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DSS Consultant Case Study 2

DSS Consultant Case Study

Monique Sumpter

UMGC Summer 2020

Company Background Facts

The organization is a small start-up consultancy company whose primary emphasis is on technical and management assistance for small school districts. The organization has flourished its industry from a niche, formed where the interests of schools in local communities required internal help and dollars to carry out daily activities. Currently, the organization aims to develop beyond its achievements in small districts and to evolve to serve the demands of large districts.

As per the corporate profile, there are four divisions: “Contract Negotiation,” “Information Technology,” “Procurement and Systems,” “Facility Planning,” and Such types of resources provided enable the organization to better serve, at a cost, the desires of schools with a small budget as well as lesser workers. As the business continues to be viable, organizational modifications would be deemed essential to achieve the new direction.

The scopes of transformation would be evaluated as a result of the failure of a pilot project aimed at the transformation of management and staff. This task will be evaluated on the capacity to achieve the predetermined goals and the organizational design criteria for this startup company.

Recognized Issues or Possible Problem Field

Problems involve lack of leadership, lack of customer expertise, bad team communication and consequently an inability to recognize the new strategic direction within the corporation. Most of the challenges can be specifically linked to poor interaction that is the cornerstone of success in consultancy companies that rely on customers’ ability to communicate their desires to feasible solutions. As there is no coordination, a result of a poor organizational framework is also inadequate and contempt for leadership (Ernecq, 2018). A straightforward approach can be identified for a viable action to take by examining the current problems.


An ineffective communication across the organization seems to occur. Divisions operate as silos, where there are few to no opportunities to collaborate on current programs. In the intra-communication sector, the inter-departmental team designed to crack the obstacle is notably insufficient. The issue found in the small community, as stated in the case review, represents the existing internal contact culture. This relationship amongst staff is an issue at all stages. In this scenario, heads of segment invited their colleagues to talk to experts at the lower level to collect data as well as to promote interventional enterprise solutions. The lack of engagement proves that interaction issues may arise from a disruption within the organizational structure.

Organizational Structure

Within this Agency, there is an absence of variables to meet as well as work collaboratively. The poor internal structure is directly reflected in this. When issues come up, senior employees are circumvented. The supervisor’s position is turned into a regular worker who has little to no authority to guide his division and the instruments required for successful performance measurement. While this is a consultancy company with exposure to all layers of workers because of the complexity of their work, there must be a solid structure to provide staff a sense of confidence about the way all tasks are performed and best completed. The direct result of this structural shortage is mayhem in divisions (information bypasses decision-makers) and mistimes the business the chance to avoid costs and increase efficiency. As a consequence, any development policy that the organization may formulate has been prepared for failure.

Strategic Direction

The proposed Goldsmith (2015) transformation structure, composed of four sections, is the path. The sections are: operational characteristics that can be modified, the positive outcomes from these improvements, the informal processes by which such milestones are accomplished as well as the contingencies in which the change relies on. The Organization has formed a cross-functional team to cooperate and execute the strategies for reaching a target of 5% development over the next year. The team ensured that shift goals were planned with ambitious deadlines to meet the anticipated growth; their achievement meant that the Organization needed to move into new niches with less profitable consumers. The goals of the project had to be reached by improved programs and consumer satisfaction. The team wanted to introduce innovative customer support deals but did not meet important decision-makers to enforce their proposals so their strategy could not be fully enforced.

Path Forward

Current Action Plan

The Agency’s present course to systemic transformation is a strategy to action planning. Although all the process steps have been followed, namely problem identification, customer advice, data collection, feedback, diagnostic collaboration, joint resolution and the collection of information after action have been developed, each process appears to lack the necessary aspects which sparked this project failure. In assessing the response of the departments, a strategy was not developed which centered on a proactive strategy to the corporate growth goal for new markets.

The problem definition was to concentrate on the company that provides estimated criteria for the viability of this method in broader areas with hardly any testing. The suggestions and recommendations of solutions should be created to accommodate two very specific objectives to satisfy the five-year business timeline: the capacity to create new consultancy services concerning the latest client requirements and to provide services beyond the existing customer sectors to be extended. Some of the issues were identified clearly by the team within a small customer network, and their expectations were addressed by delivering a realistic alternative from beginning to end. Team manager consulted with the clients, but they could not check with their internal innovation experts who were aware of the problems faced by the consumers.

The team noticed that the data was publicly accessible and could impact the project result; owing to the complex, restricted management system they could not investigate such knowledge. As the proposal was not generally adopted, an incentive lost to revisit potentially collected details contributed to erroneous evaluations of the consumer’s overall needs. A true understanding of the underlying problems was negated without internal support, a chance for real cooperation as well as a lack of opportunity for domestic criticism.

Following an action review, the product did not meet the customer’s needs or the direction the company should take. The partnerships with the client and the initiative are primarily focused on consumer self-reporting. Defective data enable the team to produce a product not ready to meet the company’s customer advancement objective. The major failure was that the communications could not be interlinked. However, a communication objective of information sharing was established, it did not adhere to the difficulty of which the proposal was ultimately dismissed.

Suggested Action Plans

This company should rely on external performance drivers. The project’s mission was to contribute to the better direction of inner change. Rather, they concentrated resources on a struggle for the competitive market of the sector, where the need for their services does not increase. The expertise obtained through the project will be seen as essential research as this organization reassesses the interests of all forms of consumers, single and big businesses.

It may decide to concentrate on internal change. Alternatively, the organization establishes a contact strategy with organizations and defines expectations with knowledge exchange and coordination with the main policy makers. In terms of engagement with members, there is always a need to set expectations and principles.

Outcome Alternatives based on Action Plan

Although the organization has to invest internationally to reach the target of 5 percent development in the next year, the internal problems are not overcome. This contributes to slow development and a company’s loss of income. In the potential state economy, the business can’t be competitive when trying to please its current client base. The organization should concentrate on its strategic strategies to identify the leadership positions that empower members to build a cohesive vision for consumers as the organizational framework is addressed.

Recommended Actions

The Department is encouraged to comply with the internal issues. When communications are limited and energy strong, employees have a low social attribute. Clear specified priorities must be identified to make transition successful. This will identify how this organization wants to be by a clear communication to its members and staff alike until growth is contemplated. The position and strategy to consumer addressing should be established and uniform; the concept of its inner boundaries would contribute to the company’s progress in meeting its goal 5 percent objective.


Ernecq, J. M. (2018). Planned and unplanned organizational change. Organizational Change and Innovation, 276-287. https://doi.org/10.4324/9781351063623-18

Goldsmith, M. (2015). Individual development in organization development. Practicing Organization Development, 245-256. https://doi.org/10.1002/9781119176626.ch15