better understanding on where they are at in development.
Dipesh M. communications between India and the U.S. HQ - Indian software team is not well monitored - interested in furthering his career by proving he can outsource to India - We don’t see how he adds value
Dipesh is too focused on the software team overseas that he is too busy to worked out details with the rest of the project team.
We need to get the new product running smoothly, so we need to have production of the software moved on-site so they could work with engineering directly.
Incentives: Give Dipesh the reins on the next project when it comes to software design

6. Recommendations Deliver a modular product six months late
Relocate software design team on site
Incentivize Dipesh with career advancement opportunities - he can explore outsourcing another project
Incentivize all employees financially based on product revenue and/or offer equity to R&D employees
Jillian

7. Market Structure Jill/Cole High minimum average variable costs
Engineers are expensive to hire/pay
Resources, such as computers and software systems for marketing are expensive
Marketing/training materials are expensive to create
Demand is inelastic
Supply is elastic

8. Questions?