Gene one Change Strategy

Gene One Change Strategy

Thesis

The objective of this paper is to outline the change plan for Gene One to include a revised executive vision for the Initial Public Offering expected within the next 36 months.

Expected Change Resistance

Teri Robertson, Chief Technology Officer, one of the founding five members that put Gene One on the map. As a respected member of the scientific community it is crucial to the future of Gene One that she remains with the company.

Greg Thoman, Chief Human Resources Officer, during the past six years has been instrumental in recruiting new and talented staff in the areas of research and product development. The rapid growth at Gene One however has swamped Greg’s ability to develop and additional talent. It is imperative that we maintain Greg on the Gene One team but reshape his position into that of continued talent management and away from acquisition of new talent.

Failure to involve all key stakeholders in the new and expanded vision has alienated many of the founding members of the organization. The new executive vision was devised between Don Ruiz and the board of directors and did not consider the inputs from the founding partners who have a vested interest in the organizations future. The presentation of the future vision also did not address how to accommodate the

Resistance Mitigation Strategy

Additional research scientist to meet the Wall Street expectations

Additional human resources staff to build on existing staff and train and shape the future generations of employees

Retool the executive vision with the input of all key stakeholders, make the future vision of the company in the image of what can be profitable and beneficial to the agricultural world.

Change Strategy

Revamp executive vision to include a more conservative 25% growth

Add additional board members