BUS370 Daniel Webster College Strategy and Financial Stability Paper The Subject is : Smith Financial ( read the case study and our proposal ) attached. T

BUS370 Daniel Webster College Strategy and Financial Stability Paper The Subject is : Smith Financial ( read the case study and our proposal ) attached.

The task: We are a team of 4 working for this project of 15 pages, I am responsible for only 4 pages which I need your help on.

What is your task: writing about strategy and Financial Stability/Exposure

Attached is a template you can use for the paper. I’ve typed in potential headers for each section. The intro and situational analysis was already completed in the proposal document.

You will find strategy on page 4 (highlighted red) while Financial Stability on page 7 (highlighted red).

When writing be sure to use “significant theories” discussed in class. We need at least 7 overall (see the attached checklist document Item 6).

We also need at least 30 references, average two per page so please incorporate peer-reviewed/scholarly articles (no wikipedia) or the book from this course or other OD courses. Smith Financial Corporation
This case was prepared by Christopher Bortlik, © 2003.
On February 10, 1997, Frank Miller walked into the offices of Smith Financial
Corporation to assume his position as the director of data management in Smith’s
Information Services department. In this new position, Miller was asked to fill a job
vacancy that had been open for more than a year, and also to help restructure
and reorganize Smith’s Information Services department. In the end, Smith
Financial Corporation may have gotten more than they bargained for.
Prior to joining Smith in 1997, Frank Miller had been working as a consultant for
more than 10 years. Throughout his 20-year career, Miller’s primary focus was
data management. Miller also had been published on a few occasions in industry
trade magazines, writing about issues related to data management. Miller was
knowledgeable about Microsoft products and frequently attended Microsoft
conferences to help keep his technical skills sharp.
The primary function of the Data Management Group had always been to manage
the distribution, storage, capture, and flow of data throughout Smith Financial
Corporation. While searching for a replacement to manage the Data Management
Group, the company also identified the need for a person who could come in to
“shake things up” and help break some of the organization’s cultural habits. It was
time for a change. In February of 1997, Miller was hired to assume the position of
assistant vice president and director of data management.
HISTORY OF SMITH FINANCIAL CORPORATION
Smith Financial Corporation was established in the late 1800s and had been
servicing large Fortune 500 companies for more than 100 years. In 1997, Smith
had over 15 offices both in the United States and internationally.
office was located in New England.
Smith’s main
The Smith Information Services (IS) department included slightly over 100
employees and was broken down into two main sub-departments: Systems and
Programming (S&P) and Network Services. The Smith Data Management Group
was part of the S&P department and consisted of five individuals, each of
whom had been with Smith between 3 and 15 years.
Prior to Miller’s joining the company in 1997, the previous manager of the Data
Management Group had resigned in late 1996. Between 1996 and 1997, the Data
Management Group reported directly to Brian Jones, vice president of systems and
programming, while the group searched for a new manager.
Miller’s Intro
Frank Miller entered the Smith New England office on Monday morning February
10 dressed in casual attire; his pepper-gray hair tied up with an elastic band.
There was a buzz in the office as members of his staff introduced the new data
manager to the S&P department, and people discussed Miller’s technical
background and skills with him. A new office was soon constructed for Miller and
furnished with amenities such as leather chairs.
Miller moved into his new position and began to attend the various weekly project
meetings to get a feel for the types of applications and projects that were currently
being developed by Smith. Miller was also in charge of defining the new technical
architecture that Smith’s application development efforts would be focused on.
Miller’s first major task was to evaluate the existing software platforms,
applications, and database systems currently in place at Smith. During the course
of his first 2 months at Smith, Miller met with various members of the organization
to obtain information about what technologies Smith was currently using and to
provide his input about where he believed Smith should be heading with their
technical architecture. Miller was asked to develop and present his architectural
“vision” first to senior management and then to all members of the IS organization.
Prior to 1997 Smith already had invested heavily in Lotus Notes, using the
software for both E-mail and internal applications. Smith also had four full-time
employees devoted to Lotus Notes application development.
Miller was not shy about voicing his opinions and offered them frequently. Miller
