Please respond to this classmate on this discussion thread with 100 words

I work in the business-to-business or B2B division in my organization and we recently underwent a change at the highest levels of our organization. Not only did our CEO change, but the VP in charge of the B2B organization in the company changed.

There were a lot of risks with the changes made in our company and the biases of the employees played a large part in the adoption of these changes. For example, our leader segmented our salespeople to support a style of customer like small businesses or the public sector as opposed to serving all customers in a region. There was a high level of turnover amongst the sales associates as the biases of individuals as to what segment was more prestigious or likely to make more money contributed to them being dissatisfied with which segment they were assigned. Some associates were segmented with a customer type like public-sector but then switched quickly to another customer type like enterprise customers when they encountered a difference between their expectations and reality for their position.

The resistance to change and the difficulty of associates to adopt this change affected the analysis of our organization in multiple ways. Not only were the perceptions of the salespeople affected more by their biases than analytics-based decision making, the large changes of salespeople leaving or changing positions clouded the ability of leadership to analyze the effectiveness of these changes. A better effort in analyzing the benefits of these changes with our salespeople could have led to much better change adoption.