Problem Solution: Intersect Investments

Problem Solution: Intersect Investments

Jennifer Walters

University of Phoenix, Houston

MBA/520

Transformational Leadership

WS06V2010S

Ross A. Wirth, Ph.D.

January 3, 2007

Word count = 4008

Abstract

Intersect Investments is a company trying to survive in an uncertain industry after the terrorist attacks of September 11, 2001. Janet Angelo has come to Intersect Investments with a twelve-month time limit to transition Intersect Investments to embrace a model of customer intimacy. Intersect is struggling with the strategic alignment of this philosophy among its leadership and direct reports. For Intersect Investments to be successful in the change initiative, leadership must analyze the situation, identify the problem, and envision the company's end state. Leadership must then determine and analyze alternative solutions, mitigate risks, chose and implement an optimal solution, and then decide on the project's success by they end of one year. This discussion presents Angelo's plans to turn around Intersect Investments within this timeframe.

Problem Solution: Intersect Investments

Intersect Investments is a company trying to survive in an uncertain industry after the terrorist attacks of September 11, 2001. The company desires to become a leading financial services company by taking a solutions-based, customer intimate approach towards its clients; however, it currently is struggling with the strategic alignment of this philosophy among its leadership and direct reports. For Intersect Investments to be successful in the change initiative, leadership must analyze the situation, identify the problem, and envision the company's end state. Leadership must then determine and analyze alternative solutions, mitigate risks, chose and implement an optimal solution, and then decide on the project's success by they end of one year. This discussion will present Janet Angelo's plans to turn around Intersect Investments within this twelve-month timeframe.

Situation Analysis

Issue and Opportunity Identification

Models and theories of change/Non-technological catalysts for change

At Intersect, Frank Jeffers has given the directive that the company must change its strategic approach from a sales driven mindset to one of customer intimacy. Jeffers is headstrong in the vision and faces struggles aligning the leadership team towards this strategy. Jeffers has replaced one executive with another, Janet Angelo, who has a positive record of accomplishment for leading change. There is still a struggle with one manager, Lyn Chen, Vice President of Sales, who resists the changed focus is not motivated to embrace the new company vision. Lyn is unable to motivate her direct reports, as she herself is not motivated.

There is also dissention among the staff. Some members are not sure of what the vision truly is, or their leaders are not supporting the change. Thus, they are receiving mixed messages. Managers must align for the staff to align. They are stressed with higher goals and not knowing how to get there. Perhaps these employees are experiencing a lack of interactional justice. According to Greenberg (2006),

There is empirical evidence that suggests employees have stressful reactions to work-related injustice. These stressful reactions can take many forms and often lead to decreased work performance for the employee as well as increased organizational expenses resulting from cost of treatment, lost productivity, and workplace accidents. (p. 574)

A problem to address is to align Intersect leadership with Jeffer's vision. All leaders must commit to making the vision a reality, and learn to trust that the new model will realize the gains it sets out to make. Benchmarking studies can assist in trust gaining and show that a similar customer intimacy model has worked for other companies. Leaders can than motivate others by supporting the goals and by listening. "Managers are advised to enhance effort performance expectancies by helping employees accomplish their performance goals. Managers can do this by providing support and coaching and by increasing employees' self-efficacy," (Kreitner & Kinicki, 2003, p. 303).

Critical success factors for organizational change

There is a resistance to change, especially by some sales managers. These managers have been successful under the previous plan for the last 15 years and see no reason to change structure. Even though communication of the new service focus has occurred, some managers are not supporting it. "Organizational change is more likely to succeed when top management is truly committed to the change process and the desired goals of the change program. This is particularly true when organizations pursue large-scale transformation," (Kreitner & Kinicki, 2003, p. 684). By all leaders and managers being together on the objectives on the change, the systems model of change suggests a positive effect on the rest of the organization. Kreitner and Kinicki (2003) reflect on this congruence: "A systems approach ... is based on the notion that any change, no matter how large or small, has a cascading effect throughout an organization," (p. 679).

Skills and competencies of an effective leader

The employees do not feel they are getting the feedback they need and are becoming discouraged, as is related by Annie in the scenario. Sales employees also need the proper marketing information to do their jobs; this lack of information affects the level of intimacy they can provide their clients. Take as an example the letter from Sy Miguel, a lost customer. In this letter, Miguel discusses that although he was interested in the new suite of services offered by Intersect, the company's advisor was more interested in renewing the current service contract. This action conflicts with the new focus of customer intimacy and dissuaded Miguel's trust; therefore, causing the client to move to another financial firm. Leaders will need to provide positive feedback to ensure employees stay on track with the new vision. "Properly administered feedback