1990 Business Week called Appex Corp. is the fastest growing high-tech companies in the United States. Appex provided management information systems and network services to inter-carrier mobile phone companies. During its rapid growth, the company went through some structural changes. Initially, there was essentially no structure and no control systems. The atmosphere at Appex eventually became chaotic. As the new CEO, Shikhar Ghosh realized that Appex some structure and bureaucracy required … Read more »

1990 Business Week called Appex Corp. is the fastest growing high-tech companies in the United States. Appex provided management information systems and network services to inter-carrier mobile phone companies. During its rapid growth, the company went through some structural changes. Initially, there was essentially no structure and no control systems. The atmosphere at Appex eventually became chaotic. As the new CEO, Shikhar Ghosh realized that Appex some structure and bureaucracy needed. Once control has been established, he argued, he could begin to break down the structure. Much of the structural changes he had implemented advantages and disadvantages in terms of corporate culture and productivity. In 1991 Appex was acquired by EDS. Appex challenge now was to find out its own structure related to its role as a division of a large, bureaucratic organization.
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from
Nitin Nohria,
Julie Gladstone
Source: HBS Premier Case Collection
18 pages.
Release Date: 14 February 1991. Prod #: 491082-PDF-ENG
Appex Corp. HBR case solution

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