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Introduction
In this paper the reader will learn what the major implications of change are at Intersect Investments, as well as how the employees are reacting to the change. It will discuss the different reasons why Intersect’s employees are being resistant to this change and provide options to move them from being resistant to being committed to the change. This paper will describe in detail how Lewin’s Model of Change will help Intersect Investments make the transition to a customer intimacy model. It will also address the leadership styles, including transformational leadership and charismatic leadership, which will lead to the success of the change implementation, as well as measures to monitor the progress of the change. Lastly, it will discuss several future leadership challenges that Intersect Investments might face in the next several years.
Major Implications of Change at Intersect Investments
Intersect Investments’ CEO, Frank Jeffers, recently identified a new vision for the
company. He stated that Intersect Investments will “provide a broad set of products and services to consumer and small business customers using a model of customer intimacy that will build long-term relationships based on trust and value to the customer” (Scenario: Intersect Investments, p. 1). This type of a change is going to alter the current organizational culture at Intersect Investments. According to McShane and Von Glinow (2005), organizational culture is “the basic pattern of shared assumptions, values, and beliefs governing the way employees within an organization think about and act on problems” (Chap. 16, p. 2). In order for Jeffers’ vision to become a success, the organization ...