Daniel Kim was considering blowing the whistle on his friend, the CEO of a fast-growing startup where Kim had spent most of his professional career. When Kim joined the firm, called Cardio-Metric, in 2002, it consisted of seven young engineers (including its two 25-year-old creators) working from a one-bedroom Minneapolis apartment.
Cardio Metric's success, however, hidden troubling internal developments. Since 2002, the CEO's management style had progressed from unconventional to questionable to egregious. Kim, Cardiometric's on-and-off CFO, had repeatedly confronted the CEO over his conduct-including billing big purchases with no clear business purpose to Cardio Metric and presenting unrealistic financial projections to investors-but the CEO disregarded Kim's concerns and ordered him not to share them with others at the company.
By April 2009, Kim believed the issue had grown out of control, and he was considering disclosing the CEO's activities to the board of directors and a team of external auditors. There was much at stake. Kim's disclosure endanger Kim's own function at the business would certainly ruin his friendship with all the CEO, and even jeopardize the future of Cardiometric itself.
PUBLICATION DATE: April 13, 2011 PRODUCT #: 411009-PDF-ENG
This is just an excerpt. This case is about ORGANIZATIONAL DEVELOPMENT
Related Case Solutions & Analyses:
Killing Craigslist: Entrepreneurship in the Online Apartment Rental Market
The Britney Spears Universe: Social Media and Viral Marketing at its Best
If You cant beat them let them join: The Development of Strategies to Foster Consumers Co-Creative practices
Regional Advertising Industry of New England
Justin Wilson plc: Financing a Formula One Rising Star (A)
The Implementation Planning Model: Steps To Success
TA Energy (Turkey): A Bundle of International Partnerships
The Ascendance of AirAsia: Building a Successful Budget Airline in Asia
Travelers Bond Construction Services Redesign
Apple Inc.
