Chapter 5: People: Leading Teams and Networks

This case study charts how Interregnum PLC re-adjusted itself back into the competitive technology market, by establishing a new company direction, changing its corporate identity and implementing shifts in management. Download the full case study here: Chapter 05 Case Study 

Chapter 5: Questions

1. How would you describe the experience and expertise of the management of Interegnum group before 2006? How had that changed after 2006 when it had become Parkmead?

Guidance answer:

Prior to 2006 the company had focused on the technology sector where it claimed to have specialist expertise and a network of contacts. However, the backgrounds of the management and their expertise are not cited in the case and as is pointed out the company did not provide details. Once the company had changed management teams, the details of background and expertise become far more detailed.

2. After 2006 the group initially focused on consulting in a wide variety of areas, it then focused on the oil and gas industry – why do you think that was the case?

Guidance answer:

The new appointments in 2006 comprised people who had been involved in the oil and gas industries, but there were still people who were the previous management at Interregnum. However as the latter left over time, the company focused on oil and gas which had been the focus of interest for the new management.

3. The initial appointments in 2006 involved people who had oil and gas experience, how did the subsequent appointments complement these skills areas?

Guidance answer:

The latter appointments comprised people with specific geographic experience.

4. It could be argued that the networks of the new management comprised people who were familiar with one sector (oil and gas) and this could be a weakness because this exposed Parkmead to just one industry (problems in that industry could be a problem for a small firm). How would you assess this criticism?

Guidance answer:

One of the limitations of small and new firm is the lack of resources. Such firms therefore tend to be focused as a result of that, it could therefore be argued that Parkmead had no alternative but to be focused on oil and gas. The company could however diversify its risks by having management with more extensive contacts and it could be argued that the management do have that.