Ken Winston faced issues as the regional office manager of Campbell and Bailyn's Boston office due to two recent organizational changes. The changes complicated processes, limited competitive advantages, and discouraged internal collaboration. Specifically, the formation of a Key Account Team (KAT) reduced customer support and created staff discontentment over the transition to specialization. A new performance system also introduced unfair advantages and frustration over compensation. Suggestions to address the issues included holding meetings to communicate the new plans, setting measurable individual goals for KAT members, establishing common company goals, and scheduling follow-up meetings.

1. Campbell and Bailyn’s Boston Office:
Managing The Reorganization
Submitted to:
Dr. Sonia Munjal
Submitted by:
Shahid Ali Dar
Rohit Khandelwal
Himanshu Sanga
Kunal Jha
Parth Singhai
Rahul Chaturvedi

2. Contents
• Case Introduction
• Company Introduction
• Problems
• Solutions
• Suggestions

3. Case Introduction
This case is about issues that Ken Winston, the
regional office manager Campbell and Bailyn’s Boston
Office faced with as a result of the two recent changes
in organizational structure and performance
management system to react to the dynamic of the
industry and market. The issues created by these two
changes were process complication, limitation in
competitive advantages, and discouragement on
internal collaboration.

4. Company Introduction
Campbell and Bailyn (C & B), found in the early 1900s
and based in New York, was one of the five largest
investment bank in the worlds. The firm has good
reputation and was doing well in all segments of the
investment banking industry, including corporate
finance, investment management, mergers and
acquisitions, and securities sales and trading.

5. Problems
1. Profit margins were narrowing due to entry of new
competitors and products in the market.
2. Market share was falling due to lack of detailed
product expertise.
3. Difficulties in recruiting bond salesperson.

6. Solutions
Key Account Team (KAT) was created in the taxable bond
group and five top sales generalists were combined in a
new key account team and each salespersons were
assigned a speciality sub –segment of the firm’s product
offering.
Division-wide “Performance Management Systems” was
formed to encourage regional sales offices to work more
closely with the product managers, traders and
researchers in New York.

7. Results
1. Reduction of support from customers with the
switch to specialists.
2. Discontentment of staff members, who feel
threatened by their transition to specialists.
3. Reluctance to take KAT roles because of negative
bias against the importance, salary and career
prospects of specialists.
4. Confusion of clients about the KAT team.
5. Performance Management System introduces
unfair advantage and frustration regarding the
compensation arrangement.
6. Ambiguous idea of common goal.

8. Suggestions
Hold meeting to communicate the new plan to whole
bond sales division. There will need to be a formal
meeting to announce the plan, as well as communicate
what employee may expect from the manager and what
manager will expect from the employee. Schedule
individual meeting with each of KAT team member to
set up measurable individual goals. Set up the common
company goal and formally announce it the whole team.
After the first meeting, schedule one on one meeting to
follow up. One on one meeting is very important since it
keep the connection between manager and employee.

9. Also, it keep track with employee status and also
provide chance for both to raise and hear feedback
from each other Identify event calendar and publicly
communicate. Determine major company event days
such as summer outing, end of year party, etc… and put
it up as company calendar.
Continued