How Linear Systems Implemented a New Change
Business organizations should implement new changes in order to become profitable (George & Jones, 2012). Linear Systems was established in 1988. The company always focused on “reselling computers and digital photographic equipment” (Ghazzawi & Marshall, 2011, p. 73). However, the market became competitive, thus calling for a new change. In 1992, Chris Parsons decided “to transform the firm in order to make it a leader in digital imaging technology” (Ghazzawi & Marshall, 2011, p. 73).
The company became a leading provider of software solutions. The company also integrated computer hardware into new software technology. The “firm became a full-service digital-data management company” (Ghazzawi & Marshall, 2011, p. 73). However, it was impossible to achieve targeted goals without collaborating with different partners.
The organization followed several steps to implement the targeted change. To begin with, the CEO evaluated the competitiveness of the company’s business model. The company also examined the changing demands of its clients. The traditional methods of recording information had become less effective. It was the right time for the company to focus on digital imaging technology. Digital photography had become competitive. The firm decided to collaborate with different partners and experts in software engineering. Linear Systems managed to develop its first Digital Information Management Systems (DIMS) product.
The firm later collaborated “with large law-enforcement agencies to develop DIMS ImageServer” (Ghazzawi & Marshall, 2011, p. 79). This DIMS product offered the best solutions to many clients. There was a need “to acquire evidence in a manner that protected and preserved its integrity” (Ghazzawi & Marshall, 2011, p. 80). The firm collaborated with different law enforcement agencies in order to improve its management solutions. These approaches made it possible for the firm to implement its change. This process redefined the firm’s mission and philosophy.
Difficulties Faced when Initiating the Above Change
Every organizational change is associated with different obstacles and challenges (George & Jones, 2012). Chris Parsons used his expertise to ensure the proposed change was successful. He wanted to redefine the company’s core business and eventually make it profitable. However, Linear Systems encountered several difficulties throughout the change period. The firm’s profitability “reduced after it began phasing away its original products” (Ghazzawi & Marshall, 2011, p. 77). The firm was also forced to incur more expenses in an attempt to develop powerful digital imaging solutions.
The information imaging industry was growing at a very fast rate. New entrants were expected to join the industry. These new entrants were expected to affect the company’s performance. Some competitors, such as Dataworks Plus and Foray Technologies affected the firm’s performance. New demands were expected to “emerge from different fields such as public administration, insurance, and law” (Ghazzawi & Marshall, 2011, p. 87).
The economic crisis of 2008 was a major obstacle to Linear Systems’ business goals. The global economy “had strained public budgets and resources, thus affecting the company’s performance” (Ghazzawi & Marshall, 2011, p. 88). These challenges affected the success of the implemented change. The case study also indicates that “market penetration for this new technology was also slow” (Ghazzawi & Marshall, 2011, p. 87). The company also lacked proper marketing strategies for its new imaging technologies. The company continued to assess its competitive position in this emerging market. Despite these obstacles, the CEO “focused on new directions in order to Linear Systems the standard for this growing market” (Ghazzawi & Marshall, 2011, p. 87).
George, J., & Jones, G. (2012). Understanding and Managing: Organizational Behavior. Boston, MA: Prentice Hall. Web.
Ghazzawi, I., & Marshall, K. (2011). Linear Systems: The Re-Invention of an Organization: The Digital Imaging Future. Journal of the International Academy for Case Studies, 17(3), 73-90. Web.