While the company has always participated in some level of contracting, it has always focused more on its door and window business. We recently built ourselves a new headquarters in order to show the public that we are interested in growing that side of things. Things were looking up, and we were in early negotiations with several potential clients, but then reports came out that people have started dying, or becoming seriously injured, as a direct result of our products. I’m not trying to throw my coworkers under the bus, but there is no doubt in my mind that Analion is responsible. No one would have made the connection between these disparate incidents if there wasn’t one. Of course, this scandal did a fine job of halting all progress we made with hopeful clients. I can’t exactly blame all that on another department to get them back to the table, can I? As long as I work here, I represent the organization as a whole, and I’m bound to protect all of its interests, even when they conflict with each other. My initial thought on a solution would be to amputate every department involved with windows, including product development and current marketing structure. We should distance the successful branches from the unsuccessful ones, and then rebuild ourselves with entirely new teams. I know that sounds harsh, and a lot of people will lose their jobs, but we have to do something to save the company. We have to show our clients that we can still help them; that we own up to our mistakes, and that we have taken care of the problem. I don’t know for sure if this will help, but I do know that cowering behind lawyers, denial, and “no comment”s isn’t going to do any good. Other companies have tried that, and their public image, if not permanently ruined, takes years to recover. I’m right now mustering the courage to head upstairs and discuss this with the president. He’s a reasonable person, and would be the only one I have any hope of getting through to. Wish me luck.
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