Case Analysis Essay

The case exposes problems that a world leading erratic telecommunication handheld producing social club is facing under the force of colonial internal and external challenges. The company, Research In Motion ( beach), is experiencing success in the smart ph unrivalled grocery store with explosive proceeds target and extended market share. The berry products which integrate different functions give birth reached 14 cardinal subscribers worldwide and have everywhere $ 6 billion in revenue. However, the huge potential smart phone market also comes along with deep competition. flange can just rest on its success and have to face other strong competitors. Meanwhile, several SHRD problems arise from the explosive growing of RIM. The R&D, the key factor to RIMs success, has increased significantly both in terms of total number of employees as headspring as geographic scope of its operation. The explosive growth has caused commodious push on the R&D team. Whats more, grea t need for engineers has beat the endowment fund and space scarce. Several feasible options are offered in the case, providing solutions to spoken language the SHRD issues. The company is facing the problem in finding the way to pick out its explosive growth. Environment AnalysisRIM is operating in a sunrise market, a market with great potential and immense competition. RIM is the leading figure in the telecommunication market with explosive growth. BlackBerry which is RIMs featured products, has reached 14 million subscribers worldwide and has over $6 billion in revenue.( Mazutis, 2011) RIM has more than 100,000 first step customers and an estimated 42 percent market share of converged devices thanks to its push e-mail architecture and built on security.( Mazutis, 2011) Besides North America, the telecommunication market has great potential worldwide. In China, there are over 524 million subscribers with exclusively 39 percent penetration. (Mazutis, 2011) India is also expe riencing fast growth rate with a 60 per cent increase and only 21 per cent market penetration. (Mazutis, 2011) However, great potential comes with great competition. Several competing platforms exist in the market. Symbian holds an estimated 65 per cent worldwide share of converged devices. (Mazutis, 2011) orchard apple trees iPhone also has a great impact on the smart phone market. Whats more, Microsoft and Apple are actively pursuing the business segment. The explosive growth rate has caused great pressure on RIMs R&D teams at the headquarters in waterloo. In order to catch up with the dynamic market situation, RIM needs to ensure its R&D investment match its total sale. The hiring department at RIM has to spirt overtime in order to honour up with the growing demand for qualified engineers. Moreover, the R&D group has expanded to more localizations not only in North America but also in England. Problem IdentificationThe problem lies on the conflicts between traditional growth s trategy (enterprise shade) and the high demand of R&D resources from rapid growth. RIM has unique culture that keeps a low employee turnover rate and maintains a good lending environment for engineers. Centered in waterloo is the core to keep such culture. However, such concentration has caused SHRD issue regarding the high demand of R&D resources. The historic growth strategy secures the recruitment can hardly catch up with the pace of fast growth. To source from local giving pool, through employee referrals and new graduate recruitment has already consumed most of the beat out developers in the area (Mazutis, 2011). Whats more, attracting outside talent to Waterloo was difficult devoted the free-enterprise(a) nature of the global software development industry. The shortage of strong-arm space at RIMs Waterloo campus and the specific recruitment view it even harder for RIM to find qualified engineers. SolutionEnterprise culture is needed to be changed in the RIM case The DNA of the company is needed to be rearranged. Instead of keeping the Waterloo concern culture, RIM should make further move in the direction of dual core. It is plain that Waterloo is facing both talent and physical space scarcity. The location lacks the tycoon to attract talents out of the region due to the nature of the highly competitive software industry. Although RIM has already made expansion outside Waterloo, the Waterloo centered is so deeply rooted in the culture that makes the expansion follow behind the fast growth. RIM should reinforce the status of its research facilities in America. Instead of keeping two separate R&D departments at different locations, RIM should merge the two departments into one big Headquarter in America at a desired location. By merging to one location, RIM can avoid the problem of development integration and invoke innovation. Thanks to the comprehensive legal framework to protect intellectual home in America, RIM can put parts of its cor e work at the headquarter in America without worrying piracy and relief the pressure at Waterloo. Whats more, the American headquarter also has strong advantage in recruiting talents nationwide. The HR department should cause co-op program to attract talent new graduate student. The nationwide campus recruitment campaign should also be conducted by the lead of the HR department. In order to maintain low employee turnover rates, competitive employee benefits and enterprise culture education should be guaranteed as part of the HD strategy. Action PlanPhase one American headquarter location selection. In order to select the most suitable location for the headquarter in America, the location must have the following characteristics1) technology sector has already been existed in the location 2) big local talent pool 3) fill up to top level universities with strong engineering program. The mentioned location selection criteria would make sure the company has the ability to meet the high demand from R&D group. Current location Dallas or Chicago are the outgo choice relocation cost would be minimized. Phase two The contact of HR department. Enterprise culture shift should be conducted by the HR department. The dual core culture should be introduced to current employee and managers. Current Waterloo employee should be contacted whether they have the will to relocate. Phase three The HR department should establish new co-op program at the new location. On campus recruitment campaign should be conducted at universities with strong engineering program. Meanwhile, good employee benefits and enterprise culture education should also be provided in order to keep a low employee turnover rate.ReferencesMazutis, D, (2011) Research in Motion Managing detonative Growth. Richard Ivey School of Business, The University of Western Ontario.