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Intersect Investments Benchmarking

Running head: INTERSECT INVESTMENTS BENCHMARKING

Intersect Investments Benchmarking
MBA520
February 13, 2007

Intersect Investments Benchmarking
Organizational change is usually inspired by external factors, and in the case of Intersect Investment Services, the every changing financial market after September 11, 2001 led the company to implement a new overall vision. The company is taking the necessary steps to ensure the successful implementation of its goals. However, a change of this magnitude usually incurs problems, such as resistance to change and communication issues. Intersects leadership is being questioned due to the rising issues which are hindering the implementation of the company's new vision. The following text will briefly examine companies with similar issues to those of Intersect Investment's in relation to the course concepts. This paper will also provide an overall analysis of the benchmark companies' experiences as they apply to the situation at Intersect Investment Services.
John Hoffler – Individual Research, Procter and Gamble
When Alan Lafley was promoted to CEO of Procter and Gamble in 2000, he took over a company with shrinking market share and slowing earnings growth (Markels, 2006, para. 4). Procter and Gamble's corporate culture focused on how to "gain another half a share point and another half a margin point" (Lafley, 2006, para. 5). Lafley's predecessor, Durk Jager, had tried to change the Procter and Gamble's insular culture through reorganizations. Jager also tried to recover market share by investing research and development funds into dozens of new products. However, the result was "sinking morale, escalating costs, and an earnings shortfall" (Markels, 2006, para. 5) that significantly depressed the company's share price.
Lafley refocused Procter and Gamble around a saying, "the customer is boss" (Lafley, 2006, para.16). According to Lafley:
[T]here are two moments of truth – when consumers make their purchase...