CONCLUDING CASE

to compile the
INVESTMENT GROUP the
e a s i e s t way

formation
believed that s h a r e d web called aa t o n
project calied
STANLEY LYNCH he w project
large
investment
would be to s e t up
a
the collaboraKan wiki-an
Investment Group is a
has 12 major
c r e a t e d through
document
tion of ts
The Stanley Lynch information
in New York.
The firm
separal
oniine
can look up r
contribute
tion according
headquartered
operating in
a who
tirm

investment funds, e a c h with

analysts
financial
markets
users,
knowledge
and n e e d s . The challenge
he challenge would be now
of the to their given that he had
department. Along with knowledge

it analyzes, Stanley
Lynch's
competitive
to get
everyone
to c o n t r i b u t e ,
workers.
authority
and the businesses computer
few of the
iT
and reliable so
advantage comes from its
advanced

technology (tT}
dive
over

T . started by
working is with five empiovee
basic i n f o r m a t i o n presented in a c
information
effective
systems. Thus a n chiet intor- offering
Sion is a strategic necessity,
and the company's buiid a wiki two higher-level mar
the firm. Then he met with anag.
maticn officer (CIO) holds
a key roie at or sistent format. showed them the wiki:
a manager the CIO. He and
J. T. Kundra as to
When the company hired ers who report
at Staniey Lynch fast a c c e s s to information would Ove
that the IT division explained that
technoiogy, he learned in serv- He suggested that
most of whom specialize quality and efficiency.
consists of 68 employees, the IT group's
The IT employees serving ati the i} employees to put theit
the managers require
fund.
ing the needs of a particular of them led by a
group, each and he even persuaded them
a fund operate as a distinct documentation on the wiki,
several employees. (Five
employ-
should be measured for performance
manager who supervises that this behavior
ees report to J. T.) tactic was especially significant
sets up its own com
appraisals. This last
He also learned that each group because at a n investment company, bonuses for meet.
information about its projects. The
puter system to store
ing performance targets
are a big part of employees
became evident.
problems with that arrangement quickly compensation.
would ask for
As J. T. tried to direct his group's work, he that the
The IT employees quickly came to appreciate
program or another. Sometimes,
no
documentation of one
wiki would help them perform better. When they visited it
turn
one was sure where to find the documentation; it might
be
out to be stored in an obscure place such
as only on some- they couid s e e from the original information that it wouid
usefui. Adoption of the wiki swift, and before long, the
one's flash drive. Other times, he would quickly get three was

different responses from three different people with three ITemployees came to think of it as one of their most impor
versions of the documentation. And if he was interested tant software systems.
in another group's project or a software program used in
another department, getting information was next to impos DIsCUSSION QUESTIONSs
sible. He lacked the authority to ask employees in another
group to drop what they were doing to hunt down informa- 1. Give an example of differentiation in Stantey Lyncns
tion he needed. organization structure and an example of integration"
J.T. concluded that the entire IT division could serve the this structure.
firm much better if all authorized people had 2. wiki
to the work that had already been done and the
easy access What role did authority play in the adoption of the
software by the IT division at Stanley Lynch?
that was available. The logical place to store that
informa- 3.
to
tion was online. From experience at a
previous company, Describe how the IT division used coordinaton
achieve greater integration.