However with it’s benefits 1and1 has some downsides, with time I have learned that googling things and trying to solve issues myself is much more effective than dealing with 1and1 support.

Recently I’ve decided to resurrect my website and delete bunch of stuff I didn’t need and add some links and articles. Due to that, I decided to re-install WordPress from scratch and of course, ran into some problems with 500 Internal Error pages on my wordpress.

The main reason i’m posting this is so that next time someone googles this similar issue can access this information faster than it took me as I ended up sifting through thousands of posts on wordpress support forums.

So here it is:

Specs:  1and1 Linux Shared Hosting; Mac with Transmit FTP software from Panic.

Issue: 500 Internal Error page when accessing “wp-admin/edit.php” *amongst others

Solution:

In your FTP client, (in my case Transmit) enable view of hidden files (below)

then look for .htaccess file in your wordpress root folder, open it and add the following to it below # END WordPress

Options All -Indexes
AddType x-mapp-php5 .php
AddHandler x-mapp-php5 .php

Here’s a screenshot of what my .htaccess looks like with some stuff omitted for privacy but you’ll get the idea.

EDIT: This also helps with failing upload issues in WordPress as well as a bundle of other weird issues that wordpress has on 1and1

This particular article published by Wall Street Journal on Tuesday, November 27^th was somewhat intriguing. I have always thought of Verizon Wireless as a company that lost its consumer appeal and user friendliness years ago. What was worse was the fact that company management did not seem to be doing anything to ensure company’s competitiveness in the future. But yesterday’s article in Wall Street Journal changed some of my earlier opinions.

Verizon, a joint venture of Verizon Communications Inc. and Vodafone Group PLC, announced that it would open up its wireless network for third-party devices. This move will allow customer to purchase the handset or any other mobile device in any retail outlet they wish and be able to use it on Verizon network. Prior to the move, customers were able to use only the devices sold and outfitted by Verizon itself.

Article goes to discuss several of the US cellular companies and in essence create a side-by-side comparison that points out some of the potential implications this move might have on the company. In addition, article describes Verizon Wireless management’s reluctance to cooperate with open standards protocols proposed by Google to the FCC. Its not surprising that amidst Verizon’s opposition to the proposed “open network” standards that would allow customers use any device they wish Verizon’s latest move to open up their own network seems like a strategically reacting move.

As article continues, it reveals Verizons plans to publish the specific details of system infrastructure that will allow developers that create mobile devices to better design their devices for seamless use on the Verizon network. Although publishing company’s system specifics is not something new, typically it comes after significant litigation and normally is preceded by a court order as it was the case in Microsoft’s European monopoly proceedings. This latest move by Verizon is seen as its managements attempt to gain a corner on the market of open standards for communications that Google is so insistent on pursuing.

Although Verizons decision might have a relatively large impact in terms of managerial restructuring and customer service for the company itself. This move also marks an important stepping-stone for wireless industry as a whole. Wireless industry in the United States is perhaps on a path to become more decentralized, flexible and more compatible with its European counterparts.

1. 2. Personal Reaction

I believe that this article has great value to business management students as it points out the importance of proactive management. Although Verizon Wireless is moving towards somewhat de-centralized wireless network model, many networks that are operating in the US today area already experiencing the benefits that this model brings. For example, AT&T allows handsets that are not sold by it’s retail stores to be used on it’s wireless networks causing many customers to switch to AT&T simply due to large variety of devices the network supports. Verizon has held on to the outdated business model that did not keep the customer in mind and now the company is attempting to play catch up.

Although Verizon will undoubtedly gain some consumer confidence and perhaps a larger market share as a result of this move, I believe the company has much larger issues. Verizon seemingly has done very little to create a network that is more compatible with other worldwide carriers. As opposed to AT&T’s GSM network Verizon Wireless still uses an outdated analog signal in some of it’s towers, as well as incompatible digital spectrum that is not used anywhere also in the world. I think that these are some of the issues that Verizon Wireless management team must consider in order for company to succeed. While opening the network for third-party devices is a step in the right direction, Verizon needs to do more to ensure that consumers see the company as a viable communication choice amidst growing competition.

One positive and innovative idea that I see coming out of this article is the fact that Verizon Wireless management is considering the history in predicting the future and is trying to speculate where technology is going to end up. One of the key remarks in the article is the fact that Verizon hopes that the wireless standards become a way of life the same way the Internet has. Verizon says that it hopes to have anything that would like to be linked to the company network on board, including computers, wireless book readers, and possibly, kitchen appliances.

