Addressing Complacency at Cincom Systems Analytical Essay by Nicky

Addressing Complacency at Cincom Systems
An examination of how to overcome the complacency and resistance to change at Cincom Systems.
# 149637 | 3,624 words | 10 sources | APA | 2011 | US
Published on Dec 27, 2011 in Business (Companies) , Business (Management) , Business (Marketing)


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Description:

The paper reveals that despite the unique success of its business model, Cincom has become complacent in its marketing, new product development and services businesses. The paper evaluates each of these three strategic areas and defined a synchronized strategy that relies on business process re-engineering (BPR) to re-define core process areas in each functional area. The paper also uses the leadership transformation model to explain how Cincom's senior management can overcome the complacency that runs the risk of degrading the competitive, financial and operational performance of the company.
The paper includes several diagrams.

Outline:
Abstract
An Overview of Cincom Systems
Assessing Cincom's Process Areas Most in Need of Redesign
Re-Designing Marketing Processes for Greater Effectiveness
Attaining New Product Development and Introduction Objectives
Enabling Services Strategies That Reflect the Voice of the Customer
The Role of Cincom's CEO in Overcoming Resistance to Change
Conclusion

From the Paper:

"In evaluating the three most critical process areas of Marketing, New Product Development and Introductions (NPDI), and Services, Cincom needs to realize that marginally improving them through Business Process Re-Engineering (BPR) through process mapping can both highlight the areas most in need of improvement but also create a much higher level of objective and task ownership with employees and stakeholders as well (Aldowaisan, Gaafar, 1999). In the case of Cincom where BPR-based redesign of marketing, new product development and introduction (NPDI) and Services need to be urgently defined, BPR in fact serves as a highly effective foundation for the leadership transformation model as defined by Bass, 1990). His transformational leadership model is particularly relevant to Cincom has it is predicated on the concept of continually improvement over time in parallel with the maturation of leaders from transactional to transformational leadership. Bass has commented that any strategic level of change has to "maintain continuity of strategy as well as continually improving" (Bass, 2007). For BPR to be effective there must be continual feedback as to the performance of the redesigned processes over time, as this reinforces change. In conjunction with the feedback as to the performance of any process being re-designed there also must be the continual transition from transactional to transformational leadership if resistance to change and complacency are to be overcome."

Sample of Sources Used:

  • Tariq A Aldowaisan, Lotfi K Gaafar. (1999). Business process reengineering: An approach for process mapping. Omega, 27(5), 515-524.
  • AMR Research (2004) - Benchmarking the PERFECT Product Launch: It's All in the Mix. AMR Research. Mike Burkett, Research Director, Series. Boston, MA Wednesday, January 07, 2004
  • Bernard M Bass (2007) Executive and Strategic Leadership. International Journal of Business, 12(1), 33-52.
  • Bernard M Bass (1990). From Transactional to Transformational Leadership: Learning to Share the Vision. Organizational Dynamics, 18(3), 19.
  • Bernard M Bass, Dong I Jung, Bruce J Avolio, Yair Berson (2003). Predicting unit performance by assessing transformational and transactional leadership. Journal of Applied Psychology, 88(2), 207-218.

Cite this Analytical Essay:

APA Format

Addressing Complacency at Cincom Systems (2011, December 27) Retrieved April 18, 2021, from https://www.academon.com/analytical-essay/addressing-complacency-at-cincom-systems-149637/

MLA Format

"Addressing Complacency at Cincom Systems" 27 December 2011. Web. 18 April. 2021. <https://www.academon.com/analytical-essay/addressing-complacency-at-cincom-systems-149637/>

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