Global Communications Problem Solution

Running head: PROBLEM SOLUTION: GLOBAL COMMUNICATIONS

Problem Solution: Global Communications

University of Phoenix

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Problem Solution: Global Communications

In this analysis, I am going to present the problems that Global Communications hereinafter referred to as GC, faced before and after implementing their approach to become a truly global resource. This approach is viewed by the union as unethical and a ploy to manipulate around the current contract conditions. The issues and opportunities confronting GC will be addressed, followed by the company's end state vision and detailed gap analysis for GC from a business perspective, to include where they are currently and where the company is likely be after the restructuring plan has been implemented globally in the telecommunication industry.

Three years earlier, GC hereafter referred to as GC, was prospering with stocks trading for $28 per share. It is currently trading for $11 per share, due to the competitors whom have come out with new telecommunications services and technologies; the telecommunications industry is progressing exponentially, becoming constantly competitive.

Flooding / Fibre Optic Conduit

Back in Town

English: GC-GC Nederlands: GC-GC

In response to the financial crisis due to ever increasing amount of competition, GC's senior leadership has aggressively developed a plan for restructuring to revitalize the company. This paper will discuss the background, the problem, the end goals, alternative solutions, risk assessment, the optimal solution, and the implementation plan.

Situation Analysis

Issue and Opportunity Identification

There was a sharp decline in GC stock price, which has depreciated from $28 per share over the past three years and is currently valued at $11 per share due to increased competition and the Board of Directors and stockholders will be expecting swift, corrective actions to be taken. "Speed often separates the winners from the losers in the world of competition" (Bateman & Snell,