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Can Go Consulting

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After reviewing the videos and other information relevant to CanGo made available in weeks three and four, we have determined the following issues to be the most pressing and critical of those currently being faced by the CanGo team.

1. Team Building and Communication
An issue which has plagued CanGo from the outset, and one which continues to cause negative repercussions throughout the entire organization, is the lack of a clearly defined organizational system and structure by which CanGo manages projects, as well as prepares for, and deals with corporate change and growth.
CanGo's current approach to projects, as well as their strategy for managing change is very reactive, and seems to be developed on the fly, as the need for change, growth, and additional functionality or systems arises. Being in a reactive mode like this will severely limit CanGo's ability to control the efficiency, and the final outcome of these changes.
A perfect example of CanGo's reactive approach to change is their recent realization that they are not currently researching and tracking customer behavior. The fact that they realized this oversight is a very positive thing, but their unpreparedness in being surprised by this, and not having a proactive customer tracking plan in already in place, is paralleled only by their cluelessness at how to implement one.
Sapient Solutions recommends that CanGo establish an overlying project and change management strategy to be applied to all future company projects, and which will serve to proactively research and implement change management strategies, using the following recommendations:
1. Select key members of executives from each company division, and assemble them as a 'Change Management' team which is committed to keeping abreast of industry changes, and closely watching the actions taken by the industry and competitors. Each team

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