Gap Analysis - Intersect Investments

Gap Analysis: Intersect Investment Company

Katrina L. Bailey

MBA 520/Transformational Leadership

Timothy DeLong

December 3, 2007

Gap Analysis: Global Communications

Introduction

Since Sept 11, 2001, the financial industry has been struggling with chaos and volatility. As a result, many financial firms are struggling to maintain their clients’ trust, and credibility on Wall Street. Unfortunately, Intersect Investment Company has not been exempt. In an attempt to turn things around and regain its footing in the industry, Intersect CEO, Frank Jeffers, has come up with an exciting new plan to galvanize growth in the organization. This new plan will involve revolutionary organizational changes, and a much needed overhaul of the company’s brand image, helping to establish long-term customer relationships and trust on Wall Street. In order to move the company along this path, a Gap Analysis has been performed which will identify the issues and opportunities that have arisen as a result of the current crisis, the ethical dilemmas that stakeholders are confronted with, and where the company sees itself in the future.

Situation Analysis

Issue Opportunity Reference to Specific

Course Concept

(Include citation) Concept

Increased competition in local, long-distance and international markets from the cable companies, who offer complete solutions that seem to be outselling the new calling features offered by Global and other traditional communications companies.

Customers are demanding more technical sophistication from sales people

Union is not pleased with the latest negotiations that have resulted in benefit reductions.

Union does not support plan and will take action through all available resources.

Union has lost some faith in the company because they were not informed of what was going on and it is counter to what they had previously been promised

Global plans to launch new service plans to small business and consumer customers.

Opportunity to reestablish a good relationship with the Union based on GC's handling of the situation from here on out.

“In an international deal, just as at home, you need to know exactly who’s involved in that larger decision process and what roles they play”

(Sebenius, 2004, pg 5).

“Consensus requires agreement

among the members of the other side’s negotiating team; at other times, it requires agreement from the

broader enterprise and can include external stakeholders

and governments”

(Sebenius, 2004, pg 10)

The Players

Consensus Negotiations

Should employees be told the entire truth if it will result in them leaving the company before the company is ready?

Outsourcing will result in a loss of jobs and a decrease in pay for those who are retained

Major players were not informed of what was going on in order to keep word from getting back to the board

Opportunity to gain or maintain the current employee's trust, and possibly prevent a mass exodus once employees are told of the new plan, if it is presented correctly.

“If employees are unlikely to accept a decision made without their involvement, then some level of participation is usually necessary” (Glinow, McShane, pg 61, 2005).

Decision commitment

Issue