Celeritas, Inc.

:
Leadership challenges in
a Fast Growth Industry

Submitted To: Submitted By:

Dr. Mousumi
Sengupta
 Introduction
Founded in 2003 by three MIT engineers, Celeritas Inc was a
leading firm in the enterprise network optimization industry.
Among the first companies to offer WAN accelerators to
businesses.
Industry estimated at $1.1 billion in 2010 with a projected annual
growth rate of 20% CAGR over the next several years.
Establishing themselves into a new market Cloud Computing.
Large team of researchers engineers. Employee strength More
than 1000.
Established reputation for quality and innovation, often being the
first to market with product enhancements and new solutions.
 Problems Identified
Annual growth slowing down to 20%, Missed the sales
targets of first two quarters of 2011.
Principal Reasons Identified by Boyer:
High employee turnover
Low morale across the company
Lack of cooperation among divisions.
Boyer tried working with an expert in organizational
effectiveness a year and a half ago, but nothing came
out of the whole exercise.
Hired Carla Reese, organizational consultant.
 Key Issues
Philip Boyer
Centralized decision making.
Sharing of information with the executive team. Non-
Participative Behavior.
Inability to influence the SVPs to achieve organizational goals.
Important Leadership trait missing Openness - Encourages
information sharing and is open to opposition (permission to
speak freely).
Boyer SVPs & VPs relations: Degree of confidence and trust
in the leader.
Failure to provide clear path SVPs mentioned they didnt had
a clear direction in which they should work upon.
 Senior Vice Presidents
Working to achieve their departmental goals which they
perceived as the best for the company and will increase the
sales.
Blame Game Lack of productivity on different departments.
Lack of Managerial issues Incapability regarding big level
strategic decisions.
Lack of coordination amongst themselves No information
sharing.

Vice Presidents
Lack of trust in Philip Boyers Leadership as well as SVPs
managerial skills.
Resistance to any change.
Recommendations
Philip Boyer
Participative Consults with the employees in decision
making.
Directive Gives the SVPs and departments clear goals and
directions aligning with the organizational goals.
Influence SVPs to achieve organizational goals.
Delegate the work judiciously.
Improve communication and coordination between
departments.
Share the required information with all the departments.
Train the SVPs to become effective managers.
Feedback System for employees advices, suggestions and