How Westerly took Charge and Established Herself as Assistant Producer Owner

Case Analysis
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How Westerly took charge and established herself as assistant producer owner
Westerly engaged in an interaction with RSD and field consultants in order to learn more about their clients’ requests and evaluate them, which is a responsibility of an assistant product owner in understanding the customers and their needs (Gabarro& Kaftan, 2014). Westerly effectively managed taking charge through establishing a strategy and empowering action between the RSD and field consultants. This was in effect to using their skills to achieve a shared value. She also used her support group and development group of contacts to gauge a feasibility and time frame so that they can meet the requests of the sale groups. This showed her priority in establishing development priorities and understanding the market. She used her leadership skills to encourage action from her contacts to communicate the vision of Kauflauf and its organization culture (Stuyfzand, 2015).
Westerly also attended trade shows and she would maintain contact with outside sources that would help establish the value proposition and profitability of Kauflauf within the product group (Gabarro& Kaftan, 2014). This made her understand more about the market and its competitors, and be more educated about the current trends that are very effective aspect as a leader. Westerly would guide the developers of Kauflauf in coding, debugging and delivering customized apps and upgrades all through the year (Gabarro& Kaftan, 2014). This lead to the release of new products annually through creating a collaborative team work effort to deliver the organization`s vision and core purpose. Since her orientation program, she gained a corporate culture that extended towards collaborating ethics, mutual respect and technical excellence, which led to solution oriented and relationship driven work community. She gained the skills and learnt the purpose of the company and since then, she took charge of the skills and knowledge that she could deliver to Kauflauf (Stuyfzand, 2015).
Westerly also identified a gap in Kauflauf staff`s concentration of field consultants on smaller accounts. She then developed a proposal that would shift the focus to larger customers who would bring in higher profit margins (Gabarro& Kaftan, 2014). This placed her at a higher position as opposed to other managerial hires at the time of orientation. She initiated a proposal that would benefit Kauflauf as compared to other companies through focusing the field consultants’ time to be spent on larger customers. She saw this as an opportunity for the organization to accept change that is beneficial. This familiarized her potential to the company and her bosses (Stuyfzand, 2015).
Failure of the first attempt to change sales call pattern
The response from Westerly’s best field consultant, RSD was that the proposal was arbitrary and she did not fully understand how the market works (Gabarro& Kaftan, 2014).The staff, department and both the RSD and field consultants resisted the changes that the new proposal envisioned. Westerly wanted the computer and office supply products g...