Synergetic Solutions: An Internal Report
Jennifer M. Gribbins
University of Phoenix

Author Note
This report was prepared on February 25, 2013, for Com/530, Communication for Accountants taught by Dr. Sherman.
Synergetic Solutions: An Internal Report
Synergetic Solutions Inc. is a $6 million company that assembles and resells leading computer brands (University of Phoenix, 2013). With nearly 300 employees in five locations, most possess only basic computer assembly knowledge and trouble shooting skills (University of Phoenix, 2013). Driven by the stagnant system integration market, CEO Harlod Redd made an important strategic decision to focus on the networking solutions business of designing and implementing complex computer networks (University of Phoenix, 2013). Mr. Redd’s lofty goal is to raise networking revenues to 80% of total sales, which are targeted at $12 million in the next nine months (University of Phoenix, 2013). Other quarterly growth targets such as employee involvement, productivity, and absenteeism are based on industry benchmarks (University of Phoenix, 2013).
What are the drivers for change?
Synergetic Solutions is changing its focus from a computer trading organization to a networking design hot house (University of Phoenix, 2013). In doing so, they are experiencing some huge internal drivers of change. Technological capacity of the current work force is a stumbling block. Most of the staff possesses only basic computer assembling and trouble shooting skills with only a few specialists being higher skilled. Synergetic Solutions needs to upgrade the current employee skill set and/or hire new employees with relevant skills. The organization of the machinery and equipment needs to be redesigned to move from a departmental set up to a team based layout. The management systems need updating to develop new HR policies to help