Communication across Computime is lacking. According to Wolcott and Lippitz, Computime lacks formal communication channels between Research and Development (R&D) and business unit engineers (2008). If the R&D unit is unaware of how Computime’s customers are innovating a product, how can the department anticipate needs and make adjustments prior to unveiling a new product? Communication needs addressed.
Chinese engineers “tend to be less accustomed to sharing problems, offering ideas, and working in teams” (Wolcott & Lippitz, 2008). This is a barrier for Computime, as Chinese engineers may not be able to communicate effectively with the R&D units. To improve communication ...view middle of the document...
Computime could hold two-day meetings off-site for managers to listen to complaints of customers that are received by the front line employees. The managers can then address the complaints with their respective units. A diverse guiding team must be in place to drive this process. (Kotter, 2002). Auyang’s guiding team can be built around the Work-Out meetings and include members from senior management as well as frontline staff.
In conclusion, communication is key for Computime to survive and thrive as a leader of branded products. Without effective communication, Computime will fail to innovate successfully. By implementing the changes suggested above, Computime will improve communication as well as begin to anticipate consumer-driven innovations.
Computime should perform a congruence analysis to identify and address any performance gaps hindering their transition from contract manufacturer to global leader. A congruence analysis consists of five steps, each suggesting the alignment of corporate strategy with critical tasks and work flows, formal organizational arrangements, people, and culture (Tushman & O’Reilly, 1997). If Computime does not perform a congruence analysis, performance gaps will not be identified, issues will remain unaddressed, and further problems will most likely occur. In turn, Computime will not become a global leader of its own branded products. Below is a brief overview of the five steps of a congruence analysis in reference to Computime’s current situation.
Step 1 – Identify crucial performance or opportunity gaps
Communication between the R&D center and the business units is a crucial performance gap, as mentioned in question one. Computime’s communication issues are also apparent in the following statement, “feedback from the business units to the R&D center did not begin until 2007” (Wolcott & Lippitz, 2008). This statement implies that communication from the business units to the R&D center are off to a very slow start and need a lot of improvement.
Step 2 – Describe critical tasks and work processes
One of Computime’s critical tasks is to become a global leader in branded products (Wolcott & Lippitz, 2008). In order to develop world-class branded products, Computime will need world-class technologies, a successful way of linking the technologies to the appropriate business unit, and...