Unchartered Territory
Global Communications is in uncharted territory. The survival of the company is at risk and Global Communications is exploring alternatives to save the business. "Successful outsourcing injects a corporation with vitality by allowing [the company] to focus on its core competency" (Raiford, 1999). In haste, the Board approved an outsourcing plan that transfers the technical call centers to India and Ireland saving the company 40% in call handling. With the savings, the leadership team intends to improve profitability by increasing market share in local, national and international markets offering innovative solutions to small business owners and consumers.
In the process of outsource planning, leadership did not communicate or engage the Global Union, compromising the partnership between the Global Union and Global Communications. The Senior Leadership Team's failure to involve the union in the outsourcing discussions destroyed the trust, loyalty and confidence established between Maria Antez, senior union members, and management. Leadership is concerned with how to address the current situation and share the vision that the outsourcing and staff reduction will allow the company to survive. The problem facing Global Communications is, in a limited amount of time, how can leadership repair the level of trust lost in order to gain the support of the stakeholders for the outsourcing strategy and save the company.
The end state vision is to gain stakeholder support for outsourcing implementation so Global Communications can become a stable and competitive organization dedicating resources product development, innovation and new partnerships. Currently, Katrina does not have the support of management, the union or the employees. A variety of risk is associated with proposed alternatives to reach the end state vision. One alternative is to do nothing avoiding the issues altogether. Katrina proceeds with the outsourcing planning and does not attempt to...
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