After an ill-fated acquisition of a Linux development company, Pronix finds itself in a financial crisis that could lead to bankruptcy. The board has decided to recruit a new chief executive officer from outside the company who has experience turning around enterprise software companies and strategic business units. Despite its flagging performance, Pronix produced some of the most advanced enterprise software available and was one of the few suppliers of real-time software capable of integrating entire corporations. By refocusing software development on a single integrated platform, the new chief executive officer hoped to transform the company's prospects. Others, however, were less enthusiastic. Some recommended that the entire Pronix product line be sold piecemeal. The case describes the process of implementing a turnaround during an economic downturn and the leadership issues associated with managing resistance to change among senior members of a management team.
Administrative, Support, Waste Management and Remediation Services
United States, Small, 2001
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