Managing Organizational Change Cincom and Accountability of Sales Representative for Results Cincom is a 43-year-old developer of enterprise software applications and by virtue of the designed-in nature of their applications, has been able to literally coast on a comfortable wave of recurring revenue for a decade. This recurring revenue stream is comprised of license payments, maintenance fees, and the continual need for updates to mission-critical systems the company sold, in some cases,

These dealers have high levels of credibility with their customers due to their backgrounds, yet do not have the experience or interest in learning the depths of a quoting system. Cincom has created an quoting, pricing and product configuration system that allows for uploading of images directly from smartphones as a result. Another factor is the optimization of pricing (Bilek, 2010) and the use of the Cincom Acquire suite of

Systems Design Project Change is integral to the survival of any commercial enterprise in today's globalized, technologically advanced business environment. This requires stakeholders to have personal and organizational transition skills to attain the desired change for future success (Hughes, 2006). Strategizing drives organizational change giving it direction through activities (Thornhill, Lewis, Millmore and Saunders, 2000). Internal and external environmental considerations are both relevant; along with change management required to align with

In siding with the marketing and sales teams, my position was that accuracy and speed of the development was more critical to meeting and exceeding customer expectations. The transformational power of leadership is kin changing a culture and making it more agile, market-driven and aggressively focused on customer needs. The argument of speed and accuracy for the customer, and more importantly to hold onto them as a client, overshadowed

A change management strategy that concentrates on getting the feedback of the sales teams, who will be the primary uses of the CRM system, and also the engineering team who will want to evaluate it, are both critical. This focus on shared ownership will overcome the political factors and forces that will push for the SaaS-based CRM system to be not installed and used. The sales teams however will

These are the two most powerful factors that anchor the Force Field Model analysis of the enterprise software industry. With the driving and restraining forces in continual interaction and at times conflict, productivity shifts drastically across the continuums of industries based on the impact of driving and restraining forces (Paquin, Koplyay, 2007). Cincom is being affected by the disruptive driving forces of CAPEX and OPEX most severely as competitors are