Using the Structural Frame as your perspective, answer these questions:
1. What changes in its industry and customers were affecting Campbell & Bailyn in 2007?
The Boston Office of Campbell and Bailyn faced changes in the performance management system and organizational structure to ensure they could react to the market and industry dynamics. These changes brought process complications, limited their competitive advantages and discouraged internal collaboration. In the last decade, there were many changes in the banking sector with increased competition and new products for coping with the demands of a dynamic market. With the economic recession, it became harder for Campbell and Bailyn to maintain their business volume.
2. In the light of the changes in the marketplace, was creating KAT a good idea? If not, what should Ken Winston have done?
The KAT team created several process complications that made Campbell and Bailyn lose their sales volume, limit their competitive advantages and reduced sales team expertise. Even though it provided value to customers, its impact was limited and turned out to be confusing for them and sales team. Members of KAT were not allowed to sell other products outside their specialty and expanding the customer base became a challenge. Overall, it was not a wise decision to create the KAT team.
Using the Human Resource Frame as your perspective, answer these questions:
1. How would you describe Ken Winston’s change strategy?
2. How would you assess the effectiveness of those changes?
References
Bolman, L. G., & Deal, T. E. (2003). Reframing Organizations: Artistry, Choice, and Leadership (5th ed.). San Francisco, CA: Wiley.
