Despite the limitations posed by slow production and limited market coverage through marketing operations, the manufacturer managed to achieve sustained growth, based mostly on the high quality of the products and services. But the single element of high quality is no longer the sole determinant of corporate success. Since the company had mostly been based on producing skis meeting the highest standards of quality, part of the administrative operations were overlooked. In other words, the company under Howard Head had been focused on product management, rather than business or market management.
The situation turned however when Harold Seigle was appointed the new chief executive officer of Ski Head Company. He developed and implemented various strategies relating to the internal and external environments of the organization. His leadership began with a corporate restructuring that would align Ski Head to the modern organizational models. In response to the changes implemented, Howard Head said: "I think that this is typical of the kind of business that starts solely from an entrepreneurial product basis, with no interest or skills in management or business in the original package. Such a business never stops to plan. The consuming interest is to build something new and to get acceptance. The entrepreneur has to pick up the rudiments of finance and organizational practices as he goes along. Any thought of planning comes later. Initially he is solely concerned with the problems of surviving and building" (Howard Head, Harvard Business School, 1982). In other words, he himself had realized the limitation of Ski Head and was aiming to support the changes brought in by Seigle.
The future of Head Ski Company is yet unknown as the organization seems to find itself at the crossroads...
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