People-focused knowledge management

Decision-Making/Problem-Solving and Action-Selection
The executive team identified how to deal with each of the five
original issues. It became a long list covering numerous areas and
would require extensive resources. Nevertheless, the team decided
that drastic measures were required and to proceed as follows (see
the Chapter 6 Appendix for details on rationale, expected results,
and the next steps of the action program):
Issue 1. Lack of motivation and responsiveness was caused by
people’s lack of understanding how their daily work was part
of implementing Asterix’s strategy.
Immediate Action 1-1: Help CSRs understand how their work
implements Asterix’s strategy.
Immediate Action 1-2: Create and implement positive incentives
and control measures.
Immediate Action 1-3: Terminate individuals with incorrigible
negative attitudes.
Longer-Term Action 1-1: Help all employees understand how 
to implement strategy.
1
Longer-Term Action 1-2: Create and promulgate a service par-
adigm for everyone.
2
Issue 2. The beliefs held by marketing and salespeople that Asterix
was ahead of competitors were falsely based on inadequate com-
petitor assessments and market intelligence.
Immediate Action 2-1: Undertake quickly a new, comprehensive
marketing study.
Immediate Action 2-2: Request that Marketing, Sales, and
others immediately share market intelligence.
Immediate Action 2-3: Create incentives to make it rewarding
and natural to collaborate.
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Longer-Term Action 2-1: Change the enterprise-wide personnel
evaluation system.