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Student spreadsheet to case W19633

Student spreadsheet to accompany product 9B19C030.

Using raw, uncut footage, this video case asks students to evaluate the effectiveness of the first contact that took place in November 2016 between representatives from two technology companies—iQmetrix and Straker Translations. The two firms are contemplating a business partnership in which Straker will provide iQmetrix with translation services. First contact calls generally precede every business partnership and are normally completed only after the respective business-development or sales representatives have prepared for the call by learning the basics about the other side’s organization—in particular, whether there is a good fit between what the buyer needs and what the supplier can provide in terms of quality, cost, and capabilities of service.

Using raw, uncut footage, this video case asks students to evaluate the effectiveness of the first contact that took place in November 2016 between representatives from two technology companies-iQmetrix and Straker Translations. The two firms are contemplating a business partnership in which Straker will provide iQmetrix with translation services. First contact calls generally precede every business partnership and are normally completed only after the respective business-development or sales representatives have prepared for the call by learning the basics about the other side's organization-in particular, whether there is a good fit between what the buyer needs and what the supplier can provide in terms of quality, cost, and capabilities of service.

In late 2017, the leader of the implementation circle at iQmetrix, a software firm based in Vancouver, Canada, was reviewing her company’s progress with Holacracy. This radical new organizational design was centred on employee self-management and based on a philosophy that focused “on roles (accountabilities for work), not souls (people).” All parts of the organization were now arranged in circles, which were the basic building blocks of the Holacratic organizational design, and all employees had completed their initial training and were now meeting in circles to fulfil the work of the organization. But was it enough? Could iQmetrix truly consider that it was now fully Holacratized? Nearly one year after the launch of Holacracy, the implementation leader looked back over the past year and assessed whether the implementation of Holacracy was now complete, whether the process had been a success, and what to do next.

In the Newstar Magazine exercise, participants are assigned one of three roles—managing editor, publisher, or board chair—and provided with information about personnel difficulties that have emerged at the independent Canadian magazine. The organization is small, financially strapped, and conflict has appeared within the magazine’s leadership. The objective of the exercise is to understand the source of this conflict and ultimately to resolve it. Use with 9B17C051 and 9B17C052.

In the Newstar Magazine exercise, participants are assigned one of three roles—managing editor, publisher, or board chair—and provided with information about personnel difficulties that have emerged at the independent Canadian magazine. The organization is small, financially strapped, and conflict has appeared within the magazine’s leadership. The objective of the exercise is to understand the source of this conflict and ultimately to resolve it. Use with 9B17C050 and 9B17C052.

In the Newstar Magazine exercise, participants are assigned one of three roles—managing editor, publisher, or board chair—and provided with information about personnel difficulties that have emerged at the independent Canadian magazine. The organization is small, financially strapped, and conflict has appeared within the magazine’s leadership. The objective of the exercise is to understand the source of this conflict and ultimately to resolve it. Use with 9B17C050 and 9B17C051.

In late 2017, the leader of the implementation circle at iQmetrix, a software firm based in Vancouver, Canada, was reviewing her company's progress with Holacracy. This radical new organizational design was centred on employee self-management and based on a philosophy that focused "on roles (accountabilities for work), not souls (people)." All parts of the organization were now arranged in circles, which were the basic building blocks of the Holacratic organizational design, and all employees had completed their initial training and were now meeting in circles to fulfil the work of the organization. But was it enough? Could iQmetrix truly consider that it was now fully Holacratized? Nearly one year after the launch of Holacracy, the implementation leader looked back over the past year and assessed whether the implementation of Holacracy was now complete, whether the process had been a success, and what to do next.

In the Newstar Magazine exercise, participants are assigned one of three roles-managing editor, publisher, or board chair-and provided with information about personnel difficulties that have emerged at the independent Canadian magazine. The organization is small, financially strapped, and conflict has appeared within the magazine's leadership. The objective of the exercise is to understand the source of this conflict and ultimately to resolve it. Use with 9B17C050 and 9B17C051.

In the Newstar Magazine exercise, participants are assigned one of three roles-managing editor, publisher, or board chair-and provided with information about personnel difficulties that have emerged at the independent Canadian magazine. The organization is small, financially strapped, and conflict has appeared within the magazine's leadership. The objective of the exercise is to understand the source of this conflict and ultimately to resolve it. Use with 9B17C050 and 9B17C052.

In the Newstar Magazine exercise, participants are assigned one of three roles-managing editor, publisher, or board chair-and provided with information about personnel difficulties that have emerged at the independent Canadian magazine. The organization is small, financially strapped, and conflict has appeared within the magazine's leadership. The objective of the exercise is to understand the source of this conflict and ultimately to resolve it. Use with 9B17C051 and 9B17C052.

This technical note provides descriptions of the basic forms of organizational structure and the conditions under which each organizational design choice might be made.

Software development company iQmetrix Software Development Corporation (iQmetrix), headquartered in Vancouver, Canada, had enjoyed success and growth for over two decades. In July 2017, iQmetrix was confronted with the challenge of managing this growth while maintaining its organizational culture as a non-hierarchical, innovative, and open place to work—a place where the best ideas could come from anywhere and where people shared ideas openly and transparently with all. iQmetrix was considering the implementation of holacracy, an organizational design based on the fluid structuring of roles and teams and broadly shared leadership. As the company’s five executives prepared to meet, they needed to consider whether the organization could adopt such a radical organizational form and whether this would foster the continued success of the firm.

This technical note provides descriptions of the basic forms of organizational structure and the conditions under which each organizational design choice might be made.

Software development company iQmetrix Software Development Corporation (iQmetrix), headquartered in Vancouver, Canada, had enjoyed success and growth for over two decades. In July 2017, iQmetrix was confronted with the challenge of managing this growth while maintaining its organizational culture as a non-hierarchical, innovative, and open place to work-a place where the best ideas could come from anywhere and where people shared ideas openly and transparently with all. iQmetrix was considering the implementation of holacracy, an organizational design based on the fluid structuring of roles and teams and broadly shared leadership. As the company's five executives prepared to meet, they needed to consider whether the organization could adopt such a radical organizational form and whether this would foster the continued success of the firm.

In May 2014, Julie Hallman was about to assume the presidency of the struggling non-profit arts organization, the Falaise Foundation, which offered a residence for small groups of artists and scholars from around the world to work on creative endeavours at its extensive property in the South of France. The foundation was suffering financially due to a combination of weak fundraising, high operating costs, an ineffective board of trustees, and a murky relationship between the founding family and the foundation. Complicating matters was Hallman’s personal situation: she was the daughter of the foundation’s founder, who had run the organization his own way for decades until health issues forced him to step down. As a documentary filmmaker with a degree in Fine Arts, Julie Hallman had no business background. She had to develop an understanding of the root causes of the foundation’s problems and identify a set of strategies and actions to effect a successful turnaround.

This negotiation exercise simulates the 2015 negotiation between senior leadership at iQmetrix, a Regina-based point of sale software firm, and Humanity, a San Francisco-based provider of a human resources module that iQmetrix seeks to bundle into its software product. The exercise is unique in that it occurs in a mediated environment where both parties only interact over email. There is no face-to-face interaction, leaving both sides to negotiate an effective agreement while communicating solely through email. Use with 9B16C025.

Supplement to product 9B16C024.

Supplement to case W16482.