Driving Innovation at PAR Springer-Miller (A) Harvard Case Solution & Analysis

The new president and chief executive officer of PAR Springer-Miller Systems, located in Stowe, Vermont, in the year 2009 is assigned with leading the most significant invention attempt the business has imposed from its advent in year 1984. The organization is a premier provider of property management, the point of sales and the spa management systems for high end hotels, resorts, spas and casinos worldwide, but its legacy products are derived from dated technology and subject to increasing customer complaints; at exactly the same time, the global recession has negatively impacted the high end marketplace. In the initial year, the new president has made substantial advancement in altering its culture to a more entrepreneurial one and restructuring the organization.

He is ready to start the development of a totally new product but has to determine on strategy, in particular mapping out a plan to carry out its development and launch and then decide on the very best market on which to focus the new software product. How can he persuade a radical innovation from a team of workers and management so culturally rooted in their own previous achievements and legacy products? Should he develop the new product in a location that is different and look for a technology associate? Can the legacy products be kept up and running long enough for the new merchandise to generate adequate sales that they can be retired? These are the crucial issues that must be apprised or the company may encounter a problematic future. Writer Alyssa W. Goldman is affiliated with Concept Systems, Inc.


This is just an excerpt. This case is about LEADERSHIP & MANAGING PEOPLE

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