| HBS Case Collection
(Revised from original version)
As Symantec grew from a small, upstart software development company to a major player in the software development industry, the channels of information flow and the internal communication needs of the company became more complex. The geographically-dispersed structure of the company, in which product development groups stayed together, lead to the development of great products but hindered information flow. The top managers set out to facilitate information flow across product groups and within the company as a whole through both improving the information technology systems and bringing together employees in certain functional areas for regularly-scheduled meetings. A challenge for Eubanks, the CEO, was to balance the implementation of certain formal systems, and the maintenance of employees' entrepreneurial spirit and development of employees' managerial skills.
Organizational Change and Adaptation;
Employee Relationship Management;
Growth and Development;
Information Technology Industry;
Nohria, Nitin. "Symantec--1982-90." Harvard Business School Case 491-010, August 1995. (Revised from original July 1990 version.)