Medisys Corp.: The Intenscare Product Development Team

MediSys Corp. is a private company, which is based in the United States. It was founded in 2002 and mainly deals in the developing, manufacturing and sale of medical devices (Anne Donnellon, 2009). It is a comparably small company with just 1,750 employees in 2008. MediSys Corp is mainly built around an entrepreneurship system that encourages innovation. As a result of this, it had numerous, inspirational initiatives in various stages of development. One such product was IntensCare, a remote monitoring system for use in the intensive care units sections. During the development phase of the product, two competitors emerged with a potential threat of conquering the company’s market. MediSys Corp.: the IntensCare Product Development Team is a

was obliged to heighten its efforts in order to remain competitive. IntensCare was an incredible project with the potential of transforming the manner in which patients and doctors perceive medication. The project began as idea aimed at delivering a patient monitoring system in 2006 (Anne Donnellon, 2009). The product would be instrumental in collecting various data from critically ill patients and posting it to an electronic database. This initial stage was promptly followed by the company’s preliminary market research and product designs. The design was further presented to the senior leaders at the company, who facilitated for $500,000 funding in July 2007. It is therefore, quite clear that the projects early stages conformed to appropriate ways of approaching project management. The project was, however, not given substantial preference and was subsequently considerably slow. This was mainly as a result of the fact that team members were consistently assigned to more pressing projects. The two competitors were interested in delivering products similar to IntensCare in the near future. As a result of this MediSys Corp. took drastic measures aimed at remaining relevant in the increasingly competitive

This arrangement was comprised of a core team with members from critical departments. This team was tasked with the duty to continuously move a product from the conceptual phase to the product launch (Anne Donnellon, 2009). Each core team had a team leader who coordinated the teams’ efforts besides securing resources and serving as a liaison to top management. It is, however, prudent to note that in any project, team leaders ought to be highly competent employees who command the respect of colleagues. The team that was created to handle IntensCare had numerous challenges regarding team dynamics and definition of team member roles. Despite the fact that parallel system of approach was in accordance with the company’s entrepreneurial approach, it was a new system that was bound too present numerous problems. For instance, the approach was considerably formal and disciplined unlike the traditional approach. As a result of this, employees would have to engage in efforts aimed at familiarizing themselves with the new system. As opposed to other systems, the team members soon realized that parallel development requires employees to strictly observe the significance of team work. Furthermore, instead of reporting to a central form of command, employees continued reporting to their respective functional managers, who continued to supervise and