Intersect Investment

Running head: PROBLEM SOLUTION: Intersect Investment Services

Problem Solution: Intersect Investment Services

Carla Shepherd

University of Phoenix

May 15, 2006

MBA520

Problem Solution: Intersect Investment Services

In today's financial environment, the customer is the key to corporate success. Realizing this, Intersect Investment Services developed a customer intimacy model to "build long-term relationships built on trust and value"(Scenario, n.d., pg1). Execution of the customer intimacy model requires commitment from all levels of the organization. This paper will review the leadership issues and opportunities presented before the company in the execution of the model. It will also define the problem that the company must address to realize success.

Situation Background (Step 1)

In this scenario, Intersect Investment Services is approximately one year into defining the process to implement the customer intimacy model. The company has had some successes and failures in the process. Along the way, the Executive Vice President did not support the corporate vision for the model and was replaced. The new EVP of Marketing and Sales has been tasked with successfully implementing the model over the next 12 months.

Janet Angelo has been charged with assessing the current state of the company, and identifying issues. Through open communication with the sales leaders and the employees, Janet is able to adequately assess the damage created by her predecessor and opportunities for change.

Issue Identification

There are several leadership issues within Intersect Investment Services. The first is that the current leadership team lacks commitment to the vision. Key leaders within the corporation do not currently support the vision to migrate to the customer intimacy model. These leaders have shared their views with other employees in the company. As a result, the employees witness dissension among the leaders and are uncomfortable with the direction that the company is taking.

The second issue is that the company currently lacks the strategic capability to carry the vision to fruition. The company has done a great job developing the vision, but has failed in its implementation. The employees do not understand it, and as a result are not committed to it. The skills and knowledge required to implement the vision are present, however the business processes required to integrate the vision into the corporate environment do not exists (Scenario, n.d.). The employees have not been provided the necessary information or equipment to adequately execute the model.

The third issue is that the corporate sales goals are in direct conflict with the vision. Employees are currently encouraged to sell more products faster. The vision requires that the employees build relationships with the customers to implement the customer intimacy model. Employees become frustrated by the mixed messages received from the leadership team. This increases the stress level within the corporation and ultimately affects the employee interaction with the customers.

The fourth issue is that the employees distrust the leadership team. Informal lines of communication have been developed within the corporation. The employees perceived level of interactional justice impacts their level of trust (Kinicki & Krietner, 2003). In this scenario the quality of interpersonal treatment the employees received when the vision was implemented was lacking. The leadership team has not effectively communicated the purpose of the vision to the employees or the methods to successfully implement it. Because of this, the employees do not trust the fact that the leadership team will allow time for the model to take effect.

Opportunity Identification

The assessment completed by the new EVP not only provides insight into the issues facing the company, but also the opportunities presented to the company. With a successful implementation of the model, the company has a chance to increase the employee commitment to the vision. Highly skilled, trained employees prepare the company serve the customers. With access to the correct information to carry out the model, stress levels within the corporation should decrease. The company also has an opportunity to enhance the methods of communication within the company. Leadership can connect with the employees through informal meetings and information sharing sessions. This affords the employees the opportunity to gain information first hand, and the ability to ask questions. Feedback in this form provides the leadership team with the instructional information to continue change within the company (Kinicki & Krietner, 2003).

Through increased employee commitment and enhanced communications, the company also has the ability to affect employee retention. Through positive reinforcement the leadership team can create a safe environment for the employees (Kinicki & Krietner, 2003). If the employees are able to operate in an enjoyable, trusting work environment, they will be less likely to leave. Overall training costs will be reduced and the productivity levels will be maintained.

This also provides the company with the ability to create partnerships within the company. In order to fully integrate and develop the model, all of the departments must work cohesively together. By providing both servicing and sales employees with the product information developed for the model, each department will be able to provide support to the customer and to each other.

Stakeholder Perspectives/Ethical Dilemmas

In the Intersect Investment Services scenario there are four key stakeholders. They are the CEO, the executive leadership team, the sales directors, and the employees. The CEO's first commitment is to the longevity of the company. Sales revenues must be increased through the acquisition of new customers, the retention of existing customers. The customer intimacy model provides the ability for the company to become trusted advisors of the customer. The Executive Leadership team's first commitment is to the successful execution of the model. Salary incentives and compensation packages are dependent upon the successful implementation of the model. As a result, it is in the best interest of the Executive Leadership team to implement a flawless plan. The sales directors are