Geneone

Problem Solution: GeneOne

Following an immense growth and success of GeneOne from its breakthrough technology, it faces a new challenge to drive itself to bigger opportunities of expansion and profitability. In this paper, the author will identify the issues that will arise in the plan of the company to go public including among others, concerns in pursuing an IPO, internal management problems, and conflicts with organizational culture. It also includes a discussion of alternative strategies that the company can opt to undertake in fulfilling its expansion project without going public. In the end, it gives a discussion of the critical role of management as a transformational leader in pursuit of the changes as well as implementation of different strategies that focuses on employee motivation to control any disruptions that may be triggered by adjustments in cultural changes in the organization

Situation Analysis

Issue and Opportunity Identification

Following the technological breakthrough of GeneOne is a phenomenal growth of the organization as impressive demand entailed enormous manpower requirements as well. This prompted the intensive hiring of personnel to match the requirements. Unfortunately, the mass hiring neglected to underpin the significance of a corresponding leadership training in order to maintain the talent and skill needed by an expanded organization necessary to sustain the progress of the business. The sudden bloating of the organization would definitely be more difficult to maneuver in terms of management. Moreover, the insufficiency of new leaders and talents weakened the core competence of the company, which is in research and technological development.

The plan to go public will definitely affect not only the management of the company but all the human resources in the company. If the company becomes a public corporation, apparently ownership of the company will be diffused, that will also influence the process of management decision-making. On the other hand, the change in management can also have an impact on the employees. They must be ensured of the stability of their employment, the promise of a better future with regard to the new company vision or in other words, that whatever changes the company will undertake will ultimately be beneficial to everyone in the end. A major concern that will definitely caused some conflict or resistance is the change in organizational culture from a private to a public company. Organizational culture refers to the knowledge and values, assumptions, norms shared by members of the organization manifested in the commonality in his or her behavior or personality as a group. Naturally, there will be some resistance to the changes that GeneOne will undertake because it entails change in the norms, values or culture of the organization.

An immediate setback that management was able to identify is its lack of experience in going about in making the company public. Aside from knowledge on the stock trading and IPO, the management per se of a public corporation would be an issue. In so doing, GeneOne will definitely require external expertise to assist them on the rudiments of the plan. In considering an external training provider, GeneOne must carefully evaluate the external consultant's capacity and ability to deliver its requirements. The major requirements includes: the ability of the consultant to define success from GeneOne's perspective, development of success measures; consistency of internal success metrics with customer success metrics; expectation and success validity; among others. The external consultant must be able to address the following issues:

Obviously, before the company can increase its capital through IPO, it must also invest some money. It needs to spend professional fees of lawyers, accountants, and financial analysts, underwriters among others.

The conduct of the IPO should be done within a strategic time frame that would not compromise or be in conflict with the management of the current operations of the company.

Extensive company disclosures to the Securities and Exchange Commission will be prepared. As a public company, GeneOne will now be subjected to a periodical regulatory review. Information about salaries, transactions, future developments, financial status must be transparent to the public.

In consideration of the recent scandal involving another Biotechnological company, the development of marketing strategy to attract investors is very critical in order to regain the public trust on the biotech industry that may had been tainted by the scandal. The consultant must be able to capitalize on the reputation the GeneOne currently enjoys and find a way to persuade investors to go looking beyond that isolated case.

It must be noted that whenever a company pursues an expansion project especially in establishing satellite offices, manpower leadership training always becomes necessary for two basic reasons: the need for new personnel to learn the integration of the policies, strategies and operations in the new company and to address the opportunity for existing personnel of GeneOne to get promoted in leadership, managerial and supervisory roles or positions in the satellite offices to ensure a smooth leadership transition and uphold the implementation of the core values and strategic operations of the GeneOne. Moreover, the opportunity to develop new leaders from among the ranks of company employees will bolster leadership succession for the future of the company.

The leadership training program required by GeneOne can for on the development of the following qualities of a successful leader as follows: to concentrate on business growth; able to lead; ability to execute; optimism; and upholding company values. (Fulmer, R.M. and Conger, J.A., 2004) Key competencies must be well defined in each category. For instance, deep/broad financial management and functional skills is necessary for growing business and the ability to create competitive and innovative business plans. In terms of leadership performance, the ability to align enterprise capabilities, leverages teams to drive performance and inspire commitment is included. The need to instill management focus and discipline, build partnerships or make swift sound decisions are competencies for driving execution.

The IPO was ultimately intended to increased capital of the company for expansion. Moreover, opening the company to public also allows a more liquid capital base as shares can be traded in stock market. This is necessary to augment the working capital for its expanded operations, manufacturing capacity, marketing and distribution and among others.

One of the most important opportunities that will afford GeneOne with