Adapt to change is always difficult, and even more when a corporation tries to accomplish two difficult tasks in parallel such as a change in organizational structure as well as to adapt on the way the “new” company operates. This is the case of Symantec that attempting to complete both tasks got into a vicious circle.
First, the merged corporation strategically plans to operate or use a single Enterprise Resource Planning system; however, both legacy companies used highly customized versions of the single ERP, making them difficult to be integrated. On the new system the corporation decided to use on CRM as the front end and a different ERP on the back end, leading their costumers to incur on an increased number of steps to complete a certain task.
As a consequence, costumers began to file complains about the unfriendly user interface; yet, customer service demand increased. Symantec was not prepared to deal with such amount of unhappy customers due to the scale of changes happening across the organization, between the merger and systems update structures and the struggling corporation began to loose ground on costumer satisfaction.
Finally, several other effects were driven by the above explained such as manual orders that Symantec had to process from clients that were not ready for a system change, other licensing agreements were not coordinated in conjunction with the project, and so on, but most importantly of all the corporation incurred in loss of potential revenue due to shift of loyal costumers to other corporate solutions.
Symantec’s crucial problem was its shortsightedness in implementing the project, as they did not have full understanding on the way the new business was going to operate. They lacked a thorough assessment on the projects needs in terms of training to not only the organization, but also its entire stakeholders such as vendors and customers, and missed the opportunity to implement accurately and on...