Intersect Investment Services Problem Solution
Running head: PROBLEM SOLUTION: INTERSECT INVESTMENTS
Problem Solution: Intersect Investments
University of Phoenix
MBA520
Abstract Intersect Investments is an organization reacting to a situation that has brought uncertainty to the investment services industry, after the terrorist attacks of September 11, 2001. Janet Angelo, a new Executive Vice President, has recently been tasked, by Frank Jeffers, to transition Intersect Investments Services (IIS) to a customer intimacy model within twelve-months. IIS is resisting the massive re-alignment of the organization. This resistance is present among both IIS 's leadership and the rank and file sales/marketing employees. To successfully transition within twelve months, Intersect Investments Services must correctly evaluate the situation, properly identify problems, and then react to the problems in a manner that will convince IIS to adopt the company 's end state vision. Problem Solution: Intersect Investments
Businesses are always looking for new opportunities to make and save money. In today 's world, this increasingly means adopting more efficient ways of completing the day to day tasks related to a company 's mission. Xerox 's executives learned this lesson well. Four years ago, when the company was in crisis, they came up with a new vision that required salespeople to change the way they had always worked. "Their whole careers, salespeople had done one thing," says James Firestone, president of Xerox North America, who leads a sales force of 5,400. "They would knock on doors, look for copiers, see how old they were, and sell a refresh. They knew how to do that." The salespeople had such predictable routines that they could plan their days, weeks, even years. It was comforting (Deutschman, 2005).
Intersect Investments Services (IIS) offers a service that has an especially important role in enabling businesses to become stronger by increasing business creditability. Frank Jeffers, IIS CEO, has
Problem Solution: Intersect Investments
University of Phoenix
MBA520
Abstract Intersect Investments is an organization reacting to a situation that has brought uncertainty to the investment services industry, after the terrorist attacks of September 11, 2001. Janet Angelo, a new Executive Vice President, has recently been tasked, by Frank Jeffers, to transition Intersect Investments Services (IIS) to a customer intimacy model within twelve-months. IIS is resisting the massive re-alignment of the organization. This resistance is present among both IIS 's leadership and the rank and file sales/marketing employees. To successfully transition within twelve months, Intersect Investments Services must correctly evaluate the situation, properly identify problems, and then react to the problems in a manner that will convince IIS to adopt the company 's end state vision. Problem Solution: Intersect Investments
Businesses are always looking for new opportunities to make and save money. In today 's world, this increasingly means adopting more efficient ways of completing the day to day tasks related to a company 's mission. Xerox 's executives learned this lesson well. Four years ago, when the company was in crisis, they came up with a new vision that required salespeople to change the way they had always worked. "Their whole careers, salespeople had done one thing," says James Firestone, president of Xerox North America, who leads a sales force of 5,400. "They would knock on doors, look for copiers, see how old they were, and sell a refresh. They knew how to do that." The salespeople had such predictable routines that they could plan their days, weeks, even years. It was comforting (Deutschman, 2005).
Intersect Investments Services (IIS) offers a service that has an especially important role in enabling businesses to become stronger by increasing business creditability. Frank Jeffers, IIS CEO, has
References: Day, J. & Jung, M. (2000). Corporate transformation without a crisis. McKinsey Quarterly, 4, 117-127 Deutschman, A. (2005, May). Change or Die. Fast Company, 94, Retrieved March 22, 2007, from http://www.fastcompany.com/magazine/94 Kreitner, R., Kinicki, A., (2003)