Synaptic Corporation
Executive Summary The Synaptic Corporation is a biotechnology company based out of San Diego, CA. The company develops drugs based on proteins and peptides. To date, one drug has been approved by the Federal Drug Administration (FDA) but there are two other drugs that are currently in clinical trials. Synaptic is a fairly large company with 1,200 employees. The two main departments that are of issue are the Information Management (IM) and the Computational Biology department. There are no clear define roles and responsibilities of the Synaptic staff and there is a lack of leadership and organizational culture. Additionally, it is unsure exactly what Synapic’s organizational goals and objectives are. This paper will provide a situation analysis of Synaptic’s organizational problems and will also present recommendations on how to deal with these risks that plaque the company not only for the short term but for the long term as well.
Situation Analysis The Synaptic Corporation is faced with some internal challenges. It lacks a Management Plan that clearly defines the roles and responsibilities of all positions and departments. There are cultural differences that exist among the Computational Biology and IM departments that have grown into communication and collaboration problems. The scientists value innovation, originality, and speed, preferring to work alone. The computer professionals are concerned with stability, business continuity, documentation, and long term planning. The IM director has complained that the scientists throw things together without consulting with the IM department and expect their actions to be compatible with the company’s IT architecture. There is no basic acceptance or understanding of the procedures and/or processes of either department.
Additionally, there is lack of monitoring and control within the organization in terms of projects. The Computational Biology department feels that the IM Department’s development is
Situation Analysis The Synaptic Corporation is faced with some internal challenges. It lacks a Management Plan that clearly defines the roles and responsibilities of all positions and departments. There are cultural differences that exist among the Computational Biology and IM departments that have grown into communication and collaboration problems. The scientists value innovation, originality, and speed, preferring to work alone. The computer professionals are concerned with stability, business continuity, documentation, and long term planning. The IM director has complained that the scientists throw things together without consulting with the IM department and expect their actions to be compatible with the company’s IT architecture. There is no basic acceptance or understanding of the procedures and/or processes of either department.
Additionally, there is lack of monitoring and control within the organization in terms of projects. The Computational Biology department feels that the IM Department’s development is
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