Synergetic Solutions Report Paper

Synergetic Solutions Report Paper

Antonia L. Jones

COM/530

August 2, 2010

Sandra Payne

In recent times a new thought process has risen that considers that change is a natural state and managing change is a continuous process. In an environment in which most competitive advantages last less than 18 months, today few companies can afford to treat change as the occasional disturbance.

Synergetic Solutions Inc. is $6 million company in the business of system integration, assembling, and reselling leading computer brands. It has 300 employees, mostly in the sales and service departments. Most of Synergetic Solutions employees possess only basic computer assembling and troubleshooting skills, whereas a few higher skilled individuals operate as the specialists. Driven by the stagnating system integration market, the Chief Operating Officer, Harold Redd, made forays into the network solutions business of designing and implementing complex computing networks. Four of Synergetic’s brightest engineers were trained and certified on networking technologies. This step has paid rich dividends. Encouraged by this promising start, Harold Redd made an important decision to focus on the networking solutions business and to raise revenues to 80% of total sales. He has also set growth targets for revenue and measure of employee involvement.

More companies today face a dynamic and changing environment. This, in turn, is requiring more companies to adapt. When management redefines or modifies its strategy, it often introduces a range of changes. The introduction of new technology into the organization leads to change. Employees are likely to require training and jobs may need to be restructured (Bartol, Martin, & Tein, 2001).

To switch its focus from being a company that assembled and resold leading computer brands to being a company whose main focus is system integration,...