MEMO
-------------------------------------------------------------------------------
TO: Karen Poole, Poole VC
FROM: JPW Consulting
DATE:
RE: Socaba Executive Staff
Issues
Karen,
I have analyzed the e-staff
issues at Socaba and here are my recommendations. I have also inserted IDEAs,
MUST HAVEs and other thoughts throughout.
PROBLEM:
Splintering of the Executive Staff
Current
Executive Staff: Dave Souza (President, CEO, Chairman), Joe Castle (Marketing),
Ryan Bahar (Accounting, Finance), Margaret Satchel (COO), Cliff Singer (CIO),
Darlene Siebel (CFO).
Existing
Team - Lack of Business Focus
·
The merger with
OfficeOne is onerous to the original team– but how and why? There have to be
clear objections.
·
Who is in charge
of the business plan, and who makes sure the company executes against it
properly?
MUST HAVE:
Acknowledgement of the change in the course and control of the company.
New
Team - Lack of Integration
·
Some of the onus
belongs here as well. Experienced e-staff need to draw on their expertise and
communication skills to make the integration successful.
·
Focus on the
original need: handling order volume, negotiating contracts, integrating
software, and managing staff. Establish competency and gain trust in those
areas first before expanding spheres of influence.
MUST HAVE:
Acknowledgement of history built before their arrival.
Disorganization/Lack
of Business Meetings
·
Decisions are not
made in a vacuum, or behind closed doors. IDEA: Meeting organizer needed with
mediation skills.
Acquisition
Headaches
·
This situation is
a mini-merger, and that takes certain skills, business practices and direction
to succeed.
·
Identify any poor
fits: is this a good match?
SOLUTION - Joining
Ranks
·
Building
Rapport and Trust
One of the best indicators here is that the original
team is very aware of the problem. They are motivated to change it. Another
positive sign is that they have invited in an outsider (you) and that you have
earned their trust.
·
Why Foosball
(or, Pizza and Beer)?
The underlying differences
in age, corporate culture, and attitudes between the two teams have kept them
apart. One sushi and champagne dinner is not enough (and probably the wrong
approach). The younger, original team holds certain views, attitudes and
beliefs in how they work, why they are in the business, and how it all started.
Pizza-and-beer needs to have its place, maybe every Friday, or after the
closing of an important deal. It could be a company tradition. Alternative
foods can be offered as well.
·
Mixing
Corporate Styles
Emphasize common ground: success. Get a palpable feel
of what that means for each team member.
·
Take it
Off-Site
Periodic,
off-site E-staff days will help to bring the members of the team closer. It is
CRUCIAL to find activities that appeal to everyone,
and a mixture of each team in each activity. IDEA: A mixture of popular sports,
including ones that appeal to everyone (sailing, indoor rock climbing,
paintball). It is important that the team is off-site so that old patterns of
interaction are changed.
PLAN
OF ACTION
To sum up, here are the
action items:
|
ACTION ITEM |
BELONGS TO |
DUE |
|
Business plan generation
and maintenance |
|
|
|
Pizza and beer Fridays |
|
|
|
Set up regular e-staff days
off-site |
|
|
|
Mediated business meetings |
|
|
|
Quarterly meetings to assess
progress |
|
|
My company, JPW Consulting,
can provide all or any of the services I have recommended. We can provide
seasoned meeting organizers with mediation skills, acquisition/merger
consultants, business planners, and human resource specialists.
Thank you for considering our
services.
Sincerely,
John P. Wilson