Keflavik Paper Company In recent years, Keflavik Paper Company
has been having problems with its project management process. A
number of commercial projects, for example, have come in late and
well over budget, and product performance has been inconsistent. A
comprehensive analysis of the process has traced many of the
problems back to faulty project selection methods. Keflavik is a
medium-sized corporation that manufactures a variety of paper
products, including specialty papers and the coated papers used in
the photography and printing industries. Despite cyclical downturns
due to general economic conditions, the firm’s annual sales have
grown steadily though slowly. About five years ago, Keflavik
embarked on a project-based approach to new product opportunities.
The goal was to improve profitability and generate additional sales
volume by developing new commercial products quickly, with better
targeting to specific customer needs. The results so far have not
been encouraging. The company’s project development record is
spotty. Some projects have been delivered on time, but others have
been late; budgets have been routinely overrun; and product
performance has been inconsistent, with some projects yielding good
returns and others losing money. Top management hired a consultant
to analyse the firm’s processes and determine the most efficient
way to fix its project management procedures. The consultant
attributed the main problems not to the project management
processes themselves, but to the manner in which projects are added
to the company’s portfolio. The primary mechanism for new project
selection focused almost exclusively on discounted cash flow
models, such as net present value analysis. Essentially, if a
project promised profitable revenue streams, it was approved by top
management. One result of this practice was the development of a
“family” of projects that were often almost completely unrelated.
No one, it seems, ever asked whether projects that were added to
the portfolio fit with other ongoing projects. Keflavik attempted
to expand into coated papers, photographic products, shipping and
packaging materials, and other lines that strayed far from the
firm’s original niche. New projects were rarely measured against
the firm’s strategic mission, and little effort was made to
evaluate them according to its technical resources. Some new
projects, for example, failed to fit because they required
significant organizational learning and new technical expertise and
training (all of which was expensive and time-consuming). The
result was a portfolio of diverse, mismatched projects that was
difficult to manage.
Further, the diverse nature of the new product line and development
processes decreased organizational learning and made it impossible
for Keflavik’s project managers to move easily from one assignment
to the next. The hodgepodge of projects made it difficult for
managers to apply lessons learned from one project to the next.
Because the skills acquired on one project were largely
non-transferable, project teams routinely had to relearn processes
whenever they moved to a new project.
The consultant suggested that Keflavik rethink its project
selection and screening processes. In order to lend some coherence
to its portfolio, the firm needed to include alternative screening
mechanisms.
Question:Explain steps that Keflavik’s should have used when adding a new project to their portfolio.
Project selection and screening must be based on cost to benefits analysis, risk to rewards ratio and return on equity ratio.
Secondly, Keflavik must have Agile methodologies in team collaboration to reduce turnaround time and solve complex challenges faster alongwith Tuckman Model of Five stages of Learning.
As new manager one must implement Tuckman Model in leading teams using following ways:
Forming where groups are formed and aggregated based on
experience and expertise
Storming where resistance to change and conflicts are minimised and
teams are normalised amd aligned to goals
Norming where individuals and groups efforts are recognised and
awarded commensurately
PerForming where groups decisions making is encouraged with minimal
intervention
Adjourning is dissemination where evaluation and feedback and
acknowledgement is given and teams are disintegrated after tasks
gets accomplished.
Secondly the organization is looking for learning and technical expertise is must as well.
Staffing global organisation requires methods like Social Media Hiring, Referral Hiring, and Thid Party Consulting based Hiring which gives quality candidates.
Social media hiring is best for cultural fitments however can be
skeptical which is disadvantage as it doesnt give an holistic
view.
Referral hiring is another effective way because of trust and
Recommendations shown. However it can be disadvantageous if
referrences are unchecked and unverified.
Consulting based hiring gives top level candidates based on
requirements and expectations. However disadvantages being cost of
hiring is very high.
Organisinations must check for quality and skills as well as
qualification like global experience, overall countries travelled,
cross border cross domain management skills, Leadership skills,
International relations management, Team building.
Predeparting on boarding opportunity is very critical for global
success and hence candidates must b egiven training in global
countries and should be given sufficient time to adapt to its
culture and way of doing business and then should be expatriated.
Here entire family expenses are taken care of and sufficient
financial and administrative support is offered for ease if
transition to new nation.
Ongoung training will incorporate learning through peers,
transition counselling through past expatriates, reverse mentoring
and case studies and collaborative approach like on job training
with senuor leaders. Here expatriates are offered regular support
to understand working culture, management style and organisation
structure and systems.
Repatriation policies like attractive remuneration and total
rewards package, career development plan for next 5 years, family
health and insurance, children schooling and education support,
long term stock options and bonsues, flatter hierarchy.
US employments laws like Equal opportunities as per Civil Rights act Article VI is most important and critical to be considered when in UsA as major emphasis is given on non discrimination policy of hiring. Other Acts being Sarbanes Oxley Act and Foreign Corrupt Practice Act which leaders must be aware of for ethical compliance and demonstrating integrity and honesty.
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Keflavik Paper Company In recent years, Keflavik Paper Company has been having problems with its project...
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