Campbell has three main alternatives to Dubinsky's ultimatum. First, he can get Dubinsky out. She failed to convince managers and teams, the JIT proposal would damage the company. Furthermore, the fighting approves Dubinsky's ultimatum to disband the group, which would breed resentment among all members for a few months, and could be a waste of time. However, Dubinsky has a powerful record, with many of the relationships with major retailers. Dubinsky described Campbell as a unique asset; its exit would have an overall negative impact on Apple. Another option is to tacitly question the requirements, methods and terms of the ultimatum in support of Dubