Running head: PROBLEM SOLUTION: INTERSECT INVESTMENTS
Problem Solution: Intersect Investments
University of Phoenix
Problem Solution: Intersect Investments
This paper details how Intersect Investments studied itself to find opportunities for improvement and change. It created a compelling end-state vision that used to formulate goals and solutions. After using generic benchmarking to devise several Tier One solutions, Intersect combined them to make three Tier Two solutions. It compared each solution to the goals and analyzed the risks involved for each. After choosing the optimal solution, it detailed an implementation plan. Finally, it evaluated the solution against predetermined metrics.
Situation Analysis
Issue and Opportunity Identification
Intersect Investments has come through some hard times financially in the aftermath of September 11, 2001. The market is uncertain and the customers are very exacting. Through all this, Intersect has not changed its business model. The CEO, Frank Jeffers, is trying to implement a “customer intimacy” program where Intersect focuses on building meaningful and profitable relationships with its customers (University of Phoenix, n.d.). While some of the departments have internalized this ideal, Sales is still resisting the change. Due to this lack of cohesiveness between the departments, employees and customers alike are both receiving mixed messages.
Stakeholder Perspectives/Ethical Dilemmas
There are four main stakeholders at Intersect: management, employees, current customers, and prospective customers. Management values profitability, whereas employees value job security. This can create an ethical dilemma, which “is encountered in a situation where [an individual] must cho ...