QUANTUM

CORPORATION
BUSINESS AND PRODUCT TEAMS
Presented by: Big Five
TABLE OF
CONTENT
BACKGROUND OF
01
COMPANY

02 RESOLVE CASE
STUDY
 MEMBERS

PHAN GIA BAO TRAN THI MINH THU VU KHANH HUYEN

TRAN MINH ANH DANG MINH HANH

OVERVIEW

Quantum Corporation was founded in 1980 to manufacture and market a four-

model product line of 10-, 20-, 30-, and 40-megabyte (Mb) 8-inch Winchester
disk drives for minicomputer manufacturers and makers of sophisticated
multiuser word processor systems.

First product reached $119M by 1985.

Quantum had logged $878 million in revenues—up 627% over its 1987 level—and
net earnings had shot up from $9 to $74 million, boosting it from ninth to third
place among the world’s independent disk drive manufacturers.
 In 1985, Plus
Quantum Corporation
Development saved
Quantum from total
Subsidiary firm failure, offset the
evaporating sales of
the original Quantum

Plus Development
 CEO COO
Steven Berkly David Brown

Plus Development 20% shares

Quantum Corporation
 RESOLVE
CASE STUDY
HOW TO BE SUCCESSFUL
IN DISK INDUSTRY?
Quantum had a great decision in 1885 but still received
failure
Customers were accelerating their own development
cycles, and the time during which they would evaluate
and select the disk drive for a new computer system
was also becoming increasingly short.

=> Being even a few weeks late in product development

could cost tens of millions of dollars in lost revenues.
HOW TO BE SUCCESSFUL
IN DISK INDUSTRY?

Every technology company can’t survive if it doesn’t

change...

The demand of customers changes everyday, lead to the

developments of equipments.

Changes in operations.
WHAT DO YOU THINK
ACCOUNTS FOR QUANTUM'S
SUCCESS?

The awareness of the challenges they believe will characterize the hard drive industry
in the 1990s: shortened lead times, stiffer competition, and slower market growth.

Change in operations of the company.

Define the right way to satisfy customer demand.

Develop the product for differents target.

Question 2: What is your evaluation
of Quantum's progress to-date in
developing and applying team
concepts?

SUCCESS CHALLENGE
 Cheetah Team/ Lighting
Team
Was successful in managing and
developing the Cheetah product,
making a significant contribution to
SUCCESS
Quantum's revenue
When operations management
responsibilities were transferred to
the Lightning operations team. This
CHALLENGE
transition created a two-tier team
structure, which could potentially
lead to communication and
coordination challenges
Aerostar Team Wolverine Team
Developed an
additional product, Management Transition: This
Gemini, based on helped improve management
Aerostar’s architecture, focus and address management
showcasing their ability challenges more effectively
to learn and adapt
The product
Overlapping DFAT Strategy:
experienced delays in its
While it posed some challenges in
market release,
information transfer between
exceeded its budget,
departments, it optimized product
and did not achieve the
development timelines
expected profitability
Quantum's experience with these teams illustrates that while
the team concept can drive success, it also requires careful
management and coordination. Teams need to be staffed with
members who can think like general managers and handle the
responsibilities that come with it.
QUESTION 3: HOW EFFECTIVE HAVE THE
MAJOR TEAMS BEEN?

Quantum’s product planning was better integrated into the company’s strategy.
Whereas historically, product development was often initiated by resource availability,
continuous business team-level product planning had become the trigger for product
development initiatives.

Most felt teams gave the company the flexibility it needed to organize and reorganize
around shifting markets

gives members a better understanding of the over-all problem set

QUESTION 3: WHAT ACCOUNTS FOR THEIR
PRIMARY DIFFERENCES IN EFFECTIVENESS?

gives members major responsibilities, a great learning opportunity, and visibility

For the executive staff, the team system had taught them to delegate important
decisions
Question 4:

1.TEAM
MANAGEMENT

2. HOW TO TRAIN

3.HOW TO OPERATE
NEXT TIME
 1.TEAM
MANAGEMENT

We think that effective technical and business team

management will put quantumn company at the forefront
of the market. However, Dave's concerns are reasonable
as he believes that problems do not appear until the work
is not highly technical. So in the future quantum should
pay more attention to:

Continuous Improvement
Invest in Training
Evaluate and Benchmark
2. HOW TO TRAIN

1.Technical Training:
Quantum should offer specialized training programs to equip team members with the
necessary technical knowledge and expertise. This can involve courses, workshops,
or mentoring sessions.
The training should cover a range of technical areas relevant to Quantum's
operations, such as quantum computing principles, algorithms, software
development, and hardware architecture.
By investing in technical training, Quantum can ensure that its team members
possess up-to-date knowledge and skills in this rapidly advancing field.
2. Team Collaboration Skills:
While technical expertise is crucial, effective collaboration is equally important for
teams to work efficiently. Training programs should focus on enhancing team
members' collaboration skills.
Offer workshops or seminars that emphasize communication, problem-solving, and
teamwork. These sessions can help individuals develop strong interpersonal skills,
foster effective communication, and promote a collaborative work environment.
Additionally, training should address project management and leadership skills to
empower team members to coordinate tasks, set goals, and drive successful
outcomes.
3.HOW TO OPERATE
NEXT TIME

With the Team Lessons Learned: Key Points of Fast Cycle

Leverage, Brown absolutely could orient the new path for
the teams with higher performances.
Team members are crucial elements directly influencing
the team's performance. As individuals actively involved
in the team's tasks, the feedback from team members is an
essential factor for accumulating experiences,
understanding issues, and thereby constructing an
effective path for the future.
The managers also need to continuously update the work
progress and the team's efficiency to adjust the working
methods and activities of the team, gradually charting a
suitable course.
Issue 1: Team Management Issue 3: Team Operation
Effectiveness and Complexity Improvement Action Plan
Action Plan:
Conduct a comprehensive assessment of Establish a cross-functional task force
upcoming projects to determine the extent Promote a culture of shared responsibility and
Identify and prioritize the need for additional clarify the roles and expectations of functional
experienced team members. managers
Develop a training program to enhance the
team management

Issue 2: Training for Team Issue 4: Measurement and

Contribution Action Plan
Seeking feedback from employees
Consider a hybrid approach to training
Tracking Action Plan
Develop key performance indicators
Implement regular performance reviews and feedback
mechanisms
Establish a system and best practices across the
organization.