Globalizing for Growth

Scenario (fictional): SilverWire software company with 75 employees is located in Seattle, Washington, in the United States. Up until now, the culture has experienced some employee bad behavior and a laissez-faire culture. The company hires mostly locals, and everyone seems to make important decisions. The company has had an informal code of ethics, and it has not been enforced. As a result, there have been increasing incidents of personnel doing consulting work for other companies outside of work hours. The CEO is concerned that their software company could be compromised. Lately, as educators worldwide have increasingly sought out the companys software, the CEO realizes it is time to reimagine a more diverse, inclusive, and global company while adhering to an ethical code of conduct with uniform responses to infringement.

The CEO knows they will soon need to hire at least another 20 sales staff and additional software engineers to address this increasing global demand. The CEO wants to restructure the company while keeping company costs down as much as possible.

*Analyze the current organizational structure and identify the key questions the executives need to answer to create the most effective and suitable organizational structure and culture.*

This is a virtual organization with 75 employees who are all based in Seattle. They are all connected virtually and meet virtually as needed during the week. They share a database. This allows their vendors to see what they need and when, the finance department can approve purchasing from vendors based on the marketing and sales departments requests, and the production department can keep track of new products developed by the software engineers and specifications, while the customer service department provides information concerning each customer purchase and satisfaction, and handles any distribution complaints. As each product travels through the system, everyone in the company can see where it is at any one time