I think this article shows a reality of today’s competitive and dynamic market. It shows that management no longer is able to survive simply on reactive strategies and only responding to issues and challenges as they arise. Today’s technologically savvy consumers expect more from service industry, they are no longer willing to be bound by irrational company standards of limited choices. It seems to me that if a company like Verizon were to be successful, it absolutely must engage in proactive and maybe even aggressive advancements. No longer is the best quality the only factor that captures consumer spending. Today, choices and options play overwhelmingly important role in the consumer spending decisions.

Verizon as well as many other technology companies must stay sensitive to consumer needs that go beyond the obvious quality of service. As technology industry grows it continues to offer low barriers to entry thus creating healthy competition for consumer dollars. Consumers, now more than ever before focus on environmental impact psychological appeal and physical appearance when making technology purchases. Apple Inc. has been doing a great job in capturing consumer attention with its innovative products that appeal to all levels of consumer interests. Cell phone companies must shift their thinking paradigm and begin to employ a management style that would allow them to adapt quickly to consumer needs.

Reference:

Almon S. & Dionne, S. (2007). Verizon to Open Cell Networks to Other’s Phones.

Wall Street Journal Online. Retrieved November 28, 2007, from http://online.wsj.com/article/SB119617188870905241.html

Current Issue Assignment – Netflix

As described in this case, change at Cargill, just as it would be in any large company is slow to occur. The new CEO Warren Staley is the driving force in creating a clear plan of action for the company to reach the goals of higher profitability and decreasing the numbers of unprofitable divisions. The main driving force for change in this case is the CEO himself. Staley is creating a new array of opportunities for his company by reorganizing, selling off and replacing management when needed. However, the members of the founding family that still own 88% of this privately held company favor this particular path of change at Cargill and are confident that Staley is taking their company in the right direction.
Question 2 (What are the reasons for resistance to change at Cargill? What can Cargill managers do to overcome this resistance? In your opinion, are these actions likely to be successful in overcoming resistance to change?)

Although many businesses today must adhere to frequent change, it is the single most difficult task within an organization. Often time’s change within an organization is meet with resistance, skepticism and simple unwillingness by management to comply. This case seems to be no different. According to the Cargill case, although the owners backed the CEO’s vision for the company the management within various divisions was slow and reluctant to respond. It seems that the reason for this resistance to change was simply management’s lack of foresight and perhaps lack of understanding of the new vision that CEO Staley was executing. Also this case mentions that implementation of Staley’s vision meant that management within various divisions work as a team instead of working as though they were competitors only worrying about their business. Cargill managers can overcome this resistance by simply having an open mind and accepting that change in the workplace is something that is becoming more and more frequent. Although I believe that approaching the vision laid out by CEO Staley with open mind will help some managers to overcome their resistance to change, some managers will simply not be able to do that. There are many variables that could play part in manager’s unwillingness to adhere to organizational change, some are easy to overcome and with time they would no longer play a role in the decision making process. However, some managers would simply not be able to do that and the only option I see in solving this problem is replacing those managers that are not able to deal with corporate change in the organization. I see a potentially large problem in leaving managers that are unwilling to change as they might only jeopardize successfully completing organization’s goals. I believe that if managers understand the process and realize the benefits that will be realized once the company is on the right path they will be more likely to support the top administration in implementing the changes throughout the company.

Question 3 (What areas of Cargill need to be changed? On the basis of your response, predict how easy or how hard it will be to make the required changes. Then predict some outcomes that are likely for Cargill if the changes do not succeed.)

According to the case Cargill needs to change it’s business structure to be more profitable. As CEO Staley demonstrated, in some cases that might be selling of unprofitable businesses, participating in joint ventures, increasing research and development. In essence Cargill needs to focus on its strengths and opportunities and capitalize on those. It seems as though in the past company engaged in buying up businesses that were somewhat related and was expanding by adding more divisions under its name. However, I think that Cargill will be more successful if the company capitalizes on a smaller number of segments and maximizes it’s earning potential by eliminating investment in divisions that bring losses. The needed change will most likely be difficult due to the fact that change of such large scale requires complete management participation and it is hard to teach managers, especially those that have been accustomed to doing things “the old way” for many years. If Cargill is not successful in implementing the changes proposed, company will most likely begin seeing stagnant growth and will most likely begin to loose money in more of it’s divisions. Further, if Cargill does not successfully implement the organizational change the company will not be able to compete in today’s dynamic marketplace.

