Erik Peterson Case Analysis
1. Initial Problems Facing Erik Peterson
Erik Peterson joined BioMetra fresh out of business school and was originally offered the position of a Product Manager in charge of Sales and Marketing of Biometra’s new catheters, which would hit the market soon. At first Peterson was told that he will be reporting to an experienced VP who will be involved in the product’s launch process a great deal. However, this VP abruptly left the company amongst several others, and thus Peterson is offered the position of Acting General Manager with overall authority of Biometra’s catheter launch. It’s possible that Peterson received this fast-track promotion because of his positive interviewing experience with Richard Jenkins, the charismatic president of SciMat medical device group. In this new role, Peterson learns he will report to Jeff Hardy, Vice President of Planning and Control, and here the first issues begin to surface, which ultimately result in Peterson being terminated from SciMat’s Biometra Group.
The first problem Erik Peterson faces is being promoted to the position of General Manager without any significant executive experience nor coaching, but only promises of support from Richard Jenkins. In other words, there is a wide gap between Biometra’s General Manager job requirements and the actual skills of Erik Peterson. Because of the lack of managerial experience Peterson becomes overwhelmed by the “big picture”, which addresses all current problems with the catheter’s launch, to the problems with commercial manufacturing operations, to the interpersonal problems between the team members.
In addition, Peterson’s Manager Jeff Hardy has no experience in this kind of launch and thus gives little to no advice or guidance to helpfully move the launch forward. The reporting relationship is ambiguous from the start with no formal delineation of associated responsibilities, and there is a serious lack of decision making power. Hardy has a...