Manager of a large management consulting firm to evaluate the operating model of Belton and recommended changes to the organization back on its historical growth trajectory. He cited the competitive assessment, conducted an extensive interview with the company and the entire semiconductor industry, framed by a well-structured problem trees, and developed a recommended model and the five-year road map for the company. But COO Belton has been aggressively questioning every aspect of the analysis. His aggressive response was not only unexpected, but also illogical in view of the pressure on the current market position in Belton. The consultant has never been a true quality, depth, feasibility and recommendations of his analysis, which made the situation confusing. "Hide
by Timothy M. Laseter, Michael Murphy, Matt Pederson Source: Darden School of Business 6 pages. Publication Date: January 1, 2012. Prod. #: UV5191-PDF-ENG
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