International Entrepreneurship at Infusion
(13 pages of text)
Infusion had grown over the 10 years between 2000 and 2010 to become a $50 million per year international software services business with 350 employees. The president was wondering how he could move the company towards becoming a $100 million per year international business through a mix of organic growth and initiatives with partners. The entrepreneurial vision of its original founders lived on in many ways, but the company had found it necessary to install an administrative structure with a professional management layer to underpin delivery in both domestic and international markets. It had not been an easy ride. The company had encountered problems in India, and there had been periods of staff attrition and challenging deliveries to clients. Clients were beginning to pull the company in new directions. The pace of technology change appeared to be relentless. While entrepreneurship was still encouraged in the form of an idea incubator called Infusion Angels, the CEO was faced with some critical decisions.
The primary objective is to help students understand the nature of international entrepreneurship in a rapidly growing firm in a dynamic industry environment. The case provides an ideal setting to discuss international entrepreneurship. Another objective is to facilitate student discussion on the relationship between how firms organize and manage themselves, and the extent to which entrepreneurial behaviours take place. The final objective is to explore the idea that international firms may pursue many entrepreneurial initiatives concurrently and that while some are quite distinct, others have interdependencies.
Administrative, Support, Waste Management and Remediation Services
Canada/India, Medium, 2010
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