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to himself, “everyone fully engaged,” “keep it simple,” “manage disparate voices.” Lawry’s parting phrases ran like a ticker tape through his mind. James was feeling the heat from all corners of the world and from every corner of the organization.

Greg James

 

Greg James’s early career had been promising. He had earned a bachelor of science in computer engineering from Stanford University, where he was regarded as a star engineer among the technical elites. His computer science professor described James as possessing “an uncanny knack” for solving complex technical problems. He had been sought by preeminent Silicon Valley technology companies, including Sun, which he chose after extensive research. James opined:

Sun was perfect for me because it represented a combination of opportunities that I felt I just couldn’t find anywhere else. I had the chance to help define the cutting edge of technological innovation. At the same time, Sun had the stability of a fairly established technology company where I could grow and develop professionally. It felt like it was the best of both worlds.

 

Within four years, he had risen through development projects to managing a team and budget in the Data Protection and Recovery Department. His team had consistently generated work that received rave reviews from customers. One customer sent James an e-mail praising his team for its “outstanding customer service from the beginning to the conclusion of the installation.” Five years after joining Sun, he was one of 50 managers to receive the coveted Sun Outstanding Manager award.

 

In the pursuit of a growing global presence for Sun, Lawry, the Global Markets VP, had tapped James for a high-profile global team management position geared at implementing the firm’s latest enterprisewide solutions for large Fortune 100 companies. This position required a team to implement and maintain systems across several countries. If a multinational organization had 20 sites in Europe, Asia, and the Middle East, it was up to James’s global team to seamlessly execute a plan to safeguard the data for that customer at those 20 sites. The Sun team had usually been contacted after the customer’s own IT group could not resolve the problem.

 

409-003 Managing a Global Team: Greg James at Sun Microsystems, Inc. (A)

Sun Microsystems, Inc.

Sun Microsystems, Inc., provided companies with complete information technology (IT) solutions that included hardware, software, storage, and services. Espousing the notion that core innovations should not be proprietary, Sun had made its technologies open source. The company’s philosophy was that innovation was sparked when people were free to assemble, participate, and create. This, in turn, enabled market expansion, which had boded well for developers, consumers, and Sun.

 

Sun had originated in a student project at Stanford University. In 1982, Vinod Khosla, Scott McNealy, and Andy Bechtolsheim founded Sun Microsystems, deriving its name from the Stanford University Network (SUN). A year later, Sun signed a $40 million agreement with Computervision, a computer-aided design and manufacturing company. The company continued developing innovative network technology, as well as personal computers and supercomputers. Sun’s ownership of some of the leading pr本论文由英语论文网提供整理，提供论文代写，英语论文代写，代写论文，代写英语论文，代写留学生论文，代写英文论文，留学生论文代写相关核心关键词搜索。