1. Analysis and Goal Identification

Section A

Positive elements include:

• Relaxed work atmosphere, considering that this group has to work on the weekend we think it’s an important factor that is positive element.
• Free dinner and drinks is another aspect of working the weekend shift, especially if we take into consideration the fact that eighty eight (88) percent of workforce are students having a free meal is a plus.
• Friendly and tight nit group is a positive element because people are able to get along better with those they count friends.
• Clearly organized work procedure and assignments
• Flexible and frequent downtime during slow traffic times.
• Fairly typical (somewhat efficient) setup of the cafeteria.

Negative elements include:

• Frequent problem with neglecting customers
• Occasional unbalanced workload
• No specific authority figure during the weekend shift
• Casher does not have any independent verification for money receipted, and works all week as well as weekends.
• Large kitchen area is open during the weekends although there is never a need for it during the weekends.
• Upper management is absent on the weekends so there is no accountability for the employees.
• Job on the weekend is rather dull and workers are not motivated.
• Weekend shift is not as desirable as other shifts and is last resort for anyone.
• Employees do not adhere to the rules and regulations set forth.

Section B

Root causes and symptomatic issues:

• Poor management is the root cause of many symptomatic issues. It is the root cause for the fact that customers go neglected during those times when workers are horsing around in the back, as well as the uneven work load that some workers must carry while others are in the back playing around.
• Another root cause for the fact that motivation and employees behavior is decaying on the weekend shift is the fact that management is absent on the weekends; there is not even occasional schedule visit from the upper management to check on the workers.
• In addition, the basic operating rules and procedures are being ignored, that is a cause for symptomatic issues of food being thrown around in the back as well as other sanitary issues being neglected.

Section C

Problems (and symptoms) that must be treated now:

• Issue 1

Issue of poor management and all its symptoms must be treated immediately. The process must start with upper management and the change should take place in the middle management ranks as well.

• Issue 2

Re-instatement of already existing rules and regulations must take place immediately, to ensure that all work processes are deal with appropriately.

• Issue 3

Managers’ schedule needs to be adjusted so that there is some supervision for the weekend shift.

We can’t ignore the issues mentioned because they are all affecting customer service as well as effectiveness with which employees do their job. Dealing with these issues in a timely manner will help to insure that all good sanitary procedures are in place for the cafeteria to ensure customer safety.

Section D

Uneven workload is not addressed because this issue will work itself out in the process when the root issues are resolved. Similarly, issue with open kitchen area during the weekends is not addressed also due to its dependency on some other root problems that will be addressed.

Section E

We would like to accomplish maximum customer satisfaction; minimize waiting time; minimize kitchen horseplay; and ensure that all rules and regulations are followed. In addition, we would like to increase employee motivation.

2. Alternatives

Section A

Feasible alternatives for resolving:

• Issue 1
  Replace current management; hire an outside individual.

Re-train current management; instate a seminar for upper and middle management.

• Issue 2

Enforce the rules; instate a clearly defined protocol for workplace.

Periodic in-service training for student employees.

• Issue 3

Establish periodic monitoring schedule for the weekend.

Instate the casher to act as a weekend manager.

Section B

Real and potential weaknesses and dangers associated with alternatives mentioned above:

• Main weakness in replacing current management is the fact that it’s always hard to retrain a complete outsider. In addition, hiring a new manager is always costly and will take some time for training. There is always the possibility of unknown when a new person comes in.
• Instating training for current management might cause some resentment from the manager. It also might be a costly solution.
• Enforcing the rules could be meet with a serious resentment from employees that are used to relaxed atmosphere in the workplace without rules.
• In-service training could potentially be costly as well as inconvenient for these minimum wages, student employees.
• Downside of the periodic monitoring is that with time it might not be so periodic. If it is not kept continuously random, employees will get used to the timing and it will loose it’s purpose.
• Casher is already the only person responsible for receipting and cash transactions throughout the week, adding weekend duties and managerial duties to her might be overwhelming and could prove to be a disaster.

Section C

Decision criteria discussed has been organized in the decision grid below.

1. 3. Recommendations and Implementations

Section A

Recommendations for:

• Issue 1

Retrain current management to avoid expense and possible legal action.

