Please read the Case Study and solve the question below please do not copy and paste this answer I want on Word and unique answer make it for each question 100 word

Today marks a major milestone for us as a Finance organization . I have an important announcement to share with you about a transition for our department that I believe to be a major step forward to propel us into the next phase of the company . First , permit me to take you down memory lane . Some of you remember ( or have certainly heard the stories ) just 7 short years ago when we started making our specialized organic energy bars for athletes . Our founder , Melissa Waters , used her PhD in nutrition science to develop our proprietary formula for professional athletes after years of experimentation and scientific research . Our production team worked out of Melissa's kitchen and hand - crafted each batch . We had just one grocery location , but we knew we had a unique product when world - renowned athletes started asking us to ship directly to them . The gluten - free bars combined with our patented packaging fueled our customers and fueled our growth . As demand grew and our popularity increased , we couldn't keep the bars in stock , especially when we were endorsed by Professional Triathlete Monthly . Within two years , we were in 23 grocery stores and selling boxes online . We moved into a commercial kitchen . Much has changed in the past year alone . We have expanded into snack foods . We have begun to sell energy drinks . And with our recent acquisition of AthleteFoodCoach.com , we now provide nutrition coaching for professional and amateur athletes based on scientific research and testing . aline Many of these are new and fast - growing business models in a competitive industry space . We have multiple businesses now that are all very different . We sell both products and services ; we sell in brick and mortar stores and directly online . We have come under increased profitability pressures in the last year as cheaper competitors have flooded the market . It has become a price war , and while we have had to lower our prices to maintain our market share , that has come at a cost of our profits . Our business leaders need us as a Finance team to support them with the financial knowledge and advice they need to make the right business decisions to expand the company profitably . They need detailed information on pricing strategies for current and new products , unit costs , business case analysis , and much more . Based on conversations with our senior leaders , I have come to the conclusion that our old finance support model is inadequate for our company's needs . The old model that worked effectively when we were a single product company no longer works adequately , as we have too much complexity now for each of us to know everything about every type of business . " " And that's all I wrote so far , " Heather said . " It's a great start . I think that reflects everything we discussed to explain the rationale for the redesign . " Brad said . Heather and Brad sat at the long conference room table , reflecting on the debates they had endured during the last eight weeks . It seemed like yesterday when Heather , the Chief Financial Officer and head of the finance team , tapped Brad to lead the effort . Brad was the first financial analyst she had hired and was most knowledgeable about the organization and industry . She trusted Brad's expertise and knew that he would be a good sounding board for organization design decisions . Heather had told the Chief Executive Officer a few months back that Brad was the highest potential person in the finance organization and should be her eventual successor " I agree , and after all of this time , I think we're getting close to communicating . " Heather said . " I'm proud of the work that we did , and I'm confident in our choices . I'm concerned about a few points , however , and this is where I need your help before we proceed . " " Let's walk through the whole transition again , so we can clarify what is changing . " Heather began . " We have a classic functional organizational structure which we have had since the beginning . " Heather pulled out her organizational chart " In our division now , I have four managers and 12 financial analysts . Each group works on some area of finance expertise . In your planning and budget team you have five analysts , all responsible for the sales targets for the product areas , annual budgets , and financial reporting . Natasha has the tax and investments area . Since this is smaller , she only has one tax analyst assigned to her , although with the expansion into additional retail stores in new states with new tax regulations I know this is going to get more - thorny . Luke has purchasing and procurement , which includes our supplier contracts . Agnes is our controller and maintains our financial records and bank accounts . " One area where we have always struggled in is cross - functional collaboration , Heather continued . " I have always wanted more teaming between these groups . For example , when we enter into a new retail location we need a budget plan that includes any tax implications , we need to set up purchasing agreements with the retail chain , and we need to involve Agnes ' team if there are new accounts needed . " " That's what we did before we acquired the new coaching business , " Brad added . " We pulled together an ad hoc team of the managers plus a few analysts to help us with the business case . We have typically done that informally when a question comes up where we need to coordinate . It's become much more intricate with these new businesses . " " I agree , but it's been a slow process to create ad hoc teams every time we need to coordinate . Everything has increased ten - fold in complexity . In the old model I relied heavily on the management team to be the focus for the business decisions that needed to get made , Heather pointed out . " Now there is too much to know about any one business . " " Right now , I have tried to assign two budget analysts to foods , two to drinks , and one to services . " Brad admitted . " But the workload on them is tremendous , and the core foods business tends