Nimble Storage Case Study BUS575_901. Group 4: Jaquayla Jenkins Lawson Gabrielle Hurst Nechama Hordiner.
Case Summary:.
Case Summary. History of company Analyzing Past performance Hyper-Growth of company Determined problem Establishment of appropriate leadership Evaluation of current initiatives Feedback from employees Used feedback from employees as determining factors Discuss the future, goals & potential barriers Industry Growth.
3D rendering of DNA. Cultural & Organizational DNA:.
CULTURAL/ ORGANIZATIONAL DNA. Job security/ Retention.
3D rendering of game pieces tied together with a rope.
Organizational challenges: Supporting growth Preparing for IPO Balancing focusing on the present vs. focusing on the future People challenges: Establishing a strong HR department ( pg 6) Convincing investors to change course ( pg 4) Training managers to be leaders (LEAD section & The Future Section).
Red toy person in front of two lines of white figures.
Bright ladder against dull ladders. Planet Earth from space.
White arrows going to the red target. Evaluation of the Initiatives:.
Changing the values from "laudable words" to actionable phrases creates an easy to digest common language Hiring process divides labor more efficiently Onboarding is more thorough and supportive ("NEXT" program) "LEAD" program supports managers Senior leadership is accessible via Employee Charter and other communication channels ("Kudos", "Off the Cuff" etc.) creating a circle rather than a line. Excellent, scalable software: Culture Amp, Workday, intranet website Based on a Ted Talk by Arthur Carmazzi ( TEDxTalks . (2019, June 21). Creating sustainable organizational culture change in 80 days | Arthur Carmazzi | TEDxMaitighar . YouTube. Retrieved September 16, 2022, from https://www.youtube.com/watch?v=r2XE87EoI7M&ab_channel=TEDxTalks ).
Artistic close up of the dandelion head with fuzzy overblown hair.
WHEN YOU LOVE WHERE YOU WORK:. Meet people's most profound need for self-actualization (Maslow, 1943) Rewards are meaningful/value-based. Received from both peers and superiors = giving validation in both directions. Ongoing opportunities for growth is supportive not punative (new annual review process) Employee focused (Employee Charter) Maslow, A.H. (1943). “A Theory of Human Motivation”. In Psychological Review, 50 (4), 430-437..
One big red drawing pin in front of many smaller black drawing pins.
Fierce competition (pg. 5) Not sure if they’re making the right decisions because the future is so uncertain, might not be investing enough, could grow too fast and lose profitability ( pg 16, very last paragraph) NEXT program? Onboarding process may not be fast enough (pg. 12). Will LEAD program be enough support for managers? Will expectations of managers be too high? Operation costs may be reduced only slightly..