The Fall of Quest

8/3/2019 The Fall of Quest

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The Fall of Quest


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Group 2: Tina DCosta 09

Shweta chavan - 06

Rashi Kumar 28 Viveka Naik 22

Roshni Shaikh 32

Athira Anil - 16


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Summary 1997 was a banner year for Quest Computer

Corporation. Clarke is a hard-driving, no-nonsense leader

and new CEO of the company in 1992 Vision was to create a $30 billion enterprise

by the year 2000.

Samuel Anderson, vice president of humanresources joins Quest Computer Corporationin 1995.

Anderson immediately started using hisrelationship with Clarke to influence businessdecisions.

Busy with the task of running one of theworld's leading PC manufacturingorganizations, Clarke began relying heavily

on three senior executives


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Contd

The rest of the team felt increasingly

alienated. Top ten executives left the company and

following them were several essentialmanagers and supervisors.

Clarke empowered Anderson to do thingsway beyond his role in human resources.

Clarke's reliance on Anderson baffled, andangered, other executives.

Quest's senior executive team becamedisjointed and increasingly detached fromthe rest of the company.

Two of Anderson's initiatives drove home the

point of an executive team that was out oftouch with its workers.


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The performance of the company started to

degrade. Quest attempted to construct its own build-to-

order strategy by purchasing a rival company. Huge oversupplies of inventory adversely

affected Quest. Quest's stock lost almost half its value, and

the company's first-quarter earnings fell farshort of analysts' estimates.

The new CEO, Paula White, now has themassive job of turning a lot of infighting rankand file into a cohesive organization.


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What are competencies?

A person is qualified to perform a taskor job. This in turn means that it will beperformed to the best interest of theorganization. That is, the person willhelp the organization to excel by his orher performance. It does notnecessarily mean it will be performed

to set standards as the standardsmight have been arbitrarily built bysomeone with less knowledge of whatthe job requires.


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Competencies

H i l i


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How can implementing acompetency based performancemodel help Quest?

Identify the leaders

Building a model Suitable for the employee

Other to follow the model

Identify the weak area Development or training programme to

match up with the Competency model.

And overcome from the downfall.


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What are the three key leadershipcompetencies that you believe are mostimportant for Quest's leaders to have inorder to ensure its survival?

Decision making Realize when and why to make a decision

Understand the situation and able to makehard decision too.

Declare the decision: decide what the decisionis, how youll work it, and who should be

involved. Work the decision: generate a complete set of

alternatives, gather the information you needto understand the possibilities andprobabilities, and ultimately make a choicethat best fits your values.


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Building visions and trust

Inspire other to work. Motive them to understand the value of

each other.

Make others to follow the vision.

Built the trust.


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Developing conflict resolutions

Able to solve the conflict

Able to give right judgement

Documents

The Fall of Quest