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InterClean, Inc. has been a leader in the 8 billion dollar industrial cleaning and sanitation industry. The industry has evolved and clients are becoming more and more interested in not just products, but solutions and services. For InterClean, Inc. the only option that remains viable for market dominance is to move from a solely sales-based organization to a solutions-based organization. In response to the markets complete solution demand the company acquired Envirotech. The acquisition has prompted training, and recruiting actions to align the company with its new strategic direction. InterClean, Inc.s case is classical it requires direction from the executive level to promote synergy within the company to achieve objectives. David Spencer (CEO) in a memo to his employees stated it best, it's possible that discoveries made in the review process could necessitate internal organizational changes to help ensure a more seamless transition. It is important that our departmental teams are structured in a manner consistent with our new direction
Situation Analysis
Issue and Opportunity Identification
A series of events revolving around the new strategic direction lead to many issues within InterClean, Inc.; however those issues brought forth many new opportunities. InterClean, Inc. has always been able to fill gaps and sell products in certain areas, but as they move towards a full solution provider they will encounter a new internal personnel and training need that will need to be addressed through Performance Management Systems.
Performance management systems are what link people to work the standards and measures, financial and non-financial rewards a ...