Can a small, employee company meet its ambitious growth targets without compromising its high culture of participation? LightWorks Optics, based in Orange County, Calif., made a very complex optical components for the protection of aeronautics, space, and commercial applications. Early in its history, LightWorks Create your own employee stock plan, or ESOP, under which employees gradually established justice in close resist. In 2007, the three founders have indicated that they hoped to sell their shares to ESOP trust leveraged buyout in 2012. For this to happen, the company needed to improve its revenue and profitability significantly, which, in turn, requires that it attract more contracts, especially those requiring high-volume production. But, LightWorks was to draw attention to its main features and what it can and can not do efficiently. In addition, the company was proud of its own culture in which all employees have a stake in the business, and the voice in its decisions. Can the president, Dan Barber, and his top management team to reach a consensus on how to increase production without losing the benefits of a culture of ownership? "Hide
by Anne T. Lawrence, Anthony J. Matthews, Eric Noyes Source: Babson College 17 pages. Publication Date: December 12, 2008. Prod. #: BAB144-PDF-ENG
Related Case Solutions & Analyses:
Lack of Coordination in Management of the Three Cross Harbour Tunnels in Hong Kong
Academy of National Economy
Growing Strategic Importance of End-of-Life Product Management
General Dynamics: Compensation and Strategy (A)
Digitalization at Siemens
Link REIT
Calgary Drop-In Centre: Donor Information System
TransCanada’s Energy East Pipeline: Managing Aboriginal Relations in the Energy Sector
CompuSoluciones: Competing against Disintermediation
Medtronic: Making the Big Leap Forward (A)