to eat up most of everyone's time . " " I want us to become more business - centric and product - centric , " Heather said . " We will organize the new department by the different product units that we each will work with . All financial reporting , advice , and knowledge will be contained within each finance unit , reporting to me but working closely with the different product leaders . The Foods Unit General Manager will have a finance manager who works with her on everything from planning to tax to accounts to procurement . Same thing for Drinks and Services . Our nutrition service unit is just one part of Services where we think we can grow . I want us to invest our time in helping managers of growth businesses like Drinks and Services . " " From what we've heard from the General Managers when we interviewed them , " Brad said , " they are going to appreciate having a single team to handle all of their finance needs . They had been complaining about not knowing who to contact in each finance group , plus every time they got a report it was inconsistent , because every analyst had a preferred format and methodology for reporting . " And they complained that the analysts did not understand the business well enough , " Heather added . " This way we can focus the whole team's attention on the line of business and coordinate our finance services . And to emphasize how important it is to focus on the needs of the line of business , I want to institute a bonus plan for helping each product area grow as well as customer satisfaction reports from surveys of the business leaders . I also want more generalists , not finance specialists . To provide an integrated finance picture of the business means we need to present one face as a team , not isolated pockets of finance knowledge disconnected from one another . " " I think that makes sense , Brad said cautiously . " But I think it will be a challenge . We all have our specialty areas based on educational background and on comfort level with the established procedures that we are used to . " " Of course , " Heather said sympathetically . " We are going to need a training plan . We don't really do much training , but I am willing to invest in that . If we have any chance of growing these businesses we are going to need everyone to come together as a team , learn from one another , and dive in . Look at the current organizational chart . Almost everyone is a specialized ' analyst ' of some form , doing one narrow job without a holistic view of the organization . Whether it's planning , tax , procurement , or accounting . everyone must be well - versed in every area . We need flexible and educated utility players , not specialists . If they can't learn or grow or adapt , then maybe this is not the finance team for them . " Heather was starting to sound a lot less sympathetic . " Let's go back to our discussion of the finance manager role for the Online business , because that job will still be a direct report to you , but without a team to manage . " Brad said . " Yes . We also heard from the stakeholder interviews of the General Managers that we should mirror the rest of the structure in the company . The Online business crosses each of the product areas . It's a key growth area for us as a company . While it has always been part of our strategy , we think we can grow 25 % faster in the Online business over the next two years . I want someone on my team to focus their attention on that business area , but there I on t must be very close coordination to the other business units . I want one financial analyst from each line of business to also be assigned dotted line to the Online division . " " I guess the elephant in the room has always been the number of boxes on this chart , " Brad said quietly . " There are still four managers , but only nine analysts , not 12. We are going to lose three team members . " I don't have to tell you about the budget for the year . " Heather reminded Brad . " Profits are down and we have invested heavily in our expansion . We must tighten our belts for a while . I also have news for you as we consider this transition plan . Natasha has decided to leave the company . " " What ? That's a huge blow . She is one of the smartest people I know , an excellent leader , and a sharp business professional . We are going to miss her , " Brad said . " I couldn't agree more , " Heather said . " She didn't even know about this transition yet , but she was recruited for a perfect role . She agonized over the decision , but finally let me know yesterday . " " So that means a manager opportunity would open up ? " Brad asked . " It certainly could , " Heather agreed . " I haven't decided on the placement of the leadership team yet . That brings up another topic I wanted to discuss with you . Brad , I would like for you to consider the manager role for the Services unit . It's a growing area of the business where we need your expertise . I also think it would challenge you and grow you as a leader . I've been thinking about tapping Agnes to take on the Foods Unit and Luke to take on the Wood Online Unit . " Brad thought for a moment . " Thank you , Heather . I am a little surprised because I assumed I would ask for the Foods Unit manager role . That's been my entire career here . Can I think about it ? " " Yes , of course , " Heather assured him . " How do you think Agnes and Luke will feel ? " Brad asked . " Agnes knows the Foods Unit so well , I think it would be a natural fit for her . I also know how much she loves the world of accounting , so I don't know how comfortable she is going to be with the ambiguous world of business cases and planning assumptions . Luke is a bom leader and gravitates toward leading his team . I think he would learn a lot in the Online role although I think he would miss having a team reporting to him , " Heather concluded . What Brad thought , but did not say , was that he saw Natasha's departure coming . Rumors had been circulating about organizational changes for weeks , and Brad knew that Natasha wanted to stay in a role that allowed her to use her tax expertise

Q1. What do you think the major concerns will be of employees and managers in the new design? (Words 150-200)