Medisys 2582t

MediSys Corp. THE INTENSECARE PRODUCT DEVELOPMENT TEAM

Background and Organization U.S. based private medical device manufacturer Founded in 2002, annual revenue of $400 million(2008) Employee strength of 1750 Relatively small but very profitable First two products were highly successful Entrepreneurial culture and innovative thinking across the organization Competition from two competitors with deep pockets and strong reputation

Good Practices Appointment of new president, Art Beaumont, to preserve innovative culture Beaumont deployed an executive team to create and implement strategy for growing the business swiftly Introduction of new parallel system(concurrent engineering) for product development to take advantage of various cross functional skills and expertise  Most of medisys professional Employees embraced cross functional team design

Bad Practices Proper decision not taken on modular design on the IntensCare product Appointment of Valerie Metz for IntensCare’s P&L and not as a team leader is waste of her talent. She was given a lot of responsibility but no authority to direct employees under her Companywide cutback due to recession has forced engineers to overwork. Accepting Mukherjee’s proposal of overseas software development even though they knew that overseas software development was problematic in medical diagnostics

Problems Faced____________ There is concern about the impending launch date and

delivering a product that the customers will expect and respond to.

A huge investment ($20.5 million) in IntensCare has meant that MediSys is exposed to large financial risk. Major conflicts had been developing within the IntensCare project team that stemmed from team being too focused on their own area of expertise There is a lack of a strong team leader for the project and some confusion over roles. There is an absence of trust within the team, with many expressing negative feelings toward each other.

Recommendation Immediate decision on modular design implementation is required (setting clear goals) Internal conflicts should be resolved so that there is no conflict between executive , marketing manager and core team Appoint Valerie Merz co-leader who can lead and monitor the business aspect of the project. In order to regain trust within the team, open communication through face-to-face is essential The president, must constantly monitor and provide to the team. This can be achieved through regular progress meetings and assisting the team leaders when they are experiencing difficulties.