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Celeritas Case Study Analysis Of A Business

Analysis of “Celeritas, Inc.: Leadership Challenges in a Fast-Growth Industry” David Lloyd has been an employee of Celeritas since 2005, serving as Senior  Vice President of Sales and Marketing. Despite holding this position with over 20 years  experience he is ultimately asked to resign due to dysfunction within the company result.  Much of this dysfunction can be attributed to the CEO Philip Boyer. To evaluate the  CEO’s leadership abilities, these criteria will be used: • Effective or Ineffective development of emotional intelligence • Effective or Ineffective ability to execute change • Effective establishment and use of power relations Emotional Intelligence The most effective leaders have one characteristic alike; they all have a high  degree of emotional intelligence. Emotional intelligence is a collection of five skills that  help to balance an individual into being a successful leader. The skills are self-awareness, self-regulation, motivation, empathy and social skills (Goleman, 1998).  Self-awareness reflects knowing your strengths and weaknesses in an effort to  show that you are human. Leaders with a high degree of self-awareness recognize how  their feelings reflect in their job performance. Philip Boyer is a clear example of an  individual that is lacking this quality. Boyer is self-involved; he looks at Celeritas as his  company where he enjoys making the final decision. Based on evidence presented in  the case, it seems that the opinions of others are not considered in his decision making  process.  Boyer also shows his weakness through the fact that he does not accept the  responsibility of reinforcing the decisions he makes. It seems that Boyer does not take 

Celeritas, Inc.: Leadership Challenges in a Fast-Growth Industry

1929 WordsDec 1st, 20148 Pages

Celeritas, Inc.: Leadership Challenges in a Fast-Growth Industry


Celeritas was a leading firm in the enterprise network optimization industry, in an industry where it was becoming highly competitive. Celeritas have lost their market share and they’re steady growth has slowed. SVP’s have stopped communicating and sharing information amongst each other and blame each other for missing deadlines. Boyer is not seen as an effective leader since he doesn’t not involve nor hear any SVP’s opinions on decision-making matters. So did VP’s loose trust in Boyer’s leadership skills.

Key People:

Philip Boyer is the President & CEO who does majority of the end decision-makings himself. He believes in the philosophy where he…show more content…

Carla Reese:
She was hired by Boyer as an organizational consultant who had experience with fast-growing high-tech companies. Over the course of days, she realized that the problems were not mainly what had been explained by the CEO but also included the relationship and coordination issues.

• Lack of trust and communication amongst SVP’s o Information’s were not being shared amongst divisions and there were mistrust between SVP’s. o Lloyd was getting most of the blame because all the rest of the divisions were connected, working together and were to do more with numbers whereas Marketing & Sales division works with clients. Due to lack of communication between marketing & sales department and R&D, a lot of promises were being made where one could not deliver, inevitable affecting firms sales growth. o The motivation of the managers dropped because past behavior of their colleagues, they were already expecting other divisions to miss deadlines therefore, each division with the same thought would not strive to give their best and end up blaming each other at the end of the day. Motivation within the organization is very crucial since its directly correlated with work output.

• Inconsistent decision making o Instead of coordinating together amongst the division, individual SVP’s would go up to the CEO with new propositions and ideas without the approval of other divisions. This

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