There are just 2 problems to be tackled: The best way to coordinate for the future, and the future functions and obligations of Gazi himself as the company takes on its next step of growth. The bigger issue behind these clear issues is how to find the correct equilibrium later on between the two extremes of the entrepreneurial company, as well as the need to decentralize the company with both strategy and direction driven to levels below Gazi-all the while retaining an entrepreneurial culture and speed.
Such new equilibria go beyond organizational structure and involve systems, processes, culture, people, and leadership. All are open for dialogue in the C case.
This is just an excerpt. This case is about INNOVATION & ENTREPRENEURSHIP
PUBLICATION DATE: August 03, 2015 PRODUCT #: ES1591-PDF-ENG
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