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    Kay Sunderland IGB 16

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    Abhinav Singh
    Kay Sunderland was the account director at Attain Learning responsible for a new project with Gramen Equipment Company. The project involved developing an online financial training course for Gramen managers. Mike Morgan, the content director, directly contacted the client about content for the course, which violated the process where the account director is the sole client contact. This irritated the client. Sunderland needed to clarify roles and communication processes with Morgan to prevent future issues, and notify her boss to smooth things over with the important client, as the project's success was crucial for Attain.

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    Kay Sunderland IGB 16

    Uploaded by

    Abhinav Singh
    260 views2 pages
    Kay Sunderland was the account director at Attain Learning responsible for a new project with Gramen Equipment Company. The project involved developing an online financial training course for Gramen managers. Mike Morgan, the content director, directly contacted the client about content for the course, which violated the process where the account director is the sole client contact. This irritated the client. Sunderland needed to clarify roles and communication processes with Morgan to prevent future issues, and notify her boss to smooth things over with the important client, as the project's success was crucial for Attain.

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    Kay Sutherland Case

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    Kay Sunderland was the account director at Attain Learning responsible for a new project with Gramen Equipment Company. The project involved developing an online financial training course for Gramen managers. Mike Morgan, the content director, directly contacted the client about content for the course, which violated the process where the account director is the sole client contact. This irritated the client. Sunderland needed to clarify roles and communication processes with Morgan to prevent future issues, and notify her boss to smooth things over with the important client, as the project's success was crucial for Attain.

    Copyright:

    © All Rights Reserved
    Download as DOCX, PDF, TXT or read online from Scribd
    Download as docx, pdf, or txt
    260 views2 pages

    Kay Sunderland IGB 16

    Uploaded by

    Abhinav Singh
    Kay Sunderland was the account director at Attain Learning responsible for a new project with Gramen Equipment Company. The project involved developing an online financial training course for Gramen managers. Mike Morgan, the content director, directly contacted the client about content for the course, which violated the process where the account director is the sole client contact. This irritated the client. Sunderland needed to clarify roles and communication processes with Morgan to prevent future issues, and notify her boss to smooth things over with the important client, as the project's success was crucial for Attain.

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    of 2

    Case Study: Kay Sunderland: Making the Grade at Attain Learning

    Situation Analysis: Attain offered custom business solution that combined traditional
    corporate training methods with dynamic multimedia content and case studies. The main
    product line was focussed on developing financial acumen in non-financial managers. Caroline
    Nicholas, founder and CEO of Attain Learning, had signed an initial contract with Gramen
    Equipment Company to train its employees in company headquarters. As per the agreement,
    Attain would provide customized online financial course 60 middle level managers. After the
    end of the program, Attain would facilitate aa 3 day program to strengthen their financial
    principles.
    Gramen was an important project for Attain learning as the success of this project would help
    them grab a long-term contract. To carry out this project, Chama thought Sunderland to be fit
    for handling this challenging project and ensure that the deployment was flawlessly conceived
    and executed. Kay Sunderland was one of the two Account directors responsible for client
    service activities at Attain. She had been handling 3 high profile clients at Attain and was well
    respected by her workers. Sunderland had a great strategic mindset and was straightforward in
    expressing her critical views. As a manager her main source of power was the control which
    she had over her workers. Once she got the order, she would carry out the job single-mindedly
    and was inflexible as well as over demanding.

    Mike Morgan, content director, managed the content creation for Attain’s custom program.
    The account director and content director would have a series of meetings with the client to
    understand his needs and the content director would then create a rough sketch of the content
    which would be presented to COO. After COO’s valuable input and with proper revised
    content, account director would schedule meeting of content director and client where the
    content director would pitch several ideas for programs content to the client and account
    management team. Mike liked the entrepreneurial environment and had out of the box approach
    to the problem. His main source of power was his openness and flexibility which facilitated his
    style of working. He would often challenge the client’s idea and develop creative content.
    During the Gramen project, Mike and his team spent a lot of time in taking inputs to develop a
    tailormade content for the firm. His team met with Nunez, Chief Learning Officer of Gramen,
    who was not convinced with the content and made clear his two priorities which were
    increasing inventory turnover and capital utilization. Morgan had less than a month to develop
    an entirely new case study and finish the content development.
    The problem arrived when Nunez reached out to Nicholas about Mike’s voice messages which
    had irritated Nunez. Morgan had called directly to Nunez which was forbidden as it was the
    account director who was authorised to contact client.
    Sunderland, as an account director should talk to Morgan to make him clear about the
    delegation of power. Also, she should intimate Chama about the same to placate the situation
    at his level with Gramen Equipment company. Morgan overstepped his boundaries by directly
    reaching out to Nunez which irked him a lot. Nunez conveyed his displeasure about Morgan
    and this could have strained the client relation thereby jeopardizing the possible future long-
    term contract. The issue with Morgan was that he didn’t follow the proper channel. He didn’t
    like the bureaucracy and hence failed to understand the importance of a proper channel of
    communication. Sunderland should meet Morgan face to face and advise him not to repeat any
    such behaviour as this might cause severe repercussions in the future for the company. Also,
    Sunderland should also keep in regular touch with the progress of the project, ask for any kind
    of problem they might have come across and give useful inputs or take it to the COO for
    suggestions.

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