Publications
Publications
- August 2016
- HBS Case Collection
CSI Ingenieros
By: Jay Lorsch and Emily McTague
Abstract
CSI's business unit managers gathered around the downstairs conference room for the company's weekly meeting to discuss project bids. Cristina WaldAshley Hartman, who was in charge of finding projects for the engineering firm to work on, read through several she had identified while others in the room took notes. Since CSI's founding thirty-five years ago, the company had grown substantially. The growth so far had been fueled by the company's ability to diversify into other services in the construction and engineering space. CSI had a strong market and customer base in Uruguay but realized that in order to be successful it needed to expand internationally. One of the key objectives for CSI in 2016 was to build a clear plan for this expansion and design an organizational structure which could support its growth.
Keywords
Corporate Governance; Board; Board Committees; Board Dynamics; Organization; Organization Alignment; Dynamic Capabilities; Organization Design; Organizational Prototyping; Organizational Silence; Organizational Learning; Organization Behavior; Organizational Change and Adaptation; Organizational Culture; Manufacturing Industry; South America; Uruguay
Citation
Lorsch, Jay, and Emily McTague. "CSI Ingenieros." Harvard Business School Case 417-022, August 2016.