• Issue 2

Periodic training for the employees keeping the training to short periods so that it is easy to accommodate the schedules of all employees.

• Issue 3

Periodic monitoring will help to insure that employees are kept on their toes and it will allow for some flexibility for upper management.

Section B

Reasoning behind the chosen recommendation for solving:

• Issue 1

Retraining of the current upper management is the best options because we fill it will help meet the solution criteria chosen. In addition to the benefit of working with someone that has 5 years of experience in this kitchen we will be able to maximize the investment that has already been made in previous training over the years. Also training of current management will allow us to minimize expense that would most certainly be otherwise accrued in the hiring process. We decided that replacing management was not viable choice at this time. In addition to the above mentioned reasons, replacing manager might pose a legal threat to the company, as the manager might not be clear as to the reasons she is being let go.

• Issue 2

Chosen alternative in the second issues is to do periodic training of the workforce. Although the particular weekend shift is a low-pay, last resort job for most employees. Periodic training with some new and unique team management techniques might prove to be interesting and rewarding in the long run. Also throughout the training some of the rules and regulations might be refreshed. We did not think that simply enforcing the rules and regulations would be a viable option as it might cause resentment and will create disgruntles employees. We feel that since the weekend shift is not a very popular one and is not well paid, employees would be more prone to simply quit than adhere to rules and regulations.

• Issue 3

We chose periodic monitoring as a viable option for the third problem in the kitchen. We feel that by using this method of simply random checkups we can achieve more efficient environment during the weekend shifts while continuing with the flat management structure without the top manger present throughout the whole weekend.  We have decided to avoid changing casher’s responsibilities simply because they are already overwhelming. We feel that promoting the casher will create an internal power struggle within the current management and her weekend duties. Additionally, promoting casher to management only for weekend shifts might cause confusion during the normal hours of operation, throughout the week.

Section C

Possible obstacles to implementing recommendations:

• Who is going to retrain the manager and how upper management needs to be approached for the maximum cooperation. Also we need to find out which seminars are most helpful in this particular situation.
• A challenge to implementing the training process is that student employees have difficult schedules and it will be hard to accommodate all of the employees at the same time. Also due to relatively young age and somewhat unmotivated attitudes it might be difficult to keep everyone attention. Training will have to be kept to short times and will have to be repeated frequently.
• Keep periodic monitoring random enough so it is actually worth doing. In addition a challenge to this particular task would be the fact that manager that will be doing random monitoring will not have a complete weekend off. We think that the best way to deal with this type of situation is to delegate monitoring duties to upper managers from other departments throughout the school.

Section D

Steps to implement recommendations:

• Even though we have decided that the best option is to keep current manager we will send the manager to training seminar.

• Shortly after manager’s return we will hold a half hour training session for all of the weekend employees that will simply go over existing rules and regulations as well as mentions some basic sanitary information.
• In addition, after the manager has completed training and the in-service with all employees we will make up a schedule and have a commitment for random weekend monitoring. This task might be shared with other managers throughout the school.

1. A. Introduction

The subject of our group research was a company that has gone mostly unnoticed by the common eye and does not command the same notoriety that Google, Yahoo and the likes. However, Invitrogen is a global company in the forefront of medical and biotechnology research. With revenues of $1.15 billion Invitrogen provides products and services to pharmaceutical and biotechnology companies, as well as academic and government research institutions.

In this report we will examine this company, including its history and organizational profile as well as financial health. Also, we will highlight an interview with one of Invitrogen senior executives and some remarks from its current CFO.

1. B. Organizational Profile

• Company Background

Invitrogen, a medical research and commercial manufacturer was founded through the establishment of a partnership in 1987. After being a partnership for two years it became incorporated by two main leaders coming to the forefront: A graduate of the University of California Lyle Turner, and Bill McConnell. During the company’s earlier years, Turner kept the company going through the financial aid of CEFO and the World Trade Commission. By 1990, Invitrogen began distributing its genetically engineered products to eight different countries and had accumulated 42 employees in: Canada, U.K., Italy, Germany, Switzerland, Japan, The Netherlands, and Sweden. Their product expanded to both the life sciences research market and the commercial market.

