12 Watch Out: The Overcommitted Organization
Dr. Mark Warner was ready to pull his hair out. He had been yanked off his regular job to run Project Tsunami. This was no regular task force; it was commissioned by the chief operating officer to bring control to its R&D programs. BioNext, a leading global life-sciences company with more than $1 billion in annual revenues and extensive research centers spread across five countries around the world, had just missed its financial targets, and the stock price had tumbled.
A problem that started as a small tremor in one project had rippled across the organization, eventually creating a tsunami that swamped one of BioNext’s most critical initiatives and caused the earnings miss. When a long-running ...
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