Erik Petersen Case - Biometra A&b

Problem statement

The case Erik Person at Biometra A&B is a great example of what kind of problems can appear in the particular organization when there is a misfit between General Manager's job requirements and personal skills.

As we know from the case Erik Peterson was a fresh business school's graduate and was originally offered the position of a Product Manager in charge of sales and marketing of Biometra's catheters. Shortly afterwards because of significant changes in the company he was offered the position of General Manager with overall authority for Biometra's operations. He probably received this fast promotion because of the positive interviewing experience with Richard Jenkins, the charismatic president of SciMat medical device group. Here the first issue arises:

* Erik Peterson is promoted to the position of General Manager without any significant executive experience, shortly after graduating and without any coaching but only promises of support from Richard Jenkins, in other words there was huge gap between Biometra's General Managers's job requirements and personal skills of Erik Peterson. Because of the lack of managerial experience Peterson doesn't see the "big picture" addressing all current problems with successful catheter's launch to the problems with commercial manufacturing operations, to the interpersonal problems between the team members - like between Andrews and Jones, sales and marketing issues etc.

Other following issues appear because of the first main problem stated above:

* Erik Peterson was unable to build and lead a team. We cannot find any proof of teambuilding in the case. He didn't unite his team to achieve a very ambitious goal of launching the catheters' project in the stated period. He didn't try to inspire them, to motivate them for the higher goals; he just tried to investigate all the problems by himself without any delegation and trust to his employees;

* Erik Peterson experienced serious problems with interpersonal relations. One of the examples of his failure is his unsatisfactory relations with Dr. Scott Green and Karen Cantor with both of whom he had clashes during orientation in SciMat. In both of the conflicts Erik's mistake was that he was criticized and challenged the work or words of Green and Cantor instead of trying to built relations, asking them a piece of advice as they are both more experienced or praising them for the good results in their area of responsibility. Shortly after building constructive relations it is always easier to give particular recommendations supporting people by the admission of their important role in company's achievements;

Issues' analysis

There are following possible solutions for the issues discussed:

1) Huge gap between Biometra's General Managers's job requirements and personal skills of Erik Peterson.

Here my recommendations to Peterson would be:

* To meet with Jenkins and to report about Biometra's performance from his point of view;

*

To ask Jenkins for his professional piece of advice how to solve the problems raised;

* To agree with Jenkins to meet once a month to discuss achieved milestones of Biometra, Biometra's team results and personal Peterson results as a manager.

Pros - Jenkins could realize finally the problem between misfit of Peterson's personal skills and GM job requirements and will try to support and coach Peterson as much as possible as Peterson was his candidate.

Cons - direct communication with Jenkins may cause interpersonal problems between Hardy and Peterson. At the same time we know that Hardy is not that involved.

2) Erik Peterson was unable to build and lead a team

Person should organize a teambuilding meeting where he clearly should explain all the ambitious goals of the project and that they can succeed as a team and should ask his team to support him. On the other hand, Peterson should encourage Hardy to be more involved by explaining the Biometra's success is a Hardy's success.

Pros - team can support him, which will lead to common success.

Cons - some members of the team can still oppose Peterson's efforts to achieve highest results.

3) Erik Peterson experienced serious problems with interpersonal relations

Peterson should talk with Green and Cantor about the following:

* He should explain that he needs their support and advice about Biometra's catheter's launch and to express his pity for unconstructive

relations between him and them;

* He should inform Green and Cantor about other manufacturing problems and involve them in the decision making about this issue;

Pros - interpersonal relations can be improved.

Cons - Green and Cantor can ignore Peterson approach to improve relations.

Recommendations

My recommendations to Erik Peterson would be the following:

1) He should immediately (before the visit of Knight, Jenkins and Harper) organize an intervening meeting with Hardy and Biometra's team. In this meeting Peterson should:

* Set particular milestones and criteria of success so that everybody will understand the ambitious Biometra's goals and milestones;

* Encourage and inspire team to achieve these goals and ask for support from all the members of the meeting;

2) He should talk separately with Green and Cantor asking for their support and involvment in the whole product launch. Also Peterson should organize a meeting with Green and Cantor and Costa Rican manufacturer to clarify for them all manufacturing problems so that they can behaive accordingly in the negotioation with KOLs.

2) During the Jenkin's visit it is significant for Peterson to explain all the issues to him with the request of his professional advice and future possible monthly meetings about Biometra's performance.

Overview

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