Campbell and Bailyn’s Boston Office: Managing the Reorganization
Campbell and Bailyn’s Boston Office: Managing The Reorganization
Campbell and Bailyn’s (C&B) Boston Office has long been the leader in market share and sales. This office was also used as a testing location for new organizational structures and new products and services. Changes in customer demand have decreased market share based, so the office needs a restructure. In June of 2007 the Boston office is reorganized under Ken Winston, the regional sales manager into “key account teams” (KAT). Concurrently, the review process is altered in a very odd fashion and Winston does not seem too enthusiastic about this change. Winston is preparing a presentation for the division leadership team and will discuss the effectiveness of the new performance appraisal process and organizational structure. The problem is whether or not these new changes were effective.
Causes of the problem with this restructure are as follows: * “Socializing customers” * Limiting career aspects * Customers are becoming more specialized * Futures and options have much higher margin but require more expertise to sell * Similar compensation
Neither employees nor customers like the change of the structure at C&B. KATs made the change from one generalist fostering a relationship with a customer to several specialists serving one customer which the sales people have dubbed “socializing the sales department”. This change was implemented due to disconfirming data that C&B found customers were requiring more specialized services. One year after the restructure was implemented it would seem that many of the people in the office are denying the change and trying to return to the baseline behavior previous to the KATs. Paul Callahan, the top grossing sales person in the Boston office is one such person. Winston needs to get Callahan on board with the change to the KAT structure because he is most likely seen as a leader without the title in the Boston office. The
Campbell and Bailyn’s (C&B) Boston Office has long been the leader in market share and sales. This office was also used as a testing location for new organizational structures and new products and services. Changes in customer demand have decreased market share based, so the office needs a restructure. In June of 2007 the Boston office is reorganized under Ken Winston, the regional sales manager into “key account teams” (KAT). Concurrently, the review process is altered in a very odd fashion and Winston does not seem too enthusiastic about this change. Winston is preparing a presentation for the division leadership team and will discuss the effectiveness of the new performance appraisal process and organizational structure. The problem is whether or not these new changes were effective.
Causes of the problem with this restructure are as follows: * “Socializing customers” * Limiting career aspects * Customers are becoming more specialized * Futures and options have much higher margin but require more expertise to sell * Similar compensation
Neither employees nor customers like the change of the structure at C&B. KATs made the change from one generalist fostering a relationship with a customer to several specialists serving one customer which the sales people have dubbed “socializing the sales department”. This change was implemented due to disconfirming data that C&B found customers were requiring more specialized services. One year after the restructure was implemented it would seem that many of the people in the office are denying the change and trying to return to the baseline behavior previous to the KATs. Paul Callahan, the top grossing sales person in the Boston office is one such person. Winston needs to get Callahan on board with the change to the KAT structure because he is most likely seen as a leader without the title in the Boston office. The