CASE STUDY ANALYSIS

ON CELERITAS INC:
LEADERSHIP
CHALLENGES IN FAST
GROWING INDUSTRY



PRESENTED BY:
GROUP 5
SUSHIL
SNEHA
VARUN
TARIQ
SANCHIT
SWETHA
PRASANTH
SYNOPSIS
Celeritas was a leading firm in the enterprise network industry, is said to
be a highly competitive industry that provided the business with
solutions in accelerating and enhancing the existing computer networks.
Celeritas has always been in the top 6 leaders on the market, but its
position become more and more uncertain. In fact, because of
bad strategic management, the company is facing now a slowdown in its
growth, and the management team is threatened about the future.

PROBLEM
The problems that Celeritas faced were issues mainly in four areas of
concern.
Since there was no communication between the individuals there
was no trust between the senior so there was
lack of trust and communication among the executive management
people.
There was inconsistent decision making and follow through as
Boyer failed to communicate prior to initiating organizational
change
Confusion about companys goals and priorities. Each SVP had
different interpretation of company objectives
Poor coordination among business function and units and no
interaction between divisions.
Even if the annual growth revenue has declined since 2008 (from 50%
to 17%), Celeritas remained the top player of the network optimization
industry. During this time, its competitors have seen a better growth and
have launch before Celeritas the new cloud computing
technologies. Celeritas is still an effective company but its necessary
for the company to address internal problems first.
Thus, Philippe Boyer, CEO of the company has decided to hire an
external consultant, Carla Reese, in order to create a team building and
to solve Celeritas problems.
The plan was to discuss each issue and decide together how to move
forward with each other in terms of the issues faced.
Carla Reese is a heavyweight organizational consultant
The job of Carla Reese is not easy to do. Indeed the role of an
organizational consultant concerns the way of how to re organize a
company and she has to deal with the human part which is the most
complicated. It includes the relation among the department and all the
process of decisions, communication and obviously the vision of the
goals of the company in order to provide the best work to response to
the expectations from the Board.
The team building exercise had positive and negative effects
Positive:
Each SVP got one on one time.
They addressed the 4 main issues.
The SVPs and the CEO together discussed the management issues
and revenue goals
Negative:
There was no internal feedback from the department was given
They did not show any bonding or personal connections.
Thus, Boyers role is really to make people trust in this effort
because if they are involved in it, it will be more efficient and
results will be better and will occur faster.

OB CONCEPTS APPLICATION
Leadership Lesson
Path Goal Theory
Effective Communication
Cross Functional Team
Motivation
Goal Achievement

CORE ANALYSIS
Climate of trust was lacking in the company.
The consultant failed in the duties.
Sales kept falling.
There was blame game among the members.
The result was after 6 weeks the VP was Backlash and Lloyd was
fired.

ALTERNATIVE ACTIONS
They should spend more time together but not under pressure as like
with the consultant but informally.
Boyer should involve everyone important for taking any decision and
should keep the company informed of the decisions and actions he takes.
Interpersonal relations should have been stronger. There should have
been goal clarity with everyone.