Introduction Georginelli Dental Research (GDR) was a global company with production facilities in the United States, Europe, and China. GDR had a strong focus on education and research in its marketing efforts. The dentists who conducted their research at the GDR research institute were loyal to the GDR brand and preferred its products over other brands. GDR aimed to maintain its market share in dental imaging by embracing digital advancements, while also carefully managing its profit margin in film sales. Angelo Bella, the project manager, took on the task of commercializing a new dental film scanner known as the Bart Film Scanner.
The company’s goal is to introduce a cost-effective film scanner that would aid in the transition to digital imaging while keeping the profitable film portfolio viable. Project manager Angelo Bella faced a major challenge with the Bart Film Scanner, as previous attempts by other teams at GDR to develop a low-cost dental film scanner were unsuccessful. GDR has an advantage over competitors like Kodak, Fuji, and Agfa in providing more critical detail. This case study aims to examine how Bella motivated his team to meet time-to-market and cost objectives.
QUESTIONS: COMMUNICATION: 1. As a project manager, what should Bella do now that Namath has given the approval to proceed with Bart?
Bella should come up with a strategic marketing plan with GDR objective, which shows the target market share and exactly what GDR is looking to accomplish. Bella should also have a complete product understanding that covers technical aspects and work closely with the BT Wang team to ensure that Bart film Scanner is completed within the expected time frame and has high product quality.
Bella needs to ensure that she does not repeat past mistakes while working on the Bart film Scanner. In order to achieve success for the Bart team, Bella should focus on the four “Ps” of marketing (place, product, price, and promotion), motivate the team, encourage idea sharing, and implement a “can do” strategy. It is also important for Bella to prioritize the product goal and collaborate with the team to achieve desired results. However, Bella may encounter roadblocks that could disrupt Bart’s schedule. To overcome these challenges, she should be proactive and find solutions to any obstacles that arise.
Management approval was difficult to obtain due to previous failed attempts. Bella needed to start the project with enthusiasm and excitement, while also erasing painful memories. Motivation and belief in achieving the goal were necessary, as well as learning from past failures.
Another goal was to work on a low-cost product with high profitability. Additionally, the product needed to be completed within the target time frame and launched at the appropriate time.
It was noted that many managers in the Bart team believed that the internal cost structure of GDR was favorable for designing inexpensive products.
Bella should schedule a one-on-one meeting with them to understand their skepticism and also to present her own beliefs on the project. Another important consideration is the role BT should play in the project and why it is crucial. BT Wang’s involvement is critical for the success of Bart project as the BT team needs to develop a product that meets the company’s goal of a low-cost and highly profitable product while also meeting customer expectations of a high-quality product at a low cost. In terms of the project schedule, the team needs to decide whether they should follow GRD’s phases-and-gates process or another commercialization process for the scanner.
It is not detrimental for Bart’s team to adhere to GRD’s phases-and-gates process in order to make decisions based on the available information, such as the business case, competitive assessment, risk analysis, available resources, and input from worldwide regions. It is also acceptable to utilize alternative commercialization processes that may be more advantageous for project success.
Additionally, it is important to determine who should be responsible for managing the overall project schedule, making updates to the schedule, and communicating critical paths.
According to me, Bella should personally take the responsibility of overseeing the entire schedule, updates, and communication. This is because he is highly motivated and enjoys the challenge of accomplishing what others find difficult. He is working on this project out of passion and will put in his best efforts to turn Bart film scanner idea into a reality with low cost and high profit volume. Additionally, I believe that exchanging employees between GDR and DIS would greatly benefit both companies and contribute to the success of the project.
Dental Imaging Systems (DIS) produced a low-end scanner. The company can utilize its technology to create a low-end scanner and DIS does not pose a direct threat to GDR because it is not widely recognized in the market. DIS can gain an advantage by studying business tactics and strategies to improve its market presence. 4. If GDR’s phases-and-gates process is implemented, DIS representatives should attend gate views. It is crucial for both team members to have a thorough understanding of the project and recognize the necessary steps to ensure its success.
For the launch of Bart coinciding with the release of new dental films, GDR needs to communicate their mission and goals. The mission is to generate cash revenue by introducing these films. The goal is to create, design, and release a low-cost scanner that will be highly profitable within a year. Each team member should understand their role and responsibilities, knowing what is expected from them. It’s important for the team to agree on specific ground rules that everyone can follow. Decision making should also be clearly defined, including who will make decisions and how and when they will be implemented. Effective group processing relies on proper communication and mutual understanding.
LEADERSHIP: Bella and BT can take the following actions to energize team members and instill belief in the future success of the Bart Scanner. Firstly, they should conduct regular group meetings or discussions about the project on a weekly basis. During these meetings, they should actively listen to team member ideas, inspiration, and doubts. It is important for them to address and clarify any doubts that team members may have, while also acknowledging their contributions and appreciating their effort. Additionally, Bella and BT should motivate team members by reminding them of the importance of their work and the impact it will have.
Bella needs to address critical path items for GDR or DIS by ensuring information is shared between team members. Both team members need to actively participate and be familiar with the terms and conditions, reaching mutual agreement in order to achieve the target and goal. It is important to clearly specify the aim, purpose, time frame, budget, and scope. Additionally, both team members should understand their individual strengths and weaknesses. When dealing with naysayers who could undermine the project, Bella should take an effective approach within the team and throughout the organization.
Bella needs to address both the team and the organization by clearing any doubts and responding to unanswered questions. Bella should listen to their ideas, suggestions, and comments. Additionally, Bella should update the organization on the progress of the project on a weekly basis. By ensuring that the project is running smoothly according to plan and without any delays or setbacks, Bella can eliminate any naysayers within both the organization and the team. As for motivation, throughout the project, recognition and rewards can be given to team members to keep them motivated.
Team members should be shown the importance of the project and your belief in it through meetings and open discussions. Bella should ensure complete alignment with the team’s objectives, motivate them, maintain a positive attitude, and follow up regularly. Progress should be acknowledged both in meetings and through emails. Should there be a formal celebration for both GDR and DIS team members? Yes, a formal celebration should be held to foster good relations and motivation for future projects.
In order to ensure cultural sensitivity, how can formal recognition be achieved? A formal event should be organized for the participants of the Bart film scanner project to acknowledge and appreciate their efforts and contributions. This can be done through the presentation of certifications and awards at a quarterly forum. Ultimately, GDR was a small company in the dental industry, competing against giants such as Kodak, Agfa, and Fuji. The Bert Film Scanner proved to be a challenging task for Angelo Bella, the project manager of GDR.
Despite several unsuccessful attempts by various GDR managers to launch the project, it initially appeared to be a failure. However, Bella’s belief in the project’s potential for a low-cost film scanner with high profitability made success possible. This case demonstrates that change can be challenging but it doesn’t necessarily have a negative impact on organizational culture. Even though the project had previously failed and nobody supported Bella’s idea to restart it, her motivation and determination resulted in a positive change within the organization.
