Question

the issue was primarily caused by the organization itself not having an independent perspective on the likely success are indeed the path to success to effect a transformation. it also had little independent oversight over how it could have actually transformed or changed that transformation through these various inflection points that it went through. there was also a degree of organizational capability which was missing and identified but hadn't been independently verified through the previous two to three-year pass. so the company itself continued to provide the services in parallel with changing and transform himself internally. so one of the significant issues that we identified was that there was no burning platform or desire to change because it was operating quite successfully in his traditional way. the same people that were providing that traditional Swedish services were also trying to effect a transformation. so there was no actual completion date or reason to ever successfully complete a transformation because the company was actually operating very successfully true delivering its ongoing suite of service causes that we identified through I guess that initial review we did of the company was that the approach to addressing the issues that encountered historically was to bring in in-house some additional capability in the same areas so they continued to feel like exasperate some of the issues through bringing in similar capability and similar services and functions without ever separating and bringing in a new perspective our new approach so the issues if you like were continuous they weren't evolving they weren't being addressed or identified and no root cause analysis are indeed kind of path forward was being identified by the organization through that that analysis so the board were quite concerned that he couldn't see the end to this transformation or project they were continuing to be successful but they were recognizing that they were being outpaced potentially by some of their competitors and they also identify that there was a lack of innovation of strategy that was being put in place by the company and the reputational risk and commercial risk was increasing on a monthly basis and hence they involved us as an organization to come in and do that independent review and then identify what some of those different options to proceed were for them moving forward

According to the above scenario identify the underlying causes of the issue precisely and expertly articulate the causes.

Capsim.

Answer 1

There are few casues identified are as below:

1. The organisation was very happy being sucessful working with traditional way and there no as such desire to shift to new methods.

2.The clients were also expecting the transformation of service but the orgnisation was abe to address all the issue so as the client was not felt that the issues are not addressed.

3. The competitors were able to recognise that the company is not identifying teinnovative part and strategising it. Its really like putting the success at risk like reputational risk and commercial risk.

4. There was lack of review too. The competitors use to review their strategies monthly and look forward where they are actually moving.

Hence it becomes very necessay to adapt change, else there will be at risk, the sucess and reputation of company is at risk. its also important to have review sessions periodically.