Invitrogen states the following regarding their quest and corporate vision: “To discover how life works is the greatest scientific endeavor of our era, holding promise of fundamental improvement in the human condition. Our Quest is to accelerate this search through innovations in science and technologies that expand biological understanding. Success requires passion, intellectual curiosity, and a sense of urgency. We will strive for excellence and act with unyielding integrity in everything we do so that we can serve as responsible stewards in the global life science community.”[1]

In addition, Invitrogen believes that having high values is important for a company, specifically one that deals with human life. Invitrogen believes that “People Make the Difference”; Company strives to hire the most talented and determined individuals that are as interested in making a difference as the company itself. Company also prides itself on being responsible organization and lists its values in the following order:

• People Make the Difference
  We hire and develop the most talented people. All of our employees are determined to learn, support one another, and share in the commitment to our Quest.
• Responsibility to Do the Right Thing
  We meet our commitments and perform with unyielding integrity. We play a leading role in communities around the world.
• Innovation to Change the World
  We nurture environments where creative people initiate and champion bold ideas to succeed in record speed.
• Dedication to Customers
  Customers are our lifeblood; we are dedicated to their success.
• Excellence in Everything We Do
  Our work is fact-based, measurable, and of the highest quality. We are focused on continuous improvement for the benefit of our stakeholders.

In July 2000, the company began to expand when it attained a rival company, Life Technologies. Following this first acquisition, Invitrogen then merged with several companies like: Molecular Probes, Dynal, Panevera, Genicon Sciences, and BioSourse.

After the Life Technologies merger was completed, Invitrogen then controlled almost 40 percent of the market for its kits for gene cloning, gene analysis, and gene expression. During the first year of the merge Invitrogen’s sales increased significantly reaching $630 million. Through major expansions and innovation, Invitrogen successfully accomplished its strategic goals of making their product more available to its consumers. With its recent acquisition of Sentigen in 2006, one can only speculate what new ideas will be used to assist in the ever advancing medical research.

• Nature and Attractiveness of the Industry

Invitrogen appears to be a very organized and reliable service.  They describe themselves to be effective, and dependable, with leading-edge products.  Their motto: Providing outstanding products and services that advance discovery.  They’re very committed to the community and supportive of science education.

The biotech industry is based largely on a recombinant DNA technique.  Recombinant DNA is a method of making proteins such as human insulin and other therapies in cultured cells under controlled manufacturing conditions. Herbert Boyer, of University of California went on to co-found Genentech, which today is biotechnology’s largest company by market capitalization.  Biotechnology has created more than 200 new therapies and vaccines, including products to treat cancer, diabetes, HIV/AIDS and autoimmune disorders.  Biotechnology is responsible for hundreds of medical diagnostic tests that keep the blood supply safe from the AIDS virus and detect other conditions early enough to be successfully treated.  Home pregnancy tests are also biotechnology diagnostic products.  Clearly, Invitrogen is a company that is responsible for manufacturing our everyday health safety products.

There are two specific focus areas of Invitrogen as far as the nature of the company is concerned.  The first focus is DNA & RNA Purification.  Purification in that the company makes sure all of its products is clean and perfect for the user/consumer.  The second focus is the quantification factor.  The company makes sure that every ingredient included in the product is added in with the right proportions.  The fact that this information is provided on the site, gives users a sense of security that the company prides itself in these particular areas.

Industrial biotechnology functions have been able to provide for cleaner processes that produce less waste and use less energy and water in industrial zones such as chemicals, pulp and paper, textiles, food, energy, and metals and minerals.  Most laundry detergents produced in the United States contain biotechnology-based enzymes.  DNA fingerprinting, which is also a biotech process, has dramatically improved criminal investigation and forensic medicine, as well as meet the expenses of significant advances in anthropology and wildlife management?  The biotech industry is regulated by the U.S. Food and Drug Administration (FDA), the Environmental Protection Agency (EPA) and the Department of Agriculture (USDA).

• Company’s Current Position and Prospect

Today Invitrogen is one of the Premier suppliers of products that support disease research, drug discovery, and commercial bio-production. With more than 4,300 employees in 70 different countries, such as New Zealand, Argentina, and the United States of America, Invitrogen has become an industry leader. Through offering products, technologies, licensing arrangements, and services for all researchers to complete their experiments more efficiently and effectively, they have obtained more than 900 patents and 500 license deals to complement their own in-house research. Invitrogen today is producing approximately 25,000 products with a mindset that because of their better and faster understanding they are set apart from the rest. Invitrogen’s success is widely contributed to its strengths in additional to recognizing its opportunities and improving their weakness as well as eliminating potential organizational threats.

