Campbell and Bailyn’s Boston Office: Managing the Reorganization Essay

Words: 2693
Pages: 11

Case: Campbell and Bailyn’s Boston Office: Managing the Reorganization

Executive summary: This case was about issues that Ken Winston, the regional office manager Campbell and Bailyn’s Boston Office faced with as a result of the two recent changes in organizational structure and performance management system to react to the dynamic of the industry and market. The issues created by these two changes were process complication, limitation in competitive advantages, and discouragement on internal collaboration. We recommend Winston to engage KAT and sales specialist team, define measureable goals to each individual, set up one common organizational goal and make it as part of the performance assessment and hold more company events
…show more content…
The second change was to implement new performance management system, called “multisource” appraisal. The performance review was no longer the combination of sales volume and own manager assessments. It was then a mixture of several factors which included peer review and feedback from traders, product manager, researchers, sales, profits and manager observations. This change aimed to better the collaborations between regional sales force and cross functional teams as well as encourage the sales team to improve gross margin and profit. After the several months of change, there was an up-tick in profit margin. However, there was a risk of losing sales volume with gross margin focus. Besides, the sales team expressed their frustration. They recognized the potential of being scrutinized by other functions as part of their performance management review
Below was the Boston office structure before and after the change Before After

2. Problem Diagnosis:
Preparing for the annual year-end meeting, Winston had to present on these new two changes. Observing customer reactions, hearing comments directly from his sales team, he knew clearly the strength and weakness of the new changes.
The new KAT team formation did provide value to some customer, yet, it created confusion, more work and complication at both customer end and C & B sales team end. Customer had to deal