Question: Top management at Oak Bank felt that, in order to keep ahead of the competition, they needed to sharply improve client services and attract lots of new clients. The plan for doing this was to assign each vice president or senior vice president to either of two separate roles: senior client manager or senior debt manager. The client managers were to spend most of their time out of the office with clients. The debt managers were to remain in the office analyzing proposed deals and executing transactions. Shortly after the plan was put in place, serious, unforeseen problems developed. Most notably, the bank was unable to handle the increased flow of deals. What would you expect to have been among the significant contributors to the problems with the reorganization plan? What might the Oak Bank leadership have done differently to avoid those difficulties?