Writer Choice
40103Your operating division is struggling in economic hard times. Sales are down by 10% from the previous year and the forecast for the next 3-year period looks flat. The entire local industry is suffering due to changes in government regulations and a reduction in planned funding from the federal government and from local governments.
One of the outcomes is some increased consolidation within the industry and there has been significant merger activity (1) among rivals and (2) among suppliers and distributors (backward and forward integration). There are no plans, as far as you know, about the corporate parent divesting your operating division. Also, your corporate parent told you that it has no plans for your business unit to acquire any other companies to make you more competitive.
Your business unit has about 400 employees and consultants:
340 Engineers
20 Program Managers and Business Development Staff
35 Administrative Staff (Accounting, Procurement, Finance, etc.)
5 consultants (this number varies from month to month)
As the General Manager, you believe that the staff is already cut to the bone and there is no room for reductions in force without affecting performance on existing contracts and programs.
You are bidding on several government programs that are key to the future of your business. Competition is fierce, because of the reduced number of government programs and the overall reduction in available funding for these programs. The customer is very sensitive to price. Your business development managers are advising that the winning prices are right around your breakeven costs, and they may be even a little lower if your chief competitors decide to be very aggressive and “buy in”.
If you lose any of these programs, you will have to lay off staff, which you are reluctant to do. If you bid at breakeven cost or lower, you will have serious issues justifying this to corporate management, which you believe may be positioning for more control over your business unit, including replacing you and your senior management. You have dug yourself a deep hole, so to speak.
You are preparing your position for the weekly staff meeting. What are you thinking, keeping in mind company strategies and the current situation and environment? What are the next steps to convince your staff to maintain their commitment and to convince your management that the situation is salvageable? How do you see the ethical issues before the company; how do you think the board of directors and senior management understand the ethical issues here?
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