was particularly opposed to the use of Lotus Notes as a development and
communications tool. During his architectural statement Miller spoke of the “sun
setting” on Lotus Notes at Smith and recommended that Smith migrate to Microsoft
Exchange. A few weeks after this presentation, the lead Lotus Notes developer left
Smith to pursue opportunities elsewhere, stating that he did not see a future for
himself at Smith.
Miller also directed his comments to members of IS management and offered the
following comments during an E-mail exchange discussing the use of Lotus Notes
for applications:
•
Folks . . . some “food for thought”. . . .
I know that I am forever the “thorn in your side” about terminology and
data/technical design, but that is my “calling”. . . . So, with that in mind, here
goes . . . .
We should not look to Lotus Notes applications as we go forward as sources of
data; they are not databases. . . . That is, we need to keep in mind that the
data in Lotus Notes should not belong to Lotus Notes. As we continue to
deploy the intranet/Internet/extranet publishing paradigm, we need to look at the
data that is published via Web technology, as derived from a true database
standpoint . . . shared/published with different deployment mechanisms.. . . For
what it is worth, we shouldn’t continue to design our Web-publishing strategy
around “jumps” to other platforms. . . . We should center upon applications that
act as “agents” (e.g., java-based applets) and are services for data publishing
from central/shared/enterprise databases.
If the above appears to be less than clear, we can discuss it at the next
meeting.
After the architectural statement was submitted to senior management and
reviewed with the IS organization, Miller began to refocus his efforts on data
management. As part of this work Miller hired a new data architect with whom he
had worked prior to joining Smith. The new data architect quickly came aboard
and began an effort with Miller and the other members of the Data Management
Group to clean up Smith’s existing database architecture.
During his weekly staff meetings, Miller discussed with the Data Management
Group what he saw as wrong with the existing systems. When members of his
staff stepped in to explain why things were done in a particular way, Miller pushed
these comments aside as “excuses” and spoke of how he was brought in to “fix
the problems.”
On many occasions, Miller also shared his thoughts with other S&P managers.
One such exchange occurred between Mary Han and Miller. Han needed an
urgent change to resolve a critical business problem. After much discussion, Miller
agreed to Han’s proposal and offered the following explanation to the entire S&P
department about why he was allowing this change although he was opposed to it:
Mary and I have reviewed the proposed solution, and, in light of the need, an
exception to sound data management practice will be allowed in this case . . . the
new environment and processes that will be forthcoming will prevent this type of
“work around” solution in the future.
Frank Miller
In July 1997 Smith began to implement electronic commerce activities via the
Internet with its customers. The Smith IS department was faced with two different
options: to develop an Internet application internally (with assistance from outside
consultants) or to purchase a third-party tool that would enable Smith to “push”
information to its customers via the Internet.
Miller was asked to lend his consulting skills and knowledge to Tom Bradley who
was heading up the Internet development activities at Smith. Miller and Bradley
had different technical opinions on this matter: Miller was in favor of purchasing
the third-party tool while Bradley recommended developing the applications inhouse.
After reviewing the pros and cons of both proposals, senior management sided
with Miller and granted authorization for Miller to purchase this third-party “push
technology” from Interpush for $45,000. During negotiations with Interpush, Miller
learned that the company was in the process of being acquired by another
company and that the president of Interpush was leaving to start his own
company. Miller decided that this information did not need to be shared with his
manager (Jones) or the senior vice president of the IS department (Mike
Campbell), since he did not believe that this information pertained to what Smith
was looking to do with the product.
After a few weeks of working with Interpush to develop a customized version of
the product for Smith, and after paying the full $45,000 contract, users of the
product at Smith found the product to be too difficult to use, and Campbell was
forced to abandon the use of this product. In August 1997, Internet development
efforts were refocused, and Bradley’s group set off to develop the Internet
application internally with assistance from a consulting resource that was brought in
to work with the team.
Shortly after Campbell decided not to implement the Interpush product, Campbell
received an E-mail about the sale of Interpush. Campbell forwarded this
announcement to the team and added the following comments:
•
Sounds like we made the correct decision not to implement Interpush.
