BoldFlash Cross Functional Challenges in the Mobile Division Case Solution

1. What are the main problems that the Mobile division is experiencing?

• How do the conflicting performance metrics of each group contribute to the problems?

• What is it about the current organization design and product development process that fosters the problems of coordination we see in the case?

There were several problems that the Bold Flash Mobile division was experiencing. Firstly, the Mobile segment is suffering due to low margins, high-pressure costs, and strong competitors Cahill, the newly appointed Vice President identified futile conflicts that happened to occur between functional departments, especially the product development process. However, when closely analysed, it was revealed that the root cause of the problems was poor management and the lack of communication between employees and department functions. The manufacturing department was not performing well and was struggling with teamwork. Also, the process of product development was dysfunctional according to Cahill. The department did not interact with each other divisions, resultantly, the sales, production, and marketing divisions never consulted.  

The marketing division was also struggling due to undefined and vague roles and duties that created issues to understand the environment. Additionally, the absence of experienced specialists in the marketing department also created serious trouble to understand the environment. The marketing department also struggles in findings clients which leads to sluggish growth in sales. It is also observed that the corporate culture of the company was equally a culprit as it was not aligned with corporate goals and distracted the divisions from the outcomes. Cahill also observed issues in the predecessor’s leadership style which might happen to be the reason for these conflicts. Also, it is observed that lack of communication is due to the low morale of employees.

• How does the division’s culture play a role in the discord? What has shaped this culture?

• What is the role of the business head, Cahill, in leading change?

The company’s inability to understand the needs of the market and customers aroused many challenges within departments. The missing opportunity in the tablet market caused distress among employees. Although Bold Flash tried to maintain it through the development of chips for the tablet market due to communication gaps and internal conflicts, the company had missed the critical market in storage devices. The failed corporate culture and internal competition among functional departments made the situation more complex. Cahill, when sensed the issue, tried to combat the problems but was unable to manage the situation as he was a scientist, not a leader. He indeed had remarkable analytical skills but the dilemma was out of his hand. He tried to bring change by shuffling employees to create bonds however, it created rivalry instead. He also made organizational as well as personnel adjustments to address the issue.

2. Should one particular group (marketing, manufacturing, etc.) or individual bear more of the responsibility than any other for fostering cross-functional coordination? Why or why not?