Canadian Surgical Technologies along with Advanced Robotics Centre (CSTAR) had actually had an effective year throughout which its brand-new director had actually guaranteed that CSTAR s deficit spending was on target to be minimized by 50 percent. CSTAR still dealt with substantial obstacles to ending up being solvent and a leader in minimally intrusive surgical treatment (MIS). The director desired CSTAR to be economically self-sustainable within 2 years, and recognized objectives to conquer these obstacles: advancement of a sustainable funding strategy that would support its yearly operating expense; setting techniques for its 4 income streams; and advancement of an operating strategy to support CSTAR's brand-new academic center.
Furthermore, the MIS sector had no clear leader to set medical care requirements or develop market finest practices. The director questioned how CSTAR might place itself to meet that leadership function and create financing through its company advancement activities. As director of the center, he needed to create these methods and create a funding strategy to press CSTAR into the black.
PUBLICATION DATE: February 10, 2010 PRODUCT #: 909M17-HCB-ENG
This is just an excerpt. This case is about INNOVATION & ENTREPRENEURSHIP
Related Case Solutions & Analyses:
Lan Airlines in 2008: Connecting the World to Latin America
Bank of Japans Meeting in March 2006: An End to the Quantitative Easing Policy
Framedia (B)
Open Source Software Challenge in 2001
Note on Organizational Design at Yahoo
Susan Brown
Corporate Social Responsibility and Employee Engagement, Course Overview
Mekong Capital: Building a Culture of Leadership in Vietnam
Australia-Japan Cable: Structuring the Project Company
Leader’s Call (A)
