Human Capital Development - Interclean
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Problem Solution: InterClean, Inc.
Jennifer Weaver
University of Phoenix
MMPBL 530 - Human Capital Development
June 28, 2010
Susan Stevens
Problem Solution: InterClean, Inc.
Getting rid of grime and slime is not the main emphasis in the evolving cleaning and sanitation industry. InterClean, Inc., has recognized this fact and is adjusting to market demand of - not just products - but solutions and services that streamline cleaning efforts to adhere to strict government-mandated environmental safety guidelines (UOP, 2010). As a leader in industrial cleaning and sanitation for more than 15 years, CEO and President David Spencer, has proposed change to the organizational strategy of the company to stay ahead of the competition and has devised a plan to transition from a product/sales model to a solution/service model to enable InterClean to not only be an industry leader but to be No. 1 overall with domestic market dominance (UOP, 2010). He believes to achieve this goal the company will have to reorganize its sales force into multi-functional teams trained in product knowledge to offer a service package for customers that best suits their diverse needs. The acquisition of EnviroTech, Inc. - a market competitor and company with service expertise – supports the new focus to implement the solution/service model but has additionally resulted in challenges within the company that need to be overcome if the merger is to be successful. Human resources (HR) attempted an alignment on the fundamental belief that employees are major assets but getting the employees to see themselves that way with the proposed changes isn’t easy as employees have been overheard talking in terms of “pre-bunker mentality: Us against them” (UOP, 2010).
This paper will look into the issues and opportunities, stakeholder perspectives/ethical dilemmas, and establish a problem statement for InterClean. An end state vision, along with alternative solutions, an analysis of alternative...
Jennifer Weaver
University of Phoenix
MMPBL 530 - Human Capital Development
June 28, 2010
Susan Stevens
Problem Solution: InterClean, Inc.
Getting rid of grime and slime is not the main emphasis in the evolving cleaning and sanitation industry. InterClean, Inc., has recognized this fact and is adjusting to market demand of - not just products - but solutions and services that streamline cleaning efforts to adhere to strict government-mandated environmental safety guidelines (UOP, 2010). As a leader in industrial cleaning and sanitation for more than 15 years, CEO and President David Spencer, has proposed change to the organizational strategy of the company to stay ahead of the competition and has devised a plan to transition from a product/sales model to a solution/service model to enable InterClean to not only be an industry leader but to be No. 1 overall with domestic market dominance (UOP, 2010). He believes to achieve this goal the company will have to reorganize its sales force into multi-functional teams trained in product knowledge to offer a service package for customers that best suits their diverse needs. The acquisition of EnviroTech, Inc. - a market competitor and company with service expertise – supports the new focus to implement the solution/service model but has additionally resulted in challenges within the company that need to be overcome if the merger is to be successful. Human resources (HR) attempted an alignment on the fundamental belief that employees are major assets but getting the employees to see themselves that way with the proposed changes isn’t easy as employees have been overheard talking in terms of “pre-bunker mentality: Us against them” (UOP, 2010).
This paper will look into the issues and opportunities, stakeholder perspectives/ethical dilemmas, and establish a problem statement for InterClean. An end state vision, along with alternative solutions, an analysis of alternative...