Global Communications is working to find the best way to implement their new business strategy, freshly approved by the Board of Directors. A great deal of time and effort has gone into the development of this strategy; however, it appears that the Global Communications executives have skipped several important steps in solving their problem (University of Phoenix, 2006, Problem Solving Based Scenarios). Essentially, it seems that the executives skipped the first three steps of the Problem-Solving Process (University of Phoenix, 2006, Interactive Problem Solving Aid) and failed to accurately identify all the issues facing their company and have not clearly identified what the company’s end goals are. As a result of skipping these steps, the Global Communications executives are left with an approved strategy which they are finding very difficult to implement. Now the company must find a solution which maximizes the benefit to all its stakeholders.
Issue and Opportunity Identification
Global Communications is struggling to compete in today’s highly competitive telecommunications industry. The Board of Directors has approved the executives plan for outsourcing, globalization, and expansion of services in the local market. With this plan approved, the executives are locked into a pattern of Groupthink (Bateman & Snell, 2004). The only executive even attempting to play the role of devil’s advocate (Kinicki & Kreitner, 2004) is Sy Rodriguez, but when he is influenced by the other executives, he too falls into the trap of Groupthink.
Part of the plan approved by the Board is to outsource all the Global Communications call centers to India and Ireland. This has raised the issue of Union relations and how best to accommodate the current call center employees. The opinion among the executives is that these employees will either have to be let go or transferred to the Consumer segment at a 10% pay reduction.... [continues]
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