Micron Valves Pvt Ltd (Micron) was an entrepreneurial venture that had emerged as a major supplier of industrial valves in Hubli (North Karnataka region of India) and nearby areas in a very short span of time. Although it did quite well in the initial years, several team-management issues soon started disrupting the operations of the firm. Several founding members parted ways and left the company, taking away key personnel, critical skill sets, and technical know-how. Recent recruits inherited the negative aspects of the company's work culture and began to be frustrated with company leadership, which did not recognize these issues. Kartik, a recently recruited employee, was first assigned to the Realtek project, supervising a small group of operators on the shop floor, and later to the globe valves project, which was involved in developing smart and high-performance valves. Kartik found that the two project teams had distinct work cultures, performance norms, and leadership styles, and both teams were confronting unique sets of challenges demanding immediate attention. However, company leaders and even the HR manager seemed to be unaware of many of the problems. The negative synergy in both project teams at Micron forced Kartik to question his future with the company. Students will be asked to identify and compare the distinct work norms and practices encountered by Kartik in the two major project teams discussed in the case. They will be expected to evaluate the issues related to team synergy, performance norms, leadership, and communication in the context of project teams discussed in the Micron case. Students will highlight the qualities of an effective project leader necessary for managing high-performance project teams.