1. What role has the employee-owned strategy had in the success of the company?
2. What opportunities and threats can be identified for KCI? Explain your reasoning.
4. What business-level strategies would be appropriate for KCI? Why?
5. What strategic actions should KCI make given the aging infrastructure of the US?
Explain your answer.
6. Should KCI examine corporate level strategy alternatives? Why or why not? Which strategies might be helpful to their growth?
This case examines the pathway of, employee-owned, KCI and its quality-focused culture in providing innovation through employee development. The main focus of the case is on KCI's employee ownership structure and how it creates service driven, knowledgeable, and ambitious solutions for its customers. KCI's employee ownership, supported by shared leadership, expertise and experience of the technical staff, and close client relationships, believes in the strength of the company which is evidenced by its senior management buyout. KCI's strategy toward a more discipline-based approach will be grounded upon its continued business development, quality initiatives, and the care it provides to its employees. Through mentorships, tiered leadership development opportunities, benefits, and open book management policies, KCI is able to remain aware of client projects, match projects and KCI qualifications, and standardize their business approach. While KCI is in the business of designing and coordinating facility and infrastructure projects and improvements for public and private sectors, competitors loom with partnerships that are able to grab more market share and profitability resulting in less than employee loyalty in terms of compensation. Even though opportunities may abound for KCI, they are presently facing reorganization?