The strengths of Invitogen come with an understanding of the importance of time and quality for its clients. One of the most important strengths of this company is its wide variety of products that they manufacture. By producing items with quality and variety that extends across a wide spectrum of areas in the science life industry, Invitrogen sets itself apart from other companies. This year, Invitrogen displayed one of its other strengths with the buying of Bio Reliance and Bio Source Europe.  After the buying of these companies, Invitrogen then improves and sells the products that came along with the purchase of that company. By doing this there is not only expansion in product ideas and improvements, but there is also the elimination of any more potential competitors. This then allows Invitrogen to take more control of the life science industry. Strength of this company is that they recognize the importance of producing products that will contribute to making their clients research efficient. They do this by producing new products, such as multi-vendor e-procurement technologies, which is the first of its kind in the life science industry. These technologies allow clients to use software where they can purchase products from Invitrogen as well as other vendors instead of having them purchase different orders with each vendor. Invitrogen has shown that it creates products with the customer in mind.  All of Invitogen’s strengths lie in their understanding that positive change makes room for growth and expansion which will help them obtain competitive advantage.

With the strengths, however, also come weaknesses. These weaknesses become deficits in the skills or capabilities that prevent an organization from choosing and implementing strategies that support its mission. In reference to Invitrogen, their weaknesses revolve around products, operating expenses, and research and development technical sales. In the past Invitrogen has encountered problems regarding its products. However, this is something that they are continuingly trying to eliminate by focusing more on the area of quality at a good cost. However, because Invitrogen focuses on producing a good product and then selling it at a decent price they have increased operating expenses for both their Biodiscovery and Cell Culture segments regarding, sales and marketing, general and administrated, and research and development; all increasing from 2-12% from the same time in 2006.

Most of Invitrogen’s opportunities lie within strategic partnerships that will enable them to expand their area of research and also products.  With resources provided, through partnerships, Invitrogen can broaden their scientific research in addition to product supply. Agreements such as the Biological Defense System, enables Invitrogen to expand its company’s bio-security applications while leveraging products and knowledge gained through the company’s pathogen research. Also Invitrogen’s recent partnership with Biosynth enables them to launch rapid detection products for MRSA contamination in hospitals. With this launch MRSA colonies can be found in 8-12 hours rather than the 48 hours need for current culture methods. With these two partnerships alone Invitrogen has opened its doors to more opportunities concerning scientific research, development, products, and sells. With partnerships come opportunities for growth that will enable Invitrogen to continue to set itself apart from the rest. However, with these opportunities also come threats.

The overall threat that Invitrogen faces with its strengths and opportunities is the ability to keep up with the industry. With most manufacturing companies there will always be the issue of supply and demand in the ability to meet a need with enough supply. Because the life science industry is constantly changing, due to new discoveries, Invitrogen must keep up with those changes by providing products that were developed rapidly, but at low cost, and are furthermore reliable. With its many partnerships, buying etc., Invitrogen has to focus on making sure that their financial stability and overall image is not tempered while they are taking advantage of its opportunities and strengths.

• Financial Position and Projections

After reviewing five different financial analysis companies—Reuters Company Research, Rochdale Research, BNY Jaywalk Consensus, Sabrient Systems, and Standard & Poor’s (S&P) – Invitrogen Corporation’s current financial position is described as “moderate,” boasting a medium investment risk status, due largely to its intense competition and because it is heavily regulated.  It also has made many acquisitions and is dealing with minor integration issues, which will adversely affect net earnings, even if sales boost.  Invitrogen’s share price is valued at $97.01(Dec.2), and its projected 12-month target price is $102, representing a steady growth; it pays no dividends to stockholders.

Sales are expected to increase by 7% to 1.23 billion in 2007, although sales are projected to slow down in the last two quarters of this year, on account of estimated slowdown in pharmaceutical and biomedical spending.  Another forte of Invitrogen is that it has low price volatility, meaning its stock price doesn’t fluctuate whimsically, and it is highly liquid and can easily pay its bills – Its current assets total $798 million and its current liabilities total 248 million – roughly a 3 to 1 ratio on the balance sheet.  However 75% of analysts label Invitrogen’s stock as a “hold” stock, meaning that it should be held on to, not bought nor sold, although it leans more toward the “buy” side; analysts are cautious because of an actual minor dip witnessed in the last two quarters of 2006, even though information from the first two quarters of operations of 2007 show steady improvements and profitable business operations.

