The New I3 Phone System
The New I3 Phone System
Introduction
One frequently asked question in business today that is least answered is, as stated by David Chaudron, PhD (2003), “What can we do to make our business flourish, survive and grow?” With the rapid changes in technology and the rise in the globalization of markets, we must have a game plan in place for adjusting to these changes. It has become increasingly difficult to predict what is going to happen, and there are thousands of obstacles and opportunities along the way. To add to the confusion, there are thousands of products, solutions and methods for dealing with these changes. With many brands, sizes and varieties it is very difficult to choose what is best for your organization. Add to that, what if it is the wrong choice? Some probably would opt not to make any decision at all for fear of making the wrong decision. Although, it may not be easy to change due to a certain comfort level with the current organizational culture which has grown over a period of time. The fact is that sometimes organizational culture needs to change to support the organization 's success and progress. Shaw Industries was facing such a challenge to change due to issues with the current phone system, Nortel, and a decision about a major change in the system. This decision would also result in some major organizational changes as well. The Nortel phone system is based on old digital technology and is quite antiquated. The system was causing switchboards to fail and was limited in its ability to integrate with newer sales and customer service software. On top of that, Nortel was involved in filing for bankruptcy and was in the process of having mediation concerning the liquidation of their assets. This development would have most definitely presented an unstable relationship for Shaw going forward. Furthermore, it would have given Shaw no assurances of continued support or new program integrations. In addition, they had been purchased
Introduction
One frequently asked question in business today that is least answered is, as stated by David Chaudron, PhD (2003), “What can we do to make our business flourish, survive and grow?” With the rapid changes in technology and the rise in the globalization of markets, we must have a game plan in place for adjusting to these changes. It has become increasingly difficult to predict what is going to happen, and there are thousands of obstacles and opportunities along the way. To add to the confusion, there are thousands of products, solutions and methods for dealing with these changes. With many brands, sizes and varieties it is very difficult to choose what is best for your organization. Add to that, what if it is the wrong choice? Some probably would opt not to make any decision at all for fear of making the wrong decision. Although, it may not be easy to change due to a certain comfort level with the current organizational culture which has grown over a period of time. The fact is that sometimes organizational culture needs to change to support the organization 's success and progress. Shaw Industries was facing such a challenge to change due to issues with the current phone system, Nortel, and a decision about a major change in the system. This decision would also result in some major organizational changes as well. The Nortel phone system is based on old digital technology and is quite antiquated. The system was causing switchboards to fail and was limited in its ability to integrate with newer sales and customer service software. On top of that, Nortel was involved in filing for bankruptcy and was in the process of having mediation concerning the liquidation of their assets. This development would have most definitely presented an unstable relationship for Shaw going forward. Furthermore, it would have given Shaw no assurances of continued support or new program integrations. In addition, they had been purchased
References: Chaudron, David, PhD (2010). Organized Change Consultancy. Begin at the Beginning in Organizational Change. Retrieved from http://www.organizedchange.com/decide.htm Heathfield, Susan (2011) Bateman, Thomas S., and Carl P. Zeithaml. Management: Function and Strategy. Homewood, IL: Irwin, 1990. Diagnosis Of An Organization Wallace, Kenneth (2005). Solving Organizational Problems Once and For All: Play Pitch and Catch. Retrieved from http://EzineArticles.com/108472 Managing Organizational Change Harrison, Michael I. & Shirom, Arie. (1999) Organizational Diagnosis and Assessment, Bridging Theory and Practice. Sage Publications, CA: Thousands Oaks. How to Implement Business Phone Systems for an Organization Ivancevich, John M., Konopaske, Robert, Matteson, Michael T, (2011). OrganizationalBehavior and Management, 17, pp