| Case No: |
OD3A |
| Title: |
Wind River Systems (A) |
| Publication Year: |
2002 |
| Author(s): |
William P. Barnett;
Glenn R. Carroll;
Greg Powell
|
| Abstract Text: |
In October 1999, Wind River Systems announced a reorganization after merging with Integrated Systems Inc. (ISI), their chief rival and competitor in the embedded software space. The restructuring shifted Wind River’s organization from a “horizontal” product specific design where product teams were grouped by technology, to a “vertical” market-driven design where product teams were organized by target industry. The reorganization significantly impacted Wind River’s products, resource management, employee morale, and customer relationships. At the center of the merger, reorganization, and reorganization aftermath were Wind River chairman Jerry Fiddler and CEO Tom St. Dennis, who were faced with guiding the company in the face of a changing industry landscape. |
| Keywords: |
Software, Entrepreneurship, Organizational Change, Organizational Design |
| Paper Copy Available: |
You may purchase this case from Harvard Business Publishing
|
| Electronic Copy Available: |
GSB Faculty, Students and Staff only may view PDF document, authorization required.
| To view and print the PDF, you'll need Adobe's free Acrobat Reader, downloadable from Adobe's site. |  | | If you encounter problems ordering or downloading this document, contact cases_requests@gsb.stanford.edu |
|