1. C. Executive Requirements and Challenges

For purposes of in-depth analysis of the executive requirements and challenges we interviewed several executives from Invitrogen Corporation. The main subject of the interview and this report is Jerry Garcia, Director of Internal Audit in the Invitrogen Corporation. Additional remarks regarding requirements and challenges for company executives are provided by the Chief Financial Officer and the Senior Vice President, David Hoffmeister as well as the former CEO and Founder of the company, Lyle Turner.

When interviewed, Gerry Garcia (Director of Internal Audit) described that one of the most important qualities someone in his position must poses is the integrity and high ethics. Mr. Garcia mentioned that specifically in the auditing department these qualities are the foundation to successful resolution and managing of day to day challenges that occur throughout the company’s many world-wide offices. Mr. Garcia shared with us that although academic training and degree qualifications are important aspects of success for someone in his position, flexible management style and personal communication skills are other very important aspects of his job that he has been able to grow and improve as he worked at the director capacity.

Mr. Garcia mentions that working in the auditing department he has an enormous responsibility to the board as well as the shareholders of the company to perform his job to the best of his abilities. One of the challenges to doing that is the fact that his job requires mobility and consistent travel to company’s world-wide locations thus, using up his time on travel and talking him away from his family, which at times can be burdensome for a young dad. The CFO, Mr. Hoffmeister mentions that although traveling around the globe is a large part of his job also he feels that one of the challenges he faces on daily basis is the fact that he must divide his valuable time amongst numerous projects throughout the day and it is very easy to lose track of priorities at hand. Both executives agree however, that presenting information to the board and the audit committee (as it is the case with Mr. Garcia) is a challenging task. Partly due to the fact that board and the auditing committee have a very short time to grasp many complicated concepts presented, and it is the executives job to ensure that the information presented via visual aids as well as in forms of other data is interpreted in a way that best represents the operational reality for the corporation.

When asked about the typical day in the workplace it’s no surprise that the response from the executives was quite clear on the fact that there is no typical day for an executive of a multinational corporation such as Invitrogen. Although some days are more relaxed than others, a job of an executive in a company the size of Invitrogen is around the clock communication with various counterparts and requires extensive multitasking. Often times Mr. Garcia finds himself sitting on a company plane heading to office in UK or China while communicating with his team in California. He says that due to the fact that his job is of such nature that does not require consistent presence in an office building, sometimes he works from home or other locations where he is able to focus on a particularly pressing matter without being interrupted. According to Mr. Garcia he appreciates the fact that his job at Invitrogen allows him to telecommute and work remotely.

When asked about likes and dislikes about the job Mr. Garcia mentions that part he looks forward to everyday is the fact that he has a unique place in the organizational structure and has a direct channel of communication to the auditing committee and the board of directors. There is no other director of department in Invitrogen that is able to communicate and report directly to the highest levels of organization. Mr. Garcia appreciates the flexibility and personal initiative that this opportunity provides for him as an executive. In addition, Mr. Garcia believes that no one also within the Invitrogen Corporation plays such an objective role as he does. Mr. Garcia goes on to say that he takes joy in seeing when an area of the company that he saw needed improvement took his advice and improved. He also appreciates when individuals involved in the improvement process give him direct feedback and are appreciative of the work done by the auditing department.

Overall both Mr. Garcia and Mr. Hoffmeister value and appreciate the work-life balance that Invitrogen offers to its executives. Although work is often times grueling and difficult the company values its employees and is concerned about their well being.

D. Conclusion

Invitrogen is a major player in global in pharmaceutical and biotechnology research. As described by the executives interviewed company’s vibrant and multinational environment offers an array of challenges as well as tremendous amount of personal fulfillment. Throughout the project we are able to note the effect a company’s overall citizenship has on individual employees. While the research that went into this project was rather difficult, we as a group appreciate the opportunity to explore a new and largely unknown aspect of this particular industry. By being able to speak on the phone to the executives of this company we now have a better understanding of what it takes to run a multibillion dollar business as well as what it takes to be able to balance work with family life. Invitrogen research project and preparation of the report allowed our group to experience multi-tasking and teamwork that was talked about in the interview first hand and that is quite possibly the most important lesson to be learned today.