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DSS Consulting

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Vincent Tamagna

on 12 December 2014

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Transcript of DSS Consulting

DSS Consulting
Southwest Region Team
Chris Peterson

Cross Functional Teams
Where did the Southwest Team
go wrong?
Summary of the Case Study
Re-organization at DSS
founded in 1997
admin support to
small school districts
labor negotiations
implement procurement systems

Changes on the Horizon at DSS Consulting
Founders cut back their involvement
need for new marketing strategies
Districts needs changed
more diverse needs
Regional standards from Iowa became lax
Less demand for service, more diverse needs

Build Relationships with School Districts
Each team were to establish relationships with the districts in their region
Develop new consulting offerings in response to districts needs
School Districts Needs
Revenue & Growth
DSS needed a new business strategy
Expand from small districts to larger districts
Cross-Functional Teams
Customer focused groups
Fewer staff members

Iowa School Districts
The consulting firm strategy developed was for the new "cross-functional teams" to focus on two areas
Path Goal

Team 3T's
Vincent Tamagna
Mary Treadwell
Jealien Torres
Mutual Trust
Mutual Respect
Mutual Understanding
Self Disclosure
Chris and DSS

1 Decision making centralized
1 A strong thick culture exists
5 Always coming up with new ways of doing things
4 Few people make most decisions
5 The organization consists of many subgroups/clicks
1 Our primary concern is efficiency
4 We are known for our ability to innovate
1 We are opened to differing points of view
5 Employees make decisions without management
1 We have not changed course in the past few years
4 We take more risks
1 Their are many rules and procedures for our tasks
5 People are encouraged to do their own thing

Organizational Structure 7 of 20 or 35%
Organizational Culture 8 of 20 or 40%
Strategy 19 of 25 or 70%
3T Organizational Evaluation
-Nahavandi, pg. 239
3T Assessment of DSS
Exploration and Exploitation
Select Rigorously
Measure & Manage Expectations
Mutual Trust
Mutual Respect
Mutual Understanding
DSS needed to build relationships:

Self Disclosure
Inquiry-Ask questions!
Seek Advise-compliment
Building Trust =Building Relationships
Summary of
what Chris did wrong.


This is an analysis
of DSS, a small consulting firm,to determine the strengths and weakness within
the organization.
We hope you enjoyed 3T's analysis of the DSS case study as we demonstrated the strengths and the weakness of their organization.
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University-School of Business: Retrieved: http;//wwww.mitsloan.mit.edu/LearningEdge/

Boston Consulting Group, (2014). Four standards for better business building-the growth share matrix. TED Institute. Retrieved: http:www.youtube.com/watch?v=b43ETNYFoNU

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Kaplan, M. (2013) The importance of building strong relationships. Big Think. Retrieved: http:/www.youtube.com/watch?v+vERAqf_PHVI

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to a situation, Retrieved from http://www.mindtools.com/pages/article/fiedler.htm

Nahavandi, A.(2015). The art and science of leadership (7th ed.). Upper Saddle River, NJ.
Pearson Publishing.

Power,D.J. (1998). Brief history of decision support systems: DSSResources.com. Retrieved:

Riha, S. (2102) Chris Peterson at DSS Consulting, Top Management Report, Retrieved from

Ruggero, E., Haley, D. (2005) The leaders compass, a personal leadership philosophy is your key
to success. King of Prussia, Pa.

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In a final analysis it is critically important to follow the corporate mission and Chris's group, needed to be mindful to not work in a vacuum; she needed to communicate beyond the team and with all stakeholders, and not allow her enthusiasm to mask reality. The group dynamic was good and the team was solid, but in the end the values, vision and mission needed to be aligned with the corporate philosophy.
Not aligned with organizations restructured vision/goal
Project was based out of small school districts needs
Lacked communication between SWT and other DSS teams
Worked in a vacuum
Focused on project; not organization needs
'Group-think' mentality prevalent
Did not share new vision
Alienated her team
Network weak and failed
Poor communication w/ COO
Lost sight of organization's vision
Ineffective communication
Free reign for teams/leaders
Lost focus on project (pressure)
No networking
Overly optimistic (Chris)
Passive-aggressive (Meg)
Full transcript