Intersect Investments - Benchmarking

9291 words, 38 pages

Intro Sample...

Intersect Benchmarking
Intersect Investments has the opportunity to benchmark best practices from some of the most successful companies in the world and to apply this knowledge so that they can successfully fulfill the strategic plan.
The focus of this paper will be to provide Intersect Investments with an analysis of the following: various change models for short-term and long-term large-scale changes, the implications of leadership styles on the change management process and situations, leadership influence on change management practices, factors that contribute to change commitment, and future leadership challenges.
It becomes important to understand the issues that created the situation that Intersect Investments is... View More »

Body Sample...

By learning the obstacles the customers face, Janet’s sales managers can share what they learned with the senior management team, human resources, and sales personnel. If the company knows what is causing the customers “pain” they can put corrective measures into action. By fixing a customers problem it builds trust and a sense of value in what Intersect is offering.
Additionally, by creating short wins, or sales goals each month, and paying a bonus on those successes, she can effectively implement a winning team. Pay-for-performance success is part of the culture at Verizon Communications. “Verizon Communications said it will add a performance-based component to the 401(k) plan for its managers. Not only will they match contributions of 100% up to the first 6% of contributions, they will also match an additional 50 cents on the dollar depending on company performance (Whitehouse, 2006). However, “many pay-for-performance programs are bonus based, but this is expected to change as companies seek to link all aspects of performance metrics” (Whitehouse, 2006).
It will become critical for Janet to make sure her team understands what the bonus capabilities are and how the pay-for-performance plan works. “Roughly 43% of employers surveyed in 2005 reported that the reward system was linked to the business strategy, up from 35% who said the same in 1996” (Whitehouse, 2006). “The long-term trend is much more of that transference of risk to the employee.
Janet has to start with a vision, a strategic plan and share it with her team. By building on the customer intimacy ...

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