Dynacorp: Case Evaluation

MGT 636-52

February several, 2012

Dynacorp: Case Research


Dynacorp, officially The Dyna Corporation, is a major global information systems and communications business. It was came from as an office equipment business and moved in the 1960s and 1970s in high-technology applications. In the eighties the company started to be an industry leader by being the first in line to provide ground breaking and high quality products. The need for goods was so high that customers had been willing to wait for months only to have them provided.

Growth and earnings slowed down in the nineties as you’re able to send costs elevated, value-added providers and solutions were not provided, new products were slow to promote, and the items were not conference marketplace needs. Solutions deals that were provided by information technology and communications (ITC) consulting organizations were winning high-margin client business via Dynacorp who also did not have got a competitive concept. The gap that Dynacorp experienced created in the technical merchandise market was shrinking as a result of gains simply by technology suppliers. Dynacorp was not changing fast enough to hold pace with competitors. Difficulty

The objective to remain a market leader in technological innovation and comprehensive packaged solutions will be pursued by Dynacorp through the pursuing objectives 5. Produce and gives new technology within task plan duration bound timelines to obtain the technological leadership edge in the market 2. Within couple of years:

* Drive product offerings by figuring out changes in the industry * Decrease product costs to remain competitive

2. Rebuild business by elevating relevance and profitability The Chief Executive Official (CEO) charged an internal activity for together with the duty of exploring the significant challenges that Dynacorp was facing. These types of included the high costs, gradual pace of providing the market with new products, and the ought to increase value for customers. A consulting organization that was experienced inside the ITC market was brought in to work with the work force. The result was that a recommendation was posed to restructure Dynacorp into a Front/Back organization. This was accepted and mandated by the CEO. The newest structure was created to maintain the industry’s founding tenets of good customer interactions and deep knowledge of market characteristics although simultaneously improving upon to the integration of technology development and production. 2 yrs after the restructure the company remains facing low gross margins and problems to meet the two revenue and profit goals. Foreign and domestic competition continues to go Dynacorp's business. This erosion is improved drastically by the company's inability to effectively reduced product expense and obtain new products to promote in a timely fashion. Manufactured solutions continue to be not available through Dynacorp. The impact of this continuing decline can be poor trader relations and lost market value. There is also a not enough organizational justesse and misalignment of supporting systems and operations which have been created during the new reorganization period. Many abilities and behaviour at all degrees of management have been mismatched and don't integrate while using current needs. There are not any clearly defined work descriptions or perhaps standard working procedures set up to guide workers. Managers of branches and product lines are compensated in performance against revenue and margin goals rather than dealing with customer demands. These issues persevere within the fresh organizational composition and always have a negative effect on you can actually overall daily operation. The engineering group appears to being using its extensive political electric power in such a way as to hinder the accomplishment of the proper plan, which carries the issues of the older culture before the new. Extended misalignment of employees and functional inefficiency lessen the company's capability to compete on the market. The lack of performance...

References: Ancona, D., Kochan, T. A., Scully, M., Van Maanen, J., & Westney, M. E. (2009). Managing for the future: Organizational behavior & processes (Third ed. ) (J. W. Calhoun, M. S. Roche, L. Szilagyi, L. O 'Neill, & E. Gross, Eds. ). Mason, OH: South-Western Cengage Learning.

Snell, S i9000., & Bohlander, G. (2013). Managing recruiting (J. Watts. Calhoun, Meters. Rhoades, & J. Full, Eds. ). Mason, WOW: South-Western Cengage Learning.


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