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| Type | Subsidiary of BMC Software |
|---|---|
| Founded | 1990 |
| Headquarters | Mountain View, California, USA |
| Key people | Larry Garlick, Founder & CEO Dave Mahler, VP Marketing Doug Mueller, Chief Architect |
| Industry | Computer software |
| Products | Action Request System Flashboards |
| Website | www.remedy.com |
Remedy Corp was a software company that produced the Action Request System and various applications therein. Remedy is now the Service Management Business Unit of BMC Software.
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Company History
Remedy corp was founded in 1990 by Larry Garlick, who was the CEO until 2001, and Dave Mahler and Doug Mueller. The company went public in 1995 and in 1996 was named by Business Week as the "Number 1 Top Hot Growth Company in America." [1] Competitor Peregrine Systems purchased the company for $1.2 billion in cash and stock[2] in 2001. On September 22, 2002, Peregrine and its wholly-owned subsidiary, Peregrine Remedy, Inc., filed for voluntary protection under Chapter 11 of the United States Bankruptcy Code.[3] Two months after accounting irregularities forced Peregrine Systems into bankruptcy, it sold the Remedy business unit to BMC Software. Remedy was then known as Remedy, a BMC Software Company until 2004, when it became known as the Service Management Business Unit.
Company Culture
Remedy Corporation was very good about maintaining a healthy culture during its growth. A few unique components included: The Remedy Tenets, Use of a "Take a Chance" card, and the concept of a Distinguished Engineer.
Remedy Tenets
At Remedy, we have a culture that dares you to be different.
We've worked hard to build this culture; it's one that encourages people to take the lead and gives them the tools they need to succeed. We're determined to maintain the best attributes of a small company, chiefly among them our ability to act decisively and adapt to the changing needs of our customers.
At the heart of our culture are some core values we call our tenets:
- We own the company, we understand the business
- Hire the best and trust them
- Do the impossible with small teams
- We are the user's advocate
- A bias for action
- Change the rules
- We are all sales and support people
- Exceed expectations
These beliefs are a large part of the foundation upon which we've built our business. If these tenets hold meaning for you, there's a good chance you're the kind of person we're looking for, and you'll like working here (enjoying bagels, pastries, and laughter in the hallways won't hurt either.) In fact, apply now.
A lot of companies talk about being different and giving their people the opportunity to take risks and grow. But Remedy does it. Look at our press. Listen to our people. Check it out for yourself-you'll see and hear the difference.
Take a Chance Card
When you were hired at Remedy Corporation, you received a Take a Chance card, similar to those included in the Monopoly board game. The front of the orange card had the walking newspaper boy carrying a newspaper with "EXTRA" on the front. The callout bubble text contained, "REMEDY EMPLOYEE COMMENDED FOR TAKING ACTION!!!"
The back of the card was titled, "How to Use This Card," and contained the following instructions:
1. Each employee is issued one or more cards.
2. When in doubt, act!
3. If you feel you are taking a chance, give your manager your "Take a Chance" card.
4. Managers are obliged to honer the "Take a Chance" card.
5. Managers choose whether to return used cards to employees to encourage more risk taking.
6. IMPORTANT! "Take a Chance" cards do not give anyone license to violate the law, company policy, or the feelings of others, and does not take away accountability and responsibility of the employee!
Distinguished Engineer
Remedy Corporation supported the concept of a Distinguished Engineer. The phylosophy behind it was similar to the concept contained in the book, "Reengineering the Corporation: A Manifesto for Business Revolution," by Michael Hammer and James Champy. The concept is that if a company only provides a path to promote an employee by making them a manager of other employees, that there is a risk of losing your best technical employee and gaining a weak manager. The path of Distinguished Engineer provided a parallel promotion path for those who wanted to advance, but were not interested in managing others.
References
- ^ Barrett, Amy; Weber, Joseph (May 27), "HOT GROWTH COMPANIES", Business Week, http://www.businessweek.com/1996/22/b34771.htm
- ^ Weintraub, Arlene (October 14), "Just How Much Did John Moores Know?", Business Week, http://www.businessweek.com/magazine/content/02_41/b3803060.htm
- ^ U.S. SECURITIES AND EXCHANGE COMMISSION (June 30), "Peregrine Systems Inc · 10-Q · For 6/30/03", EDGAR Database (SEC file 0-22209): 38, Accession Number 1047469-4-28361, http://www.secinfo.com/dVut2.1Rm6.htm
External links
- Remedy
- BMC
- ARSList - an independent community of ARSystem Users
- Remedy ARS - The unofficial Remedy community about the Action Request System.
This entry is from Wikipedia, the leading user-contributed encyclopedia. It may not have been reviewed by professional editors (see full disclaimer)
