Case | HBS Case Collection | August 2002

Trilogy University

by Thomas J. DeLong and Michael Paley

Abstract

In early 2001, Trilogy Software faced a slowdown in its business, a large number of unsuccessful customer deployments, and an overall weakening in the enterprise software market. In response, the company revamped its business model and restructured the organization. Joe Liemandt, chairman and CEO of Trilogy, along with members of the company's senior management team must decide whether Trilogy University, the company's internal training program for new college recruits and other recently hired employees, supported or detracted from the company's new objectives. Specifically, they must decide whether and, if so, how Trilogy University, the traditional source of new ideas, new products, and new approaches at Trilogy, should be adapted to reflect the strategic changes that were taking place throughout the organization.

Keywords: Organizational Change and Adaptation; Organizational Culture; Organizational Design; Alignment; Restructuring; Organizational Structure; Change Management; Business Strategy; Economic Slowdown and Stagnation; Information Technology Industry;

Citation:

DeLong, Thomas J., and Michael Paley. "Trilogy University." Harvard Business School Case 403-012, August 2002.