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Intersect Benchmarking

Intersect Benchmarking

Intersect Investment is a financial services firm that has many goals and challenges to succeed.   Their CEO, Frank Jeffers, would like to transform their sales staff from a pure product sales mindset into one that customers will consider as “trusted advisors.”   If Intersect Investment is successful in implementing this new sales philosophy, they hope to regain an industry top three ranking, see the company’s customer satisfaction climb, see their revenues increase and their sales staff turnover decrease from its current high of 25%.
For Intersect to accomplish these goals, Frank will need to inspire a sense of change and look to his leadership to become change agents.   Real change leaders are seldom found in the executive suites but are found amongst the rank and file of the middle and frontline managers.   (Katzenbach, 1995)   Frank recently hired a new Executive Vice President of Sales and Marketing, Janet Angelo, who has successful experience implementing change with other organizations.   Janet understands that change needs to be communicated as to the “why,” “what” and “how” to gain buy in with the sales employees to put the proper conditions in place for changing mind-sets.   If Intersect is going to be successful, Janet must convince her direct reports in leadership and the sales team to believe in the new sales model.   Research has proven that if an organization’s people believe in the overall purpose for change, they will be happy to embrace change and their individual behavior to serve that purpose.   If the proper time is taken to explain and make employees feel a part of the process and to understand the role they play within the change environment, they will also will feel comfortable about change and carry it out with enthusiasm.   (Lawson & Price, 2003)  
Implementing such change is a major task which some companies have been successful and others unsuccessful over the past decade.   According to a McKinsey study, “success...