Running head: PROBLEM SOLUTION: INTERSECT INVESTMENTS

Problem Solution: Intersect Investments

Problem Solution: Intersect Investments

Managing and understanding change and resistance to change can be a difficult task for a company to handle, as in the case for Intersect Investments. Prior to September 11, 2001, Intersect was a successful financial services company. Leadership and management were excellent. They had successfully led and managed the company through several restructuring efforts involving strategy and focus change. The employees were productive and took pride in their work.

In recent years, the company has been struggling to keep customers, and at times, barely managed to survive. The CEO resisted making a drastic, strategic shift. Finally, CEO Frank Jeffers, whom has been with Intersect for 25 years, decided a drastic change had to happen and happen fast if the company was to make it through the rough times. He identified a new vision: “Provide a broad set of products and services to consumer and small customers using a model of customer intimacy that will build long-term relationships based on trust and value to the customer.” This change, if implemented successfully, would ensure constant product and service updates and long-term success by building customer loyalty.

Change is a common thread that runs through all businesses regardless of size, industry, and age. Our world is changing fast and, as such, companies must change quickly too. Companies that handle change will thrive, while those that do not may struggle to survive. In today’s highly competitive market, leadership is a vital commodity. Businesses have to take the extra step to exceed customer expectations and gain customer trust. A company needs to be creative and adaptive in order to be competitive.

The solution proposed in this paper will focus on comparing and contrasting theories of leadership, with examples of Thorndikes’Law of Effect and contingent...