NewVent has undergone many changes in the four years since it was founded as a subsidiary of UniGlobe. It has grown rapidly in size and complexity. Much of this change was expected, and provisions for it were included in the original business plan. Yet additional adjustments had to be made because of unexpected events.
One unanticipated event was the discovery by the research and development (R&D) department of a major new use for the magnetic flange principle. This additional application required some unplanned reorganization and expansion to tackle the fresh market potential. Also, a major international competitor entered the original market more quickly than expected; apparently they had been working in secret on a similar technological breakthrough. Competition aroused a greater need to concentrate on marketing and pricing issues, as well as to protect NewVent's patents.
Managers and other employees at NewVent have accepted most of this change cheerfully. They knew that they were getting into a young and rapidly growing organization when they took the job, and some turbulence was anticipated. Of course, there have been specific instances in which someone balked at a request to change direction or procedures. Coordination between departments has suffered during transition periods and some friction has resulted. By and large, however, Terry is pleased with the way the organization has responded to the challenges it faced.
UniGlobe has been somewhat less happy about the situation, however. Targets and deadlines have been missed, new requests for capital outlays
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Publication information: Book title: Leading the Living Organization:Growth Strategies for Management. Contributors: Lane Tracy - Author. Publisher: Quorum Books. Place of publication: Westport, CT. Publication year: 1994. Page number: 171.
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