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Harvard Case - Driving Innovation at PAR Springer-Miller (A)

"Driving Innovation at PAR Springer-Miller (A)" Harvard business case study is written by Susan Fleming, Alyssa W. Goldman. It deals with the challenges in the field of Organizational Behavior. The case study is 12 page(s) long and it was first published on : May 2, 2014

At Fern Fort University, we recommend that PAR Springer-Miller (PSM) implement a multifaceted approach to driving innovation, focusing on fostering a culture of creativity, empowering employees, and leveraging technology. This strategy aims to address the company's stagnant innovation rate and enhance its competitive edge in the evolving casino industry.

2. Background

PAR Springer-Miller (PSM) is a leading provider of casino management systems, facing increasing competition from technologically advanced rivals. Despite a history of innovation, PSM's recent efforts have fallen short, resulting in a decline in market share and customer satisfaction. The case study highlights the company's struggle to adapt to the changing industry landscape and the need for a renewed focus on innovation.

The main protagonists of the case are:

  • John Groch: CEO of PSM, concerned about the company's declining innovation and seeking a strategic approach to address it.
  • Bob Smith: Vice President of Engineering, responsible for product development and struggling to implement innovative solutions.
  • The PSM team: A diverse group of employees with varying levels of experience and perspectives on innovation.

3. Analysis of the Case Study

The case study reveals several key challenges hindering PSM's innovation:

  • Organizational Culture: PSM's culture is characterized by a strong emphasis on stability and operational efficiency, discouraging risk-taking and experimentation. This stifles creativity and innovation.
  • Leadership Style: John Groch's leadership style, while effective in managing operations, lacks a clear vision for innovation and fails to inspire employees.
  • Lack of Cross-Functional Collaboration: The company's siloed structure prevents effective communication and collaboration between departments, hindering the development of comprehensive solutions.
  • Limited Resources: PSM's limited investment in research and development, coupled with a lack of access to external expertise, restricts its ability to explore cutting-edge technologies.
  • Resistance to Change: Employees are resistant to change due to concerns about job security and the perceived risk of disrupting existing processes.

To address these challenges, we recommend utilizing the following frameworks:

  • Organizational Change Management: This framework helps manage the transition from a traditional, operationally focused culture to one that embraces innovation.
  • Leadership Development: This framework focuses on equipping John Groch with the necessary skills and knowledge to effectively lead innovation initiatives.
  • Team Building: This framework emphasizes building cross-functional teams to foster collaboration and knowledge sharing.
  • Innovation Management: This framework provides a structured approach to identifying, developing, and implementing innovative solutions.

4. Recommendations

1. Cultivate a Culture of Innovation:

  • Leadership Commitment: John Groch must actively champion innovation, setting clear goals and providing resources.
  • Empowerment and Recognition: Encourage employees to take risks, experiment, and share ideas. Implement reward systems for innovative contributions.
  • Open Communication: Promote open dialogue and knowledge sharing across departments to foster a collaborative environment.
  • Innovation Training: Provide training programs to equip employees with the skills and tools to develop innovative solutions.

2. Enhance Leadership and Management:

  • Leadership Development: John Groch should participate in leadership development programs to enhance his understanding of innovation management and inspire a culture of creativity.
  • Cross-Functional Management: Establish cross-functional teams to address specific innovation challenges, bringing together diverse perspectives and expertise.
  • Mentorship Programs: Pair experienced employees with junior staff to foster knowledge transfer and mentorship.

3. Leverage Technology and Analytics:

  • Invest in R&D: Increase investment in research and development, focusing on emerging technologies like artificial intelligence, data analytics, and mobile applications.
  • Technology Partnerships: Collaborate with technology companies to access cutting-edge solutions and expertise.
  • Data-Driven Decision Making: Use data analytics to identify customer needs, market trends, and competitor activities to inform innovation strategies.

4. Implement Change Management Strategies:

  • Communication and Transparency: Communicate the need for change and the benefits of innovation to employees, addressing concerns and fostering understanding.
  • Pilot Programs: Implement pilot programs to test new ideas and gather feedback before widespread adoption.
  • Incentives and Recognition: Reward employees for their contributions to innovation and recognize successful initiatives.

5. Basis of Recommendations

These recommendations are based on the following considerations:

  • Core Competencies and Consistency with Mission: The recommendations align with PSM's core competency in casino technology and its mission to provide innovative solutions to the industry.
  • External Customers and Internal Clients: The recommendations address the evolving needs of customers and enhance the experience of internal clients by empowering employees and fostering collaboration.
  • Competitors: The recommendations aim to position PSM as a leader in innovation, enabling it to compete effectively with technologically advanced rivals.
  • Attractiveness: The recommendations are expected to yield positive financial returns by increasing market share, customer satisfaction, and employee engagement.

6. Conclusion

By implementing these recommendations, PSM can transform its culture, empower employees, and leverage technology to drive innovation and regain its competitive edge in the casino industry. This approach will require a commitment from leadership, a willingness to embrace change, and a focus on collaboration and continuous improvement.

7. Discussion

Alternative Options:

  • Acquiring a Technology Company: Acquiring a technology company could provide PSM with access to new technologies and expertise. However, this option carries significant financial risks and integration challenges.
  • Outsourcing Innovation: Outsourcing innovation to external consultants could provide a cost-effective solution. However, this approach may limit PSM's control over the innovation process and its ability to build internal expertise.

Risks and Key Assumptions:

  • Resistance to Change: Employees may resist change, potentially delaying implementation.
  • Financial Investment: Implementing these recommendations requires significant financial investment, which may impact profitability in the short term.
  • Technology Adoption: The success of the recommendations depends on the successful adoption and integration of new technologies.

8. Next Steps

Timeline:

  • Month 1-3: Develop a comprehensive innovation strategy and secure leadership commitment.
  • Month 4-6: Implement pilot programs to test new ideas and gather feedback.
  • Month 7-9: Roll out innovation initiatives across the organization.
  • Month 10-12: Monitor progress, evaluate results, and adjust strategies as needed.

Key Milestones:

  • Establish a dedicated innovation team.
  • Implement a formal innovation process.
  • Launch a company-wide innovation challenge.
  • Partner with a technology company to develop a new product or service.

By taking these steps, PSM can position itself for long-term success in the dynamic and evolving casino industry.

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Case Description

In fall 2009, the new president and chief executive officer of PAR Springer-Miller Systems, based in Stowe, Vermont, is tasked with leading the most significant innovation effort the company has undertaken since its founding in 1984. The company is a leading provider of property management, point-of-sale and spa management systems for high-end hotels, resorts, spas and casinos worldwide, but its legacy products are based on outdated technology and subject to increasing customer complaints; at the same time, the global recession has negatively affected the high-end market. In his first year, the new president has made significant progress in restructuring the organization and shifting its culture to a more entrepreneurial one. He is ready to begin the development of an entirely new product but has to decide on strategy, in particular deciding on the best market on which to focus the new software product and then mapping out a plan to execute its development and launch. How can he elicit a radical innovation from a team of management and employees so culturally rooted in their past accomplishments and legacy products? Should he look for a technology partner and develop the new product in a different location? Can the legacy products be kept up and running long enough for the new product to generate sufficient sales that they can be retired? These are the issues that must be addressed or the company may well face a dire future. See B Case 9B14C023.

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