Employees at the People’s Bank do not trust management and thereis a shared perception that information is not shared andcommunication within the organization is inadequate. On January14th 2018, Roxanne Padmore was assigned the task of selecting andimplementing an investment management software at the People’sBank. The software was intended to eradicate the need for paper andenhance the execution of transaction between various departments.Some of the eventual users of the software included the compliance,audit, investment execution and wealth management departments. Theteam selected for implementing the software comprised primarily ofpersonnel from the wealth management department. The softwareselected by Ms. Padmore and her project team is now being used bythe organization. At the end of the implementation processemployees complained that the software selected was not userfriendly and the software previously used was more effective.Employees also indicated that although Ms. Padmore surveyed theorganization on the preferred choice of software, the eventualchoice was not the best and cost millions of dollars. The softwarechosen by Ms. Padmore and her team was the leading brand in manydeveloped countries, used by many banks and the Journal ofInvestment Management Software stated “it was highly effective andlead to long run cost savings”. However, employees have indicatedthat the software was not user friendly and has many deficiencies.Furthermore, the use of the software prevents employees fromfulfilling critical job functions. Moreover, John Smith an employeein the Compliance Department stated that “the software did not takeinto consideration the peculiarities of the Caribbean and assumedthat one size fits all.” Ms. Padmore and the wealth management teamthat were responsible for implementation have all left theorganization.

(g)   How can SIPOC be used at the People’s Bank.