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Case Study Analysis: The Blue Skye Project
Student Name
Institution
Professor
Course
Date
, 2
Case Study Analysis: The Blue Skye Project
Garth Hudson is a student in his late twenties known as the 29-year-old graduate of
Eastern State University (ESU) who is no more than a demanding student at Bluegrass Systems
but switched occupied post positions to become the Information Services (IS) Director of Eastern
Oceanography Institute (EDO). As much as Hudson was an expert on a technical level, having
worked with Bluegrass, he struggled to settle into the new setup at Eastern Oceanography
Institute (EOI). The paper will assess what Hudson ought to have done to the director, as well as
the errors he committed, and the lessons he learned during the experience.
Response to the Director
If I were Hudson, my response to the director would have demanded a clear
understanding of the needs and goals of EOI. The first thing that Hudson ought to have done is to
wait and let the strategic priorities of the organization speak before her actions. He might have
trusted in advance by consulting the director and other employees on what to expect, what might
be a problem, and what is being aimed at in the project (Larson & Gray, 2020).
Establishing a collaborative relationship with the director was very important to the
success of Hudson. He had to make IS projects compatible with the institute's overall mission
and strategic objectives. As a result of establishing a close relationship with the director, Hudson
could have determined certain challenges, making sure that the technical solutions were
customized to suit the unique requirements of the organization (Vos & Boonstra, 2022). Instead
of characterising their team as one-size-fits-all, Hudson ought to have shown flexibility and a
desire to learn through the team.
Mistakes Made by Hudson
Case Study Analysis: The Blue Skye Project
Student Name
Institution
Professor
Course
Date
, 2
Case Study Analysis: The Blue Skye Project
Garth Hudson is a student in his late twenties known as the 29-year-old graduate of
Eastern State University (ESU) who is no more than a demanding student at Bluegrass Systems
but switched occupied post positions to become the Information Services (IS) Director of Eastern
Oceanography Institute (EDO). As much as Hudson was an expert on a technical level, having
worked with Bluegrass, he struggled to settle into the new setup at Eastern Oceanography
Institute (EOI). The paper will assess what Hudson ought to have done to the director, as well as
the errors he committed, and the lessons he learned during the experience.
Response to the Director
If I were Hudson, my response to the director would have demanded a clear
understanding of the needs and goals of EOI. The first thing that Hudson ought to have done is to
wait and let the strategic priorities of the organization speak before her actions. He might have
trusted in advance by consulting the director and other employees on what to expect, what might
be a problem, and what is being aimed at in the project (Larson & Gray, 2020).
Establishing a collaborative relationship with the director was very important to the
success of Hudson. He had to make IS projects compatible with the institute's overall mission
and strategic objectives. As a result of establishing a close relationship with the director, Hudson
could have determined certain challenges, making sure that the technical solutions were
customized to suit the unique requirements of the organization (Vos & Boonstra, 2022). Instead
of characterising their team as one-size-fits-all, Hudson ought to have shown flexibility and a
desire to learn through the team.
Mistakes Made by Hudson
