Research Paper on:
Paragon Case Study

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of several members from the company to set up a new company that was to compete with Paragon, this was a hard blow as not only did it mean that  after the new company was set up the employees of Paragon were targeted and as well as the senior management that were lost so were a number of employees which  placed a strain on the company. It was not only the skills which had been lost but with the defection of a large number of the staff including these senior  staff, there was also the loss of a great deal competitive knowledge and core operations knowledge so that the main competitors had a great deal of knowledge that would normally  be confidential and internal to a company. This placed the new competitors in a very strong position and Paragon in a very weak position, this was also aggravated by  an existing poor relationship between Paragon and its parent company where culture clashes had been ongoing for some time. Indeed, it may even be argued that it was these initial  clashes and then the removal of CEO and replacement with a other that triggered the move and the setting up of a new company. Much of this assessment is  based on assumption, as the timings appear to match and there is evidence to suggest that this was the case, but there were no explicit statements to consolidate this belief.  This suggests that even with the defection of some of the staff who were plotting this move that there is still the underlying problem, and that even if there are  o ore defections there may still be a great deal of employee dissatisfaction with the way in which they are being treated. If these problems are not rectified the short