Failing Business OD One of the most bewildering business phenomena is also one of the most common: whenever flourishing firms encounter large changes in their surrounding, they frequently fail to effectively respond. Incapable of defending themselves against competitors equipped with new strategies, products, or even technologies, they look at their best people go away, their sales and earnings erode, and their stock valuations drop. Others eventually manage to recover (normally after tedious rounds of downsizing and restructuring), however, majority do not. What is the reason that makes good companies go bad? It is regularly presumed that paralysis is the issue. Faced with interference in business conditions, companies tend to freeze; they get caught like the proverbial deer in the headlights. However, that explanation does not actually match the facts. In researching once-successful companies, which have struggled in the face of change, I have discovered little proof of paralysis. The besieged companies' managers normally realize the threat early enough, carefully assess its repercussions for the enterprise, and unleash a flood of initiatives in reaction. Even after all the activity, the companies still stumble (Sull, 1999).

The issue is not an incapability of taking action, but an incapability of taking the most suitable action. There could be several causes for the problem (varying from stubbornness to absolute incompetence), but amidst the most common is a condition that I refer to as active inertia. Inertia is normally related with inaction (imagine a billiard ball at rest on a table), but the word is also used by physicists to describe the tendency of a moving object to maintain its present trajectory. Active inertia is simply the tendency of an organization to follow established behavioral patterns; even in reaction to dramatic environmental shifts. Glued to the styles of thinking and working, which resulted to accomplishments in the past, market leaders simply speed up all their tried-and-true activities. In attempting to dig themselves out of a hole, they just end up deepening it. Given that active inertia is very common, it is crucial to have an understanding of its sources and symptoms. In any case, if managers assume that the paralysis is the enemy, they shall automatically deduce that action is the best defense. However, if they realize that action itself could actually be the enemy, they shall investigate their presumptions more deeply before acting. As an outcome, they shall obtain a clearer perspective of what actually ought to be done and, equally significant, what might hinder them from doing it. They shall also considerably minimize the odds of joining the ranks of the fallen leaders (Sull, 1999).

First and foremost, business operations are an oversight function, which makes sure that all functioning groups are:

Incorporated into the same business plan with properly-defined positions and responsibilities;

Working together as a unit to guarantee operational integrity in relation to opportunity development, resource management, risk management, allocation, and overall best practices;

Taking part in the business planning and development strategy procedure;

Effectually communicating between other working departments;

Functioning within the limits of an incorporated budget, and;

Obeying all financial practices while following other established procedures, controls, as well as policies (Ferrara Consulting Group, 2006).

In this paper, we evaluate a new organization with a dysfunctional and unprofitable division. We outline the initial chain of steps required to develop an understanding of its operations, illustrate the necessary means required to overcome obstacles to the initiation on new ways of conducting business, and comment on to manage change after identification of the procedures.

Steps to Develop an Understanding of the Operations

Managing a business needs a lot of knowledge and sheer determination. There are continuing activities, and business dealings, entailed in the production of value for every stakeholder. The anticipated result of these business operations is to harvest the value from the assets owned by the enterprise. The assets could be physical or intangible, but the effort it takes to harvest is actually what makes up the cycle of business operations. After a business owner learns how to raise the value of the company together with generating and stabilizing revenues, their enterprise shall keep increasing in its success (Jones, 2016). So as to have complete understanding of the business's operation, it is important to go back to the business plan and review the following;

Mission Statement

As you embark on your business venture, the very first step is to explain what is most significant to you. Having a clear purpose gives readers, the venture's context and shall give it meaning. A statement of purpose (mission statement) is often put down to outline goals and motivations.

The mission statement should, at the very least, assist answer three major questions:

1. What are the needs or opportunities...

What action are you taking to address these needs? (the venture's business)
3. What are the beliefs/principles that guide your work? (the venture's values)

Your mission is simply your venture's beacon. Every other action in your business plan should assist you in accomplishing your mission. Conveying your mission with clarity is crucial since the goals you set, actions you undertake, and the manner in which you spend time shall be guided by this particular statement.

Products and Services

This shall give a description of what your service or product is to give context for what you shall later say regarding it and your market. A general description is all that is required in this section; this could be used to craft a new and comprehensive marketing plan.

Competitor Assessment

The market assessment shall permit a review of all competitors. Every enterprise has a competitor in some form. Various competitors sell similar products whereas others sell a product, which serves a similar function. It is a major part of the enterprise operations, thus it is important to define who the competitors actually are, and then profile them. Through evaluating competitors with a critical eye on their strengths and weaknesses, in comparison to your own, the enterprises' position in the market could be established. It is necessary to have an idea of the operations of your competition so you know how to stand in relative terms. Through bearing in mind the client profile earlier on developed, whereby the client's needs are discussed, this evaluation shall assist in addressing how the competitors fill those needs and what our enterprise shall offer in return. Below are some things to be considered while reviewing the competitors:

Cost,

Duration of time in business,

Allocation,

Financial strengths/cost position,

Service/product features,

Advertising plan,

Market share, and Relationship with clients.

Staffing and Organizational Structure

So as to completely understand the operations of the business, there is a need to understand the individuals that actually run the business, individuals that are involved in the daily undertakings of the organization. Through reviewing of job descriptions (with the inclusion of job responsibilities and powers, qualifications, and payment) for relevant posts, and establishing if these posts are optimally functioning, is one means of understanding human resource operations of the enterprise.

Production Methods

Through outlining the techniques utilized in production of the product, particularly for a manufacturing business enterprise, and particularly concentrating on the actions that are done within your business and the manner through which resource for inputs are sourced, shall give insight into this part of the business. This should also entail technical viability of manufacturing and distributing the product, production costs, the feasibility of production technology, the availability of inputs and skilled labor, the subtle needs that ought to be met for goods and services to be generated, and the logistics of product.

Facilities and Equipment

Estimates of which facilities and equipment you used and where they are situated is relative to your suppliers and clients. Some ways of understanding the business' operations are determining the size and importance of the facilities as well as any changes required to the operations.

Operations

This is the actual aspect whereby the turnaround expert needs to have an understanding of how the enterprise is being operated in terms of procedures and schedule. The schedule might be full-time or part-time, might only work in particular seasons, might observe particular holidays, or might have pro-longed hours at times of the year. He ought to operationally discover and have an understanding of how raw materials are gotten and changed into a finished product. For a service provider, you shall want to establish where, when, and how the service shall be performed. Also, the operational description needs to include the procedures and policies regarding billing and collections, inventory control, contract management, how to preserve quality, and record keeping (Ehmke & Akridge, 2007).

Means of Overcoming Barriers to Change

Several organizations experience difficulty in addressing organizational change, given that there are several obstacles to change and workers are at times hesitant to move past them. Examples of these obstacles are lack of leadership, lack of skills and knowledge, organizational culture, lack of management support, lack of self-interest and engagement, among others (Dahia, Deol, Foronda, Jia, & Reid, 2012). It is mentioned that to rise above opposition to change, in an organization, the following steps are important for change management to be successful (Merrel, 2012):

Communication

It is mentioned that communication is important for change management and that…