Gap Analysis: Intersect Investments
Intersect Investments is currently at a crossroads with its business. Frank Jeffers, the Chief Executive Officer of Intersect Investments believes that the only way to stay ahead in an increasingly competitive financial market is to make changes to the way in which his company does business. Jeffers plan for Intersect Investments is to provide new products and services for individual and small business customers who will help build long-term relationships with current and future customers. The CEO has referred his new end-state goal for Intersect as a “customer intimacy” model in which Sales employees work with each customer to provide goals that are in the best interest for the customer with many new products to fit the needs of many individuals and businesses. This model will also offer an opportunity for Intersect Investments to increase sales and revenue while reinvigorating employees throughout the organization.
Frank Jeffers has determined that the new business plan should be implemented within 12 months. To accommodate this aggressive timeline, many changes will have to occur within several levels of the organization to be successful. To help achieve the goal, Intersect will have to reorganize the organization to fit the new business model. Janet Angelo has much experience to offer Intersect, however, there are several issues that she needs to identify and resolve before she can devote her attention to the restructure and new business direction. In addition to developing a communication plan, getting buy-in from employees, and making organizational changes to support these changes, Frank Jeffers is dealing with problems in the Sales department of the Intersect organization. Lyn Chen, the Vice President of Sales is struggling to decrease the high turnover rates in the sales department and is also having issues with her team adhering to the customer intimacy model. Another concern for Jeffers is Chen’s...