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Iis Benchmarking

RUNNING HEAD: GENERIC BENCHMARKING: Intersect Investment Services
Generic Benchmarking: Intersect Investment Services
University of Phoenix

Generic Benchmarking: Intersect Investment Services
Organizations are constantly encountering forces that demand change stemming from both internal and external sources, as with the case of Intersect Investment Services (IIS). The ever changing financial market after September 11, 2001 led IIS to implement a new overall vision. IIS is attempting to take the necessary steps that will ensure the successful implementation of its goals. However, a change of this magnitude is usually met with many problems, such as internal resistance to change and communication issues. IIS’s leadership capabilities are questioned because of internal issues that are hindering the implementation of its new vision. The following text will briefly examine companies with similar issues to those of IIS in relation to course concepts. This paper will also provide an overall analysis of the benchmarked company’s experiences as they apply to the situation at IIS.
Team Analysis
To succeed in the volatile financial industry, IIS will need to offer ever-expanding real-time products coupled with expert financial advice. IIS is struggling to survive the chaotic state and is attempting to implement a new strategic vision shift. IIS’s vision is shifting from product-based sales to customer-intimacy sales philosophy. However, IIS’s Vice President of the Sales department, Lyn Chen, is of the assumption that the new philosophy will not work.
Lyn is resisting the new sales philosophy because of her past success with product-based sales and is skewing her organizational loyalty by not emphasizing or communicating the new sales philosophy within her department. Lyn’s resistance to shift to the new philosophy has resulted in employee frustration, high turnover rate which results in the decline of customer satisfaction. IIS did not anticipate resistance to the...