Kelly Anne is the COO for an IT consulting company with offices in three major cities in the United States. They were recently bought by a larger company, and while she does not anticipate that there will be major changes such as layoffs or a major reorganization (e.g., she and the rest of the executive team have been instructed that they will largely still operate independently), she does worry that they are not really prepared for any disruptions at this time. She has concerns about a number of issues, but particularly employee morale and office rivalries. Recently, she has observed a few alarming things. First, while each of offices performs some of the same IT consisting services, each office specializes in different service offerings and tends to focus on a different client base (i.e., the Washington DC office focuses on Federal Government customers and the Boston office focuses on the financial industry). As a result, offices are sometimes asked to work together on projects and proposals so that they can leverage the strengths of each office as needed. However, she has observed some problems in these office collaborations. The Boston office has recently had a much higher workload (and thus have been putting in very long hours) and she suspects that they feel that they are carrying the other offices. She has also heard some complaints from the other two offices that employees in Boston have been slow to return calls and have talked down to them. As a result, she worries that morale is low. In a recent conversation with a team lead in Boston, they discussed that employees were definitely feeling stressed, but that ultimately, work-life balance is an individual decision; that balance is going to look different for everyone. Both Kelly Anne and this team lead put in long hours and feel it is important to always be available. For example, it is not uncommon for employees to receive emails from Kelly Anne she is away on vacation. Kelly Anne is worried, because while they will still operate independently, the executive team has been informed that they will have some fairly aggressive sales goals for the upcoming year and that they have been tasked to develop more services and customers within the energy industry. She believes strongly in the need for them to diversity their customer base and believes that the energy industry is a very strategic target, but she is worried about whether all three offices are prepared to collaborate in the way that they will need to in order to pursue this new strategy while maintaining their current customers. What do you think Kelly Anne should do at this point based on her observations? What advice would you give to Kelly Anne at this point (and why)? Solution Below is what Kelly Anne should do at this point based on her observations - 1. Kelly should bring together the management teams of all the three offices by scheduling meetings that are aimed at discussing the upcoming targets and goals while strategizin.

1. Kelly Anne is the COO for an IT consulting company with offices in three major cities in the
United States. They were recently bought by a larger company, and while she does not anticipate
that there will be major changes such as layoffs or a major reorganization (e.g., she and the rest
of the executive team have been instructed that they will largely still operate independently), she
does worry that they are not really prepared for any disruptions at this time. She has concerns
about a number of issues, but particularly employee morale and office rivalries.
Recently, she has observed a few alarming things. First, while each of offices performs some of
the same IT consisting services, each office specializes in different service offerings and tends to
focus on a different client base (i.e., the Washington DC office focuses on Federal Government
customers and the Boston office focuses on the financial industry). As a result, offices are
sometimes asked to work together on projects and proposals so that they can leverage the
strengths of each office as needed. However, she has observed some problems in these office
collaborations. The Boston office has recently had a much higher workload (and thus have been
putting in very long hours) and she suspects that they feel that they are carrying the other offices.
She has also heard some complaints from the other two offices that employees in Boston have
been slow to return calls and have talked down to them. As a result, she worries that morale is
low. In a recent conversation with a team lead in Boston, they discussed that employees were
definitely feeling stressed, but that ultimately, work-life balance is an individual decision; that
balance is going to look different for everyone. Both Kelly Anne and this team lead put in long
hours and feel it is important to always be available. For example, it is not uncommon for
employees to receive emails from Kelly Anne she is away on vacation.
Kelly Anne is worried, because while they will still operate independently, the executive team
has been informed that they will have some fairly aggressive sales goals for the upcoming year
and that they have been tasked to develop more services and customers within the energy
industry. She believes strongly in the need for them to diversity their customer base and believes
that the energy industry is a very strategic target, but she is worried about whether all three
offices are prepared to collaborate in the way that they will need to in order to pursue this new
strategy while maintaining their current customers.
What do you think Kelly Anne should do at this point based on her observations? What advice
would you give to Kelly Anne at this point (and why)?
Solution

2. Below is what Kelly Anne should do at this point based on her observations -
1. Kelly should bring together the management teams of all the three offices by scheduling
meetings that are aimed at discussing the upcoming targets and goals while strategizing how
effectively they need to collaborate to achieve the independent as well as organization level
goals.
2. Ensuring the concerns of all the three offices are heard and addressed without showing any
favouritism to any one office.
3. Providing a clear direction for the employees in case they face any issues with the
reorganization while ensuring the issues are resolved in time if they face any.
4. Identifying energy clients and the services that they might require to ensure the client projects
are distributed accordingly to the three offices.
5. Creating a platform for effective collaboration which can be a knowledge to share ideas and
opinions, achievements of the past and various issues that were handled effectively.