Case | HBS Case Collection | October 2005 (Revised February 2006)

Reactivity: A Case of Re-Invention

by Myra M. Hart and Sylvia Sensiper

Abstract

By the time Glenn Osaka joined Reactivity as its new CEO in January 2001, the Internet bubble had burst, the financial markets had turned, and the company's core businesses were drying up. He was not hired to lead a turnaround, but Osaka found that the firm's future would depend on his ability to redirect the firm. He wanted the founders to come to this conclusion on their own. Looks at Osaka's leadership style, culture development, and consensus building. The founders of Reactivity (a software consulting and incubator start-up) were flying high when they closed on $23 million in venture capital in April 2000. Following the recommendation of their new VC board members, they began a search for an experienced manager/CEO who could lead the company's next stage of growth, but when he took over the reins, Osaka found that the challenges would be very different. Traces the company's history--from its organization in 1997 to late 2004, with primary focus on the transformation of the organization from consulting and incubating to a product-focused business.

Keywords: Management Style; Venture Capital; Organizational Culture; Software; Leadership Style; Product; Transformation; Organizational Change and Adaptation; Entrepreneurship; Growth and Development Strategy; Information Technology Industry; Consulting Industry;

Citation:

Hart, Myra M., and Sylvia Sensiper. "Reactivity: A Case of Re-Invention." Harvard Business School Case 806-025, October 2005. (Revised February 2006.)