Geosoft Inc - Case study. PDF

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Geosoft Inc. leading across cultures Case overview A company operating internationally, but when crises and low demand emerged, they began to change their strategy. The problem is that they operate in different continents with different cultures. Geosoft Case Overview “as read in the article, Geosoft Inc is an employee-based company founded in 1986 with offices in 5 continents, implying that Geosoft.

SWOT ANALYSIS To further understand the internal and external factors that influence Geosoft’s operations, we will be conducting a SWOT Analysis.

Strengths: As mentioned in the article, Geosoft, an employee-based company, has been operating for over 30 years. This implies that Geosoft is built around trust and a common set of values shared by its employees. Geosoft has a robust corporate culture that is based on inclusion and diversity, which encourages and allows the emergence of newly developed ideas that can help generate better outcomes. Having a distributed leadership style helped improve the company’s outcomes by increasing employee engagement and commitment. And with that, was developed a sense of belonging to the company and a sense of responsibility for the organization’s success, which drove employees to perform well and deliver exceptional customer service.

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Exceptional customer service with good customer intimacy Innovation Their goal to allow their customers to spend less time handling data and offer more freedom for their customers to explore competitive advantage? Company has been in operation for 30 years, first-mover? Well established build trust and good relations Highly collaborative The value-driven culture allowed an employee to develop a sense of belonging to the company Employee commitment and motivation, common set values, same goal, trust and engagement. This approach served them well, however not without limits… although it is seen as a strength is can also be seen as a weakness since … Inclusion, diversity. Dobush “people different than me.” Website outlined the values that the company looked for in its leaders, employees, colleagues and partners - Global reach Freedom and flexibility for employees. Distributed leadership helped improve the companies outcomes by increasing employee engagement and commitment. With that, was developed a sense of selective responsibility for the organization’s success. Encourage sharing ideas and help generate new solutions to old problems

Weakness 

Failed to ensure successful communication across its global operations As mentioned in the case study, the company faced the issue of the “black hole of Toronto,” implying that it could not tailor its communication style across its global operations. Although diversity and inclusion are seen as solid aspects to acquire within Geosoft’s corporate culture, this approach can also be seen as a weakness if not appropriately addressed.

Opportunities: An opportunity Geosoft should capture would be automation. Investing in this would help employees serve their customers more efficiently by gaining further customer insight.   

Geosoft was able to neutralize external threats by conducting good market research about its competitors Invest in automation to help employees serve their customers more efficiently by gaining customer insight, but also to focus their time on productive activities. Changed their marketing strategy.

Threats: The major threat Geosoft faced was when the economic crisis hit and deeply affected one of Geosoft’s top customers. Demand in the mining industry fell as funds were cut down by 13.6% annually. 

Threats and challenges Geosoft faced The main challenge faced by Geosoft revolves around commination’s issues across the five continents it operates in where culture varies significantly. For instance, Canada is low on power distance in which upward communication is done more efficiently than other geographic regions. Another challenge Geosoft will have to face to do with the change in its management style. This will now be an easy process as most studies show a 60-70% failure rate for organizational change projects.

THE MAIN CHALLENGE IS COMMUNICATION  because they operate in 5 continent where culture varies significantly   

The 2008 eco-crisis hit everyone and deeply affected the mining industry as funds fell by 13.6% annually Falling oil process  competition The mineral and energy sectors had been long-time Geosoft customers, and they were in a relentless downturn (ex: in 2014, the combined value of the world’s 40 mining companies shrink by about 14%

Challenges:

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Cultural differences Although Geosoft is very willing to changing its management style, this won’t be an easy process. In fact, since 1970, most studies show a 60-70% failure rate for organizational change projects. Long process, Geosoft will have to communicate and lead change across 100 countries over five continents accordingly.

Was not without limits. Geosoft must understand that there is no one universal approach to dealing with stakeholders, but various increased productivity...