After reading the announcement sent to him by Campbell, Miller responded to
Campbell and the group:
•
Mike . . .
Agreed, that is, of course, the point of team decisions . . . however . . . just for
the record. . . .
Their sale is nothing we were not informed about. . . . and, doesn’t affect their
viability as a push technology company. . . . In fact, as I read the article it
points out the strengths they are pitching to . . . i.e., Corporate Customers. . . .
We were hoping to use their development/technology versus developing it inhouse via Microsoft’s integrated push solution.
The fact that Netscape and Microsoft are integrating the technology underscores
its viability. Of course when/if we integrate push (whether purchased or
developed with the Microsoft toolkit) . . . it will likely cost the same amount of
investment to develop and implement.
Great article, though.
Thanks for the copy . . .
Frank
By mid-August 1997 it appeared that Miller had effectively alienated most people
within the Smith IS organization. Miller received a written warning in June that his
current “treatment of others” would not be tolerated any longer. Miller had 3
months to “shape up or ship out.” Even after these warnings, members outside of
the IS organization commented to Campbell and Jones how “unprofessional” Miller
was acting during meetings with them, particularly when the discussion was not
going his way. A number of people within the Smith IS organization left the
organization and many others stated that they were prepared to leave if Miller
stayed on.
By September things were getting further out of control. Meetings involving Miller
and others in the organization were getting more contentious. On one occasion
Ralph Oxford and Miller nearly engaged in a physical altercation. Campbell and
Jones were left with no other choice. Miller was terminated in September of 1997.
Miller’s termination after only 6 months with Smith left the entire organization in a
state of shock and disbelief. How did someone who started with so much potential
and hope to change things for the better end up being terminated only a few short
months later? What could Miller have done differently to avert this fiasco?
For the purpose of your Major Project, please view the case as if you were
brought in by upper echelon of the organization at the midway point, around
July. Their hope was that operations could be stabilized and that Frank Miller
could become a leading valuable member of the organization based upon his
potential.
Running head: CNKV CONSULTING
1
CKNV Consulting on Smith Financial Corporation
University
CNKV CONSULTING
2
CKNV Consulting on Smith Financial Corporation
The Smith Financial Corporation has hired Frank Miller as Assistant Vice President of
Systems and Programming (S&P) and Director of Data Management and has heavily invested in
Lotus Notes Software in efforts to expand. The executive leadership at Smith Financial
Corporation wants Frank Miller to both change the culture and create efficiencies throughout the
department. As Assistant Vice President of S&P, Mr. Miller is to develop a process that aligns
with the organization’s long-term goals. Additionally, as Director of Data Management, Frank
Miller is to improve the capture, distribution, storage, and flow of documentation. In February,
Frank Miller was well informed of said goals, however, as of July, Mr. Miller has the added task
to consult on an information systems initiative.
Situational Analysis
Although Mr. Miller is knowledgeable and thoroughly engaged his passion for uprooting
the current process is negatively impacting operations and culture. Unfortunately, Mr. Miller has
used much of his platform to express disdain of Lotus Notes and vision for the department, rather
than building relationships and supplying the reasons why the organization needs to change its
current process (Kotter, 2012). A direct consequence has been the resignation of the Lotus Notes
Developer, unproductive staff meetings, and departments working in silos. In order to leverage
the Lotus Notes investment and employee engagement, the Smith Financial Corporation will
require transformational change focusing on organizational culture, process improvement, and
innovation.
Problem Identification
To gain insight into the current climate of Smith Financial, the consultant team sent out a
survey targeting 40 random employees and 13 members of the management team. The
CNKV CONSULTING
3
quantitative questions targeted company culture, goals, communication, and supervision. Using
data analytics, we hope to find out what the problems are in the company and develop
suggestions to repair the cultural and communication issues and to steer the company in the right
direction for the upcoming e-commerce change, based on the needs and mission of the company.
Recommended Solutions and Proposal
The need for transformational change is driven by a number of imperatives that dictate
new requirements for success in the organization’s marketplace. In the case of Smith Financial
Corporation, both cultural and organizational imperatives necessitate changes to the corporate
culture, business process, and leadership and employee mindset and behavior. According to
