Case Analysis, Campbell and Bailyn’s Boston office: Managing the Reorganization

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Solutions

In a way, Winston has to admit that these two organizational changes have a good impact, as Boston office was generating higher profit than before. When making decisions, a good leader always knows he/she should not only consider financial benefit. To achieve the final success, it’s also important to build an effective team, which means sharing a common goal, building trust among the teammates and encouraging group cohesiveness. So as the leader, Winston should pay attention to the positive or negative feedback from the worker. If Winston and his team members could reach consensus in the changes, the team would work more efficiently and achieve the goal faster.

On the purpose of these changes to take effect with the least resistance, the team members need to feel involved, trusting and educated. In the case study, it states that Winston can leave such an impression on his employees: they can fight against the system of changes instead of working and complying with it. Although it is really Winston’s responsibility to foster this positive communication, transparency and team-player attitude, Winston should find a balance between a leader and a friend. It’s important and necessary to be respected even when he made the decisions that could not benefit everyone. Apart from this, Winston needs to foster their “team spirit” by showing them the positive outcome of changes. For instance, he can use some proof to justice the probability of success and the individual benefit that the success can bring about. This also contribute to the trust among their team. What’s more, Winston can attribute the work based on the worker’s personal interest and the talented skills, and he can also provides extensive training for the workers to improve themselves, which can successfully relieve the worry of some workers about their limited working prospectus. Setting the right metrics and building the benchmark are also important. For example, if you have tasked your key account managers to build long-term relationships with their customers, don’t carry on rewarding them as though they were doing a standard sales job. Traditional sales metrics such as the amount of time spent with the customer are irrelevant to KAT. Feeling involved, educated, rusted and inspired, workers can be strict with themselves and motivate themselves to work through the challenges during the new changes and they won’t care too much about the immediate interest any more.

Bibliography

Lynette Ryals(2013.7.13), How to Succeed at Key Account Management, https://hbr.org/2012/07/how-to-succeed-at-key-account

Kotter, J. P., & Schlesinger, L. A. (1979). Choosing strategies for change (pp. pp-106). Harvard Business Review.

Goleman, D. (2004). What makes a leader?. harvard business review, 82(1), 82-91.