If you were a specialist at SIA, how and why would you respond to the proposed changes?
There is a need to improve the performance of SIA company through consolidation of the knowledge of employees into a unitary system (Karol 1). In this regard, it is important to determine what appeals most to the customers and then delivering it. However, this is not the case because most organizations measure their success using profitability index. In determining the level of performance, a company needs to look at different aspects of a firm’s operation. This is because a firm can be making supernormal profits in the short run but remains unsuccessful in the long run. It is also important to consider that the most invaluable asset in an organization its human resource and, therefore, the success of the organization is hinged on how well it manages and utilizes this resource to fulfill its goals and objectives. Looking for strategies to tap into the knowledge of the workforce at SIA corporation is, therefore, prudent in the organization as this can lead to the resolution of performance problems facing it.
Strategic thinking and identification of key metrics measure a high-level performance of a company. In this regard, a visionary plan is important in indicating a company’s performance over time. Also, it is important to know how important variables of a company’s performance are interrelated. SIA’s acquisition of thirty different businesses was important in increasing its business presence in the market even though they had their own management and policies and procedures (Karol 1).
What steps would you suggest Jerry post to increase employee utilization of the knowledge-sharing system in particular?
The highly disputative state of the insurance industry requires SIA to change its business belief that encouraged the development of individual levels of expertise because, in the industry, teamwork is important in enhancing creativity. Also, SIA needs to change its philosophy so that it can embrace teamwork because teamwork increases opportunities for development and acquisition of new skills, increases the rate at which a team achieves its objectives and provides a platform for trying out new ideas.
The accessible forces that influence SIA’s decision to be a learning institution are the nature of the learning industry, associated costs and benefits, and the risks involved. Its entry into the learning industry becomes impossible if in case there are several legal or commercial barriers that can hinder its entry. The costs have to be affordable and the benefits favorable for it to operate smoothly. Besides, the risks of its conversion to a learning institution need to be minimal with some reliable degree of certainty for the industry to be desirable.
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