Publications
Publications
- August 2002
- HBS Case Collection
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.
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