Umesh maheshwari nimble storage

Discussion Question One: Must be 2-3 paragraphs and apa style.

Based on your assessment of this case study, in which of the four cultural concepts would you categorize Nimble Storage’s mission and vision: ethnocentric, polycentric, regiocentric, or geocentric? Offer a rationale to support your selection. Finally, based on Nimble Storage’s mission, does the organization appropriately present itself as a global company? Explain why or why not.

Note: As a start to your analysis of Nimble Storage, you may need to research beyond the case study to get a full understanding of Nimble Storage’s mission, vision, and culture. Visit the Nimble Storage website to further explore the company.For the exclusive use of L. Diaz, 2017. B5839 Date: June 10, 2015 HOMA BAHRAMI Nimble Storage: Scaling Talent Strategy Amidst HyperGrowth We believe that if we give people the opportunity to amaze us, they often will. —PAUL WHITNEY, VICE PRESIDENT OF HR In early 2015, Suresh Vasudevan, CEO of Nimble Storage, a rapidly growing hybrid data storage system company, walked past bright orange Adirondack chairs at Nimble’s corporate offices in San Jose, California. He was deep in thought as he smiled and waved to employees who were enjoying Nimble’s 30,000-square-foot outdoor living room, designed for collaboration and social interaction. It was not unusual to see pairs of managers and direct reports walking and talking, conducting their quarterly coaching conversations. Vasudevan was on his way to meet Paul Whitney, Nimble’s Vice President of Human Resources, to discuss several talent initiatives that had just been launched. Founded by Varun Mehta and Umesh Maheshwari in 2008,1 Nimble developed a hybrid storage system that used flash memory and hard disks that allowed the company to offer faster performance and lower prices to its customers. The company’s mission was to give its “customers the industry’s most efficient flash storage platform.”2 Even though Nimble had only begun shipping products in 2010, it was on a path of hyper-growth, having gone public in December 2013.3 For the year ended January 2015, Nimble’s revenue was $228 million, almost doubling from $126 million the year before (Exhibits 1, 2, and 3). The company was yet to be profitable, however, losing $32 million in the year ended January 2015 and $43 million a year earlier, largely due to high operating expenses such as R&D, sales and marketing, and administration expenses. The company had publicly announced its goal to become profitable by January 2016 and had big ambitions to “transform the world of storage” with the goal of becoming a billion dollar company in three years. 1 In March 2011, Varun Mehta became the vice president of engineering and Suresh Vasudevan became the CEO. http://www.nimblestorage.com/company/how-we-are-different.php. 3 Nimble gained more than 60 percent to $33.93 from its opening price of $21 (raised from an initial range of $16 to $18). The company sold 8 million shares, raising $168 million at a valuation near $1.5 billion. The year 2013 was a popular year for data storage where NetApp, the enterprise storage company, went public, as did SanDisk and Pure Storage. 2 Senior Lecturer Homa Bahrami prepared this case study with Case Writer Victoria Chang as the basis for class discussion rather than to illustrate either effective or ineffective handling of an administrative situation. Copyright © 2015 by The Regents of the University of California. All rights reserved. No part of this publication may be reproduced, stored, or transmitted in any form or by any means without the express written permission of the Berkeley-Haas Case Series.