Leadership restructuring for Gene One's initial public offering

Leadership Change

Suggested Changes to Leadership Structure and Style Before Going Public:

The Gene One Case Example

There are relatively few instances in an organizations growth period that demand or warrant sweeping changes to leadership structures and styles, especially when a company has already proven successful under a specific and consistent leadership schema. The period leading up to and during the initial public offering of a privately held corporation, however, could very well be one of those times. In the Gene One case study, the company -- a successful biotech firm with a commitment towards making varietals of produce that can more adequately and efficiently feed the people of the world -- is ready (in the minds of many leaders) to go public, but the experiences, attitudes, and beliefs of many leaders in the current leadership structure might not be as suited to the task of taking the public as they were to making it the profitable private enterprise it currently is. Developing the proper structure and style for the company's leadership is essential to a successful IPO.

Leadership Structure

With the proper selection of the leadership style best suited to Gene One's current situation completed, the leadership structure within the company should be adjusted to reflect this leadership style inasmuch as is possible based on the information provided in the case study. There are several candidates for taking charge of Gene One during its initial public offering and for some time following, at least until the company has stabilized in its new position, if not for longer. There are of course positive aspects and drawbacks to each of the potential company leaders, but any negative aspects of one individual's leadership can be mitigated by a more temperate and even handed leadership structure, yet one that still allows for efficient and decisive decisions to be made and carried out.

Studies have shown that leadership is often more even-handed when measured in terms of influence rather than in terms of procedural behavior, and this knowledge will be directly and explicitly applied to the Gene One leadership structure in the situation at hand (Hysom & Johnson 2006). Michelle Houghton and John Kirby will be the primary decision makers for the company; Houghton's commitment to the company itself and her proven savvy as a chief financial officer will doubtless continue to serve the company well, as will Kirby's decades of expertise in the corporate world of the science and technology sector. Houghton's appearance as a pushover, however unfounded, would be detrimental to the company at an IPO, and Kirby's stubbornness might prove detrimental to the company overall, but the two somewhat oppositional images and approaches should complement each other well.

This leadership will present a deeply passionate, well-grounded, and intellectually trustworthy image to the members of the organization and the public, making a truly transformational team. This does not greatly alter the current leadership structure of the company, but other considerations will also be made to utilize all of the leadership resources available at Gene One. The rest of the leadership team identified in the case study will of course continue to perform essential duties, including presenting the increasingly public face of Gene One's leadership. As this task becomes increasingly important, Charles Jones' role in decision-making is likely to expand. As the chief marketing officer for the company, Jones will need to work closely with both Houghton and chief technical officer Teri Robertson regarding timelines for progress and developments. This will keep the company on track -- and very visibly so -- as gene One approaches and passes its initial public offering. This in turn will help to ensure the company's success in its long-term goals.

Conclusion

Gene One's end vision is to help create a world where hunger is less of a problem, if not eradicated altogether, though the development of sustainable and plentiful crops of edible and hardy vegetation. Combining a transformational leadership style with a strong and multi-faceted leadership structure will provide this company with the leadership it needs to emerge from its IPO with the growth potential to reach its targets and beyond, with both the capacity and the innovation necessary. Though the members of the board differ in their assessments, their contributions will all be a part of the success.