The manager of a large management consulting firm has evaluated Belton's operating model and recommended changes to get the organization back on its historical growth trajectory. He has led a competitive assessment, conducted extensive interviews within the company and throughout the semiconductors industry, framed a highly structured issue tree, and developed a recommended operating model and five-year road map for the company. But Belton's COO was aggressively questioning every aspect of the analysis. His aggressive response was not simply unexpected but also illogical given the pressure on Belton's current market position. The consultant has never been surer of the quality, depth, feasibility, and recommendations from his analysis, which has made the situation perplexing.
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