Campbell and Bailyn’s Boston Office: Managing the Reorganization
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 to encourage collaboration and relationship. With this solution, Winston will be able to ease the process, build stronger sales team, maintain market share, gain sales, maintain profit and create good and healthy working environment within the organization.
1. Situation analysis
Campbell and Bailyn (C & B), found in the early 1900s and based in New York, was one of the five largest investment bank in the worlds. The firm has good reputation and was doing well in all segments of the investment banking industry. Within the firm, the bond division, which had been the fastest growing unit, had eight regional sales offices around the world. After New York, the Boston office was the largest. Due to the size and the revenue volume, Boston sales group was often used as a bellwether not only for new products but also for management ideas. Ken Winston, the office head, had a long history and profound experience in bond sales, was appointed in 2003 to be the Boston regional manager with the belief by the senior manager to be the supporter and coach to build and grow the local sales team.
During the past 10 years, the banking industry changed dramatically. More players came. More products were created to cope with different
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 to encourage collaboration and relationship. With this solution, Winston will be able to ease the process, build stronger sales team, maintain market share, gain sales, maintain profit and create good and healthy working environment within the organization.
1. Situation analysis
Campbell and Bailyn (C & B), found in the early 1900s and based in New York, was one of the five largest investment bank in the worlds. The firm has good reputation and was doing well in all segments of the investment banking industry. Within the firm, the bond division, which had been the fastest growing unit, had eight regional sales offices around the world. After New York, the Boston office was the largest. Due to the size and the revenue volume, Boston sales group was often used as a bellwether not only for new products but also for management ideas. Ken Winston, the office head, had a long history and profound experience in bond sales, was appointed in 2003 to be the Boston regional manager with the belief by the senior manager to be the supporter and coach to build and grow the local sales team.
During the past 10 years, the banking industry changed dramatically. More players came. More products were created to cope with different