Andersson and Ackerman-Anderson (2010), organizational imperatives indicate, “What must
change in the organization’s structure, systems, processes, and skill base to achieve strategic
business imperatives” while culture imperatives require changes to the “norms, or collective way
of being, working and relating in the company” (p. 35).
Upon entry and contracting with Smith Financial Corporation, CNKV Consulting will
use evidence-based decision-making using the data analytics and feedback from both employees
and managers to assess the situation and recommend solutions of organizational leaders for
transformational change. In consideration of leadership behavior, a primary factor the group will
consider includes emotional intelligence. Emotional intelligence represents the “ability to
understand emotions in ourselves and others and to use that understanding to manage
relationships effectively through self-awareness, social awareness, self-management, and
relationship management” (Schermerhorn, Osborn, Uhl-Bien & Hunt, 2012, pp. 54-55).
Likewise, a thorough analysis of job satisfaction levels through survey results is necessary to
formulate a strategy to increase retention and reduce employee turnover. Recruitment strategies
CNKV CONSULTING
4
should be geared towards targeting managers and employees that mesh with the organizational
culture. The team will analyze job satisfaction using Hertzberg’s Two-Factor Motivation
Theory.
Additionally, process improvement and innovation require a change to improve the
efficiency, effectiveness, and productivity of operations. Managers must be capable to
effectively lead high-performance teams and managing team conflict to drive synergy and
collaboration. According to Daft (2018), “bringing conflicts into the open and effectively
resolving them is one of the team leader’s most challenging yet most important jobs” (p. 4). As
an organizational imperative to change, the environment must be conducive to problem solving
and brainstorming as a team, resulting in a positive impact on team cohesiveness and
performance.
Conclusion
Effectiveness across departments is an essential attribute for any operational company to
realize its strategic goals and objectives. For this reason, the executive leadership at Smith
Corporation wanted Frank Miller the vice president system and programming to effect necessary
changes to the corporate culture as well as enhance departmental efficiency in a bid to
accomplish the intended corporate goals. Nonetheless, based on a situational analysis performed
on the company, there are a number of issues affecting the company associated with Miller’s
implementation of changes in the company. For instance, the company has seen employee unrest
that led to the resignation of the Lotus Notes Developer. Nonetheless, a number of issues need to
be evaluated quantitatively ranging from the management, communication, and employee
satisfaction, that will enhance the provision of subtle recommendation with a capacity to improve
the productivity of Smith Financial Corporation thereby realizing the corporate goals.
CNKV CONSULTING
5
References
Anderson, D., & Anderson, L. A. (2010). Beyond change management: How to achieve
breakthrough results through conscious change leadership. (2nd ed.). San Francisco, CA:
Pfeiffer
Daft, R. (2018). Management. (13th ed.) Mason, OH: Cengage Learning.
Kotter, J. (2012). What’s the difference between change management and change leadership?
Kotter International. Retrieved from https://www.youtube.com/watch?v=2ssUnbrhf_U
Schermerhorn, J. R., Osborn, R., Uhl-Bien, M., & Hunt, J. G. (2012). Organizational Behavior.
(12th ed.). Hoboken, NJ: Wiley & Sons, Inc.
Running head: CNKV CONSULTING
1
CKNV Consulting on Smith Financial Corporation
University
Unclassified
CNKV CONSULTING
2
Abstract
Write abstract. One paragraph. This should be done last.
Unclassified
CNKV CONSULTING
3
Organizational Development Consultation with Smith Financial
The Smith Financial Corporation has hired Frank Miller as Assistant Vice President of
Systems and Programming (S&P) and Director of Data Management and has heavily invested in
Lotus Notes Software in efforts to expand. The executive leadership at Smith Financial
Corporation wants Frank Miller to both change the culture and create efficiencies throughout the
department. As Assistant Vice President of S&P, Mr. Miller is to strategically develop a process
that aligns with the organization’s long-term goals. Additionally, as Director of Data
Management, Frank Miller is to improve the capture, distribution, storage, and flow of
documentation. In February, Frank Miller was well informed of said goals, however as of July,
Mr. Miller has the added task to consult on an information systems initiative.
Situational Analysis
Although Mr. Miller is knowledgeable, and thoroughly engaged, his passion for
uprooting the current process is negatively impacting operations and culture. Unfortunately,
Mr. Miller has used much of his platform to express disdain of Lotus Notes and vision for the
department, rather than building relationships and supplying the reasons why the organization
needs to change its current process (Kotter, 2012)…
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