Gap Analysis: Intersect Investments
Rosa L. Butler
University of Phoenix
MBCC0107/MBA 520
Transformational Leadership
July 01, 2008
Dr. Alvin H. Steward III
Gap Analysis: Intersect Investments
Introduction
In late 2001, the financial services industry began to experience problems due to external forces which were out of control from company managers who could not control the social and political pressures the market was receiving from their customers and Wall Street. Leaders needed to develop strategies to maintain the company’s competitive edge in the new external scenario the industry was having. The Intersect Investment Company was not exempt from this situation and leaders of the company had to take action on how to recover the lost trust from base customers and have a profitable company in the market. Frank Jeffers, Chief Executive Officer (CEO) of Intersect Investment, developed a new company vision which was not supported by all staff members as the companies’ organizational culture was not focused on the customer needs. The new vision required changing the focus to the customer instead of the sale numbers. This new change caused resistance from some of the employees. A lack of support on the new philosophy from The Executive Vice President of Marketing and Sales resulted in the CEO using his legitimate power to remove the manager from the company. “Legitimate power is an agreement among organizational members that people in certain roles can request certain behaviors of others” (McShane & Von Glinow, 2005, p. 360). The CEO needed a new manager which believed in the new vision of implementing the customer intimacy model at Intersect Investment, so Janet Angelo was hired to fill this position.
Situation Analysis
Issue and Opportunity Identification Intersect Investment is facing several internal problems which were originated by the implementation of the new vision the CEO proposed. The new vision is to "Provide a broad set of products..
