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Gap Analysis: Intersect Investment Services

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Gap Analysis: Intersect Investments Services

Intersect Investment Services (IIS) has begun to implementation an aggressive strategic approach to becoming a true industry competitor after four years of barely managing to survive (University of Phoenix, 2008, Scenario: Intersect Investment, p. 1). IIS fell behind in the industry with significant loss to stock value, a lack of customer satisfaction, and an increase to employee turnover. In this analysis, the issues and the opportunities confronting IIS will be identified, analyzed, and discussed. Following the issues for IIS will be the ethical dilemmas of all the pertinent parties affected. An end-state vision will show a reflection of the desired outcomes considering concepts from varying sources. Defining the problem is the most critical step in realizing the opportunities that exist (Maul, 2006). Incorporated in this paper is a gap analysis for IIS defined simple as where the company currently exists in a situation and where they want to be (Definition of gap analysis, 2008).

The dynamics associated with the IIS environment centers on a lack of organizational communications with the various stakeholders. Elements that affect the organization are conflict continuums (Kreitner & Kinicki, 2003, p. 487), deficits in organizational commitment concerning job security (McShane & Von Glinow, 2004 p. 128), and organization politics (Kreitner & Kinicki, 2003, p. 575) that propagate distrust among stakeholders.

Situation Analysis

Issue and Opportunity Identification

IIS is plagued by many issues but each issue brings with it an opportunity for success. Frank Jeffers, Chief Executive Officer (CEO) of IIS has hired a new Executive Vice President (EVP) of Marketing and Sales and with her experience and credentials, the company may succeed. Janet Angelo the new EVP of Marketing and Sales has already taken many negative situations and issues and projected the positive opportunity that exits. The vision is to “provide a broad set of products and services to consumer and small business customers using a model of customer intimacy that will build long-term relationships based on trust and value to the customer” (University of Phoenix, 2008, Scenario: Intersect Investment, p. 1). CEO Richard D. Phillips Jr. of Pilot Freight Services stated, "We don't offer the lowest price, (…) what we have to offer is specialized customer service" (Fabey, 2008). IIS has already succeeded in identifying this uniqueness in there strategy.

Staff does not realize the vision developed more than a year ago. Originally, the EVP of Marketing and Sales did not support the new philosophy and failed to lead the organization in following the new approach” (University of Phoenix, 2008, Scenario: Intersect Investment, p. 1). It was due to the lack of leadership that Janet Angelo is now the EVP. Janet brings with her “expertise in implementing a вЂ?customer intimacy’ model” at three other organizations (University of Phoenix, 2008, Scenario: Intersect Investment, p.1). Not only did Janet increase sales but she also improved customer loyalty. She realizes that major organizational restructuring must occur in order for IIS to be successful. The difference and issues with IIS for Janet are that she needs to have this desired outcome achieved in much less time (12 months). What is not considered is the potential external forces of change. “External forces for change originate outside the organization” and as such can affect the proposed strategies (Kreitner & Kinicki, 2003, p. 674). One opportunity that Janet brings is her emotional intelligence. Emotional intelligence is the ability to perceive and express emotion, assimilate emotion in thought, understand and reason with emotion, and regulate emotion in oneself and others” (McShane & Von Glinow, 2004, p. 119). “If you do not believe you’re the best at what you do, you’re in the wrong business” (Fabey, 2008).

IIS has the opportunity to succeed and obtain sustainability for the future. IIS has been number three and would like to return and maintain this status or excel.

“Notable, that the organizational changes have to be managed. The executives of business organizations can plan the changes under the analysis of external environmental tendencies and the requirements of modern market, according the increase flexibility of organization's activity, to develop the organization's capabilities to adapt in modern market and to apply new possibilities to business development. Nowadays, the Theory of Management and practical issues tender several implementation models of organizational changes, which project concrete actions to apply change shifts in organization. The modern references about Theory of Changes are presented diametrical opposite concepts about strategies of changes” (AndriuÐ*ÐŽÐ"ÐŒenka, 2008).

Though the increase employee turnover offers IIS the opportunity to bring in new talent, it is a loss of experience that the company cannot afford to loose. “Emotion is really running high throughout this organization. Worse, it appears that many of the people are sill not aligned with our new vision; they don’t even understand why we’re doing it! And is it any wonder? Our directors are still preaching handling more clients in order to sell more products. They’re completely ignoring us” (University of Phoenix, 2008, Scenario: Intersect Investment, p. 10). The miscommunication and “dissention among the leaders” is building frustration and fear in the employees (University of Phoenix, 2008, Scenario: Intersect Investment, p. 11).

The organizational politics have become a problem at IIS. The CEO is recommending that employees that do not believe in the vision may not fit with the organization and need to be let go while the new EVP thinks this is not the case they just need direction and motivation. The CEOs harsh recommendations could lead to even higher turnover if not properly thought through. “One strategy to keep organizational politics in check is to introduce clear rules and regulations to specify the use of scarce resources. Corporate leaders also need to actively support the all-channels communication structure (…) so that political employees do not misuse power through informational control” (McShane & Von Glinow, 2004, p. 377).

Stakeholder Perspectives/Ethical Dilemmas

IIS has several key stakeholders significantly impacted by the before mentioned

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