Kenja 2022

Abstract

Kenja, a software solutions company is experiencing an unusual challenge after introducing a new product offering; large company growth. Demand for the new product quickly outpaces supply, leading to internal resources being put under an increased level of strain. While the company waits for new positions to be filled in an effort to increase capacity, a short term solution is needed to relieve strain from its current resources. Employees begin helping each other out by sharing the workload amongst one another, even across departments, forming the basis of a new company culture of workload sharing. While this seems to work in the short term, it creates new and unexpected challenges the company now must face as it struggles to scale to meet demand. Following Kris, a junior business analyst turned project manager as he takes over a failing data migration project. Kris faces many challenges within the company, part of which are a direct result of the new company culture, leading to various conflicts. In the end, Kris’ story is a personification of a wider company culture problem. The case highlights the frequently overlooked effects company culture has on various internal processes and how these effects manifest on project management frameworks and individual employees.

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