Managing a Global Team: Greg James at Sun Microsystems, Inc. (B)

Tsedal  Neeley

Supplement | HBS Case Collection | November 2009

Managing a Global Team: Greg James at Sun Microsystems, Inc. (B)

Abstract

This case updates students on the steps Greg James took to solve the problems that instigated the crisis documented in “Managing a Global Team: Greg James at Sun Microsystems, Inc. (A).” We find out how James solves the process problems involved in his team's breakdown and creates team cohesion to help them function together effectively. We also learn whether or not James is successful in taking his global team to a new level of productivity and customer service.

Keywords: Customer Satisfaction; Globalized Firms and Management; Crisis Management; Service Delivery; Business Processes; Performance Productivity; Groups and Teams; Technology Industry;

Format: Print

2 pages

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Citation:

Neeley, Tsedal. "Managing a Global Team: Greg James at Sun Microsystems, Inc. (B)." Harvard Business School Supplement 410-020, November 2009.

Case | HBS Case Collection | June 2019

Eric Hawkins Leading Agile Teams @ Digitally-Born AppFolio (A)

Tsedal Neeley, Paul Leonardi and Michael Norris

Eric Hawkins, director of engineering at AppFolio—a digital technology firm that offered cloud-based business software to small and medium sized companies—was shocked by an unusual request from his senior leadership team. Could Hawkins and one of his agile teams build a check scanner feature inside their management software? AppFolio’s founders had instructed to never build a check scanner; providing technologies to help businesses move into the digital era was a primary company goal. A scanner for paper checks would contradict the hard-won culture of software innovation and project self-selection that AppFolio and Hawkins’ teams lived by. Hawkins also worried that creating a new team to work on the check scanning project would cause workload and morale issues. But the sales team believed that this technology could close deals with larger, more complex property management companies, some with managers who wanted the check scanner feature. Several large-scale deals were on the line. Hawkins quickly assembled an agile market validation team and considered two options: hold fast to the company’s values and refuse to build the check scanner feature or capitulate and build a basic check scanner with minimum functionality. Engineers would likely consider this a “loser” project, yet sales might get a boost that could open a new revenue stream. Hawkins had to make his decision quickly.

Keywords: digital transformation; values; Agile; vision; corporate culture; Leadership; Values and Beliefs; Organizational Culture; Decision Choices and Conditions; Technology Industry; United States; California;

Citation:

Neeley, Tsedal, Paul Leonardi, and Michael Norris. "Eric Hawkins Leading Agile Teams @ Digitally-Born AppFolio (A)." Harvard Business School Case 419-066, June 2019. View Details

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Managing a Global Team: Greg James at Sun Microsystems, Inc. (B)

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