The president of Infusion Development Corporation was reviewing the progress of the brand new subsidiary the company had set up 15 months before in Krakow, Poland. The purpose of the subsidiary company was to work with other Infusion offices all over the world to supply innovative software development services to international customers. The dilemmas facing the president were, how could he work with the state supervisor to carry on to grow the subsidiary? Attracting the best talent was crucial to the culture and business model of Infusion.
It was likewise based on being a fresh start-up with an entrepreneurial culture. The president and country manager were concerned that there were limitations to these variables. Second, what function should Infusion Poland have in the broader business later on? Should it become a worldwide center of excellence and also a pivotal hub for the firm's advanced capability? If so, how? Thirdly, what type of sequence planning should be placed in place for the state supervisor in Poland? Instead of transferring one from headquarters if he moved to another place at Infusion, as expected, should the business seek a local state manager?
PUBLICATION DATE: August 03, 2012 PRODUCT #: W12104-PDF-ENG
This is just an excerpt. This case is about STRATEGY & EXECUTION
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