Please read the Case Study and solve the question below please do not copy and paste this answer 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 for 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 knew we had a unique product when 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 Morthly within two years , we were in 23 cu Joantion , but nowned the sta stock , especially when we were Morthy Within the grocery stores and selling boxes We moved into a che 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 www drinks . And with our recent acquisison of AthleteFoodCoach.com , we alone . have expand we now pr and quid nution coaching for professional and amateur athletes based on scientific research and testing are tast - oming huiness in a multiple Many of these are new and fast - growing business models in a competitive industry space . We have Many of are new We have businesses now that are all very different . We sell both products and services , we sell in brick and mortar stores Dnesses how the very event we be both products an and as and directly online . We have come under increased profitability pressures in the last year as cheaper competitors http havefooded 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 to the right the need to make the right business decisions to expand the company profitably . They need detailed information on pricing strategies for cument and new products , unit costs , business case analysis , and much more stratris fent new p Cantier comprand 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 . sad www . Heather and Bradsat at the long conference room table , reflecting on the debates they had endured during the last eight weeks . med 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 Read was the he a 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 time I think we're getting close to communicating " Heather said . Tim proud of the " agree and after all of this time , I think we're getting close to communicating " Heather said . Tim 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 a in the again , so we can clarity what is changing " Heather began " We have " Let's the 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 apie expertise . In your planning and budget team you have five analysts , all responsible for the sales targets for the www . product areas , annual budgets , and financial reporting . Natasha has the tax and investments . Since this is smater on smaller , she only has one tax analyst assigned to her , although with the expansion into additional retail stores in na is new states with new tax regulations I know this is going to get more - thomy Luke has purchasing and procurement , which includes our supplier contracts . Agnes is our controller and maintains our financial records and bank accounts . 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 WA 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 managers a t 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 . 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 in In old business decision business decisions that needed to get made . " Heather pointed out . " Now there is too much to know about any " Right now , I have tried to assign two budget analysts to foods , two to drinks , and one to services . " Brad say admed the on 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 " want us more the organize the new department by the different product units that we each will work with . Al financial reporting and capac 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 Mana everything from planning to tax to accounts to procurement . Same thing for Drinks and Services Our nutrition sonce it t to pr 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 and Services . " businesses the Drinks het " 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 www ce knowing who to contact in each finance group , plus every time they got a report it was inconsistent , because every analyst had a prefered format and methodology for reporting they d they complained that the analysts did not understand the business well enough " Heather added . " This way the o " And way we can focus the whole team's attention on the line of business and coordinate our finances . And to emphasize how important it is to focus on the needs of the line of business , I want to instute a bonusplan for helping each product area grow as well as customer satisfaction reports from surveys of the business leaders 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 a we are used to " Or 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 a " We plan . but am willing to invest in that . we of are 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 everyone to come together as a team of some form a team , learn from one another , and dive in Look at the cument organizational e chat cument chart . Almost everyone is a specialized " analyst of some form , doing one namow job without a holistic view of the mation w organization . Whether it's planning , tax procurement , or accounting , everyone must be well - versed in every area wyn viss . Pr We need flexible and educated utility players , not specialists . If they can't leam or grow or adapt , then maybe this is not the finance team for them . " Heather was starting to sound a lot less sympathetic www " Let's go back to our discussion of the finance manager role for the Online business , because that job will still be so you wh a direct report to you , but without a team to manage . " Brad said . a manage - Brad said " Yes . We also heard from the stakeholder interviews of the General Managers that we should minor the rest of the act th the structure in the company . The Online business crosses each of the product areas . It's a key growth area for cases each wah part of our atra us as a company . While it has always been part of our strategy , we think we can grow 25 % faster in the Online next ban business over the next two years . I want someone on my team to focus their attention on that business area , but the there must be very close coordination to the other business units . I want one financial analyst from each line of en one business to also be assigned dotted line to the Online division a " I guess the elephant in the room has always been the number of boxes on this chart hart in room alwa chart " are still four managers , but only nine analysts , not 12. We are going to lose three team members . the " I don't have to tell you about the budget for the year . " Heather reminded Brad . Profits are down and we have a invested heavily in our expansion . We must tighten our belts for a while also have news for you as we consider Brad said quietly . " There Now 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 is s s profesow She We are going to miss her " Brad said prosther said . " She didn't even know about this transition yet , but she was recruited for a " I couldn't agree more , " H perfect role . She agonized over the decision , but finally let me know yesterday role . know " So that means a manager opportunity would open up ? " Brad asked por " E 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 unit we antw 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 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 ? of course . " " How do you think Agnes and Luke wil fool will fool ? " Brad asked " Yes , of course , " Heather assured him " 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 alt for t world of accounting , so I don't know how comfortable she is going to be with the ambiguous world of business and I 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 I Heather 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

"Answer less than 150 words is not acceptable!!!"

Question

1- What are the advantages and disadvantages of a gradual versus a rapid transition? (Words 150-200)

2. Please refer to table 12.5 in Chapter 12 in p.352 of your textbook. Then, choose an example of an organization that uses a product-centric structure. Please justify and explain your answer. (Words 250-300)

Please read the case study in the book and answer the two question And make your answer between 20p word or 150 word And for question two there is a photo for it it will help you to solve it

Q1. 1. What are the advantages and disadvantages of a gradual versus a rapid transition? (Words 150-200)

Q2. choose an example of an organization that uses a product-centric structure. Please justify and explain your answer. (Words 250-300)

TABLE 12.5 Comparing Product-Centric with Customer-Centric Structures Organizational Feature Product-Centric Customer-Centric Goal Best product for customer Best solution for customer Source of value New products, new features Customized bundles of products, services, support, education, and consulting Core structures Product teams, product reviews, Customer teams and segments, customer product profit centers P&LS Core processes New-product process Customer relationship management processes and integration/solutions