Applied Research Technologies Case Study Example | Topics and Well Written Essays - 1000 words

Applied Research Technologies - Case Study Example The company is also known for its entrepreneurial spirit and the same can be gauged from the fact that the company currently owns 60 different business units, many of which are acquired in last 2-3 decades. Decentralized decision making is their strength to bring solution to the issues and speed up jobs across all business units. The company’s innovative strength can be assumed from the fact that almost 30% of the company’s revenue from each business division comes from the products that has been developed in the last 4 years. The company constantly strives to find new business opportunities and inspires business units heads and others to come up with fresh business ideas and proposals that can maintain its leading position and competitive edge in the market. To continue with the spirit of innovation, the company taps talent globally without any restriction or regional bias and accordingly, the company opens India Technical Center (ITC) under the auspices of the corpora te R&D group of the company. While working as a general manager at the Filtration Unit of the company, Vyas is in the process of developing a prototype mini water-oxidation product with an aim to exploit the product commercially that can purify waste water. Previously, over the past three years, two such attempts have been unsuccessful in developing the product. So far, the Filtration unit has only one profitable line of business and it has failed to bring new products in market in keeping with the company’s image of innovativeness. In a way, the Filtration Unit is quite vulnerable and so is the position of Vyas, if he fails to launch a new product successfully in the market third time. Vyas is quick to realize this and that is why he has formed a team full of entrepreneur-minded individuals. Though ITC technologists develop a promising product that is approved by Wagner, its first generation version is rejected for its foul odor and the second version of the product is rejec ted for its high power consumption. Without getting perturbed from these failures, Vyas harps on the true entrepreneurial spirit of the company taking clue from the CEO David Hall’s entrepreneurial concept that states: â€Å"I expect all our managers, and particularly those on the front line, to create, promote, and back promising ideas. But we understand that when you go for the big leap, you won't always clear the bar. So there is no shame in failure when you are stretching for big objectives. Around here we routinely celebrate what we call "worthy attempts"—even when they are unsuccessful† (Bartlett & Beckham, 2010). Though Vyas has been managing the global challenges quite well yet it appears that Vyas has missed something in the beginning – on deciding about some essential minimum requirement pertaining to the features of the product under development while giving a brief to the ITC technologists. Had the required features of the product been streaml ined earlier then the valuable time spent on developing two versions of the product would have been conserved. Any new product needs to be made available at not only affordable cost but also it should have minimal operating and maintenance cost (minimal fuel consumption, power etc.) maintaining ease of operation for the users. It is true that all this will depend upon what kind of customers or which segment of the market is going to be catered; however, the fact remains that clear guidelines were not given by Vyas to the technologists on required features of the product that eventually resulted into the failure of two products and loss of resources. As front-line manager, Vyas has been effective in managing people as he forms a team full of en