Milmo never had a great confidence and rapport with Doug Curtis. There are also concerns that Doug have ethics issues. But I still have concerns how ethically positive Doug was.
Its clearly evident that the software Pascal architected was great, considering that software was Tale of lynx in a scalable manner thus enabling Lynx to change their strategies few times and come with different products with the same baseline software.
Equity distribution among the founder members. As the idea and concept on which Lynx is uild upon was of Milmo he should have strived for a much higher equity than Doug and should not have divided the equity equally among the founders.
AlthoughI agree with his decision of making the equity of Curtis and Pascal vest over two years so as to keep Curtis and Pascal focused on the job. Continuing with his MBA at Harvard. I believe Milmo made a very good decision to get into Harvard the second time and finish one sementer and then left to pursue his idea.
It was a right choice as it kept the Harvard MBA option open for Milmo as if he would not have joined Harvard the second time, it was pretty much a closed door for him. CEO structure I believe Milmo made a big mistake in defining the organization structure and did not clearly defined the roles and responsibilities of the founders.
Ideally all the founders should have taken the roles which are their primary strengths and should have clearly defined the decision making structure.
Hiring strategy Question 2. Has the founding team done a good job of structuring itself and building the Lynx organization? Clearly the executive team structure was not defined based on the core expertise of the corresponding individual esp.
Similarly for Pascal although the role of CTO was correct for him but the roles and responsibilities for CTO position did not seem to be clearly defined and communicated. Considering the primary business idea was of Milmo and he was instrumental in bringing Doug and Milmo on board he should have taken the lead in being CEO, President and Chairman.
Further instead of making a triumvirate making decisions, he should have made a clear decision structure. He should have let Pascal take all the technology based decisions and Doug all sales based decisions.
For any decisions overlapping in need for sales and technology, Milmo should have got involved and ensured that in case of situation where there is no agreement among all 3 founders, the decision will be taken by vote and all the 3 founders has to abide by the decision and move forward in the best interest of the company.
Clearly this structure was missing and all the founders spent and wasted a lot of time arguing with each other. Also I believe Milmo did a good job of having a clear strategy about hiring but at some point in time as Lynx expanded he should have acted fast and changed his strategy.
If you are James Milmo, are you going to fight back against changing your strategy, or are you going to agree to the change demanded by your board member? What factors motivated his demand? Should James have known this was coming?
How could he have avoided the problem? If you are James Milmo at the end of the case, what is your biggest worry? What can you do to manage that issue? As James Milmo my two biggest worries would be: As Milmo my first biggest worry is the spoiled relationship with Pascal.
My immediate target would be put an end to the spoiled relationship with Pascal. Spending or wasting lot of time and energy in debating and arguing on simple things is not helping Lynx or Milmo in any way.
I would setup a process on how key decisions can be taken esp when there is not a clear agreement amongst all the parties involved. There has to be a process on moving ahead and not keep circling with debates and arguments. I also believe Milmo should take the position of CEO so he has the final decision making authority for Lynx in case a decision cannot be taken at people below him.
If these processes are put in place and still do not work I will let go Pascal.The founders of Lynx Solutions have survived major challenges within their board of directors, the firing of Lynx's founder-CEO and departure of its successor CEO, and a crisis sparked by media allegations that it had been spying on its users.
Now that the company is finally becoming profitable, the. The Tale of the Lynx is a Harvard Business School case study with the learning objective of surveying a wide variety of choices encountered by founders of a new venture and the long-term ramifications of . The Tale of Lynx case The most critical choices faced by James Milmo, early in founding of Lynx are as follows: Going to Business School or not?
He always wanted to . lynx is a medium sized wild cat with a short tail and tufts Constellation Lightweight Blanket Sky Map Andromeda Lacerta Cygnus Lyra Hercules Draco Bootes Lynx Velvet Plush Throw Blanket 60"x36" Dark Blue Yellow White.
Free Essay: [Case Analysis] The Tale of the Lynx 1.
What were the most critical choices faced by James Milmo early in the founding of Lynx? Do you agree with. Tercera pata que mantiene en pie los canales de Lynx. Aquí hablamos de libros, de cuentos y de rol. Si te gustan los coloquios y recomendaciones de libros, e.