Case 8: Submitted by, Submitted To:

GROUP 4 , SEC A Dr. Nilanjan Sengupta

MediSys Corp.: Nandita Kashyap -21027 Professor
The IntensCare Nandu Krishnan -21028
SDMIMD, Mysore
Product Narendra Sandipan Patil -
21029
Development P K Anirudh -21030
Team Pavan Kumar
Vishwakarma -21031
Prachitha Jain -21032
Pratiksha Murthy -21033
 Jack Fogel= Senior Production Manager and Project
lead. Hired in 2002.

Valerie Merz= Marketing and P&L Manager. Hired in

2008.

Key Aaron Gerson (the brain behind the product)= Scientist

part of the R&D area. Hired in 2002.

Characters Bret O’Brien= Senior Engineering Manager. Hired in

2002.

Karen Baio= Regulatory Affairs. Hired in 2002.

Dipesh Mukerjee= Software Design Manager. Hired in

2004.
 Case Summary
• A privately held U.S.-based medical device manufacturer, was founded in 2002 with revenues reported to be
$400 million in 2008.
• Established rapport with 2 successful product in the market.
• Entrepreneurial had culture fostered innovative thinking in the company.
• Deep Pocket competitors were entering in to Medsys market segment with product designed to compete with
intense care. Board noticed early sign of growth slowing in the org.
• New president, Art Beaumont, was hired in January, 2008.
• New President changed many thing, set up executive committee and further formalized process for product
development. He believed that medSys can only have completive advantage of early product launch over
competition by the use of cross functional team. Speed was the key.
• Beaumont created an Executive Committee consisting of 5 Vice Presidents from different functional areas,
particularly: sales and marketing, research & development, design and engineering, production, and
administration. Beaumont’s intention was to create an executive team that would formulate and implement an
effective business strategy
. • He also created a cross-functional team, including people from all critical functions. This, as he believed, would
speed the product development.
 IMMENSE PERFORMANCE TEAM PERFORMANCE IS NO COMMON GOAL,
AND TIME PRESSURE ARE NOT OPTIMAL APPROACH OR PROCESS
VISIBLE HAS BEEN FOLLOWED.

Issues

LACK OF CLEAR DELAYS WITH SOFTWARE POOR DESIGN OF THE

PRIORITIES. OUTSOURCING. TEAM AND DYNAMICS.
Recommendations
• Ensure that they work as a  cross-functional team. 
• Resolve conflicts.
• The leadership of MediSys could step in along with a team decision to cancel or delay the
program for IntensCare.
• Listening and questioning techniques should be adopted by all team members particularly the
team leaders.
• The president will need to work with the executive committee to create a separate post within
the committee that is the product development lead .
• The president needs to clear the air and restate or tell the team the organizations vision,
mission, and goals to refocus the team on what is important.
• The ability to have resources or solutions to product development available will help at the
team level. A proper evaluation system will motivate the team and hold them accountable for
their work. A rewards system will also motivate the team to come together and work towards
finishing the project.
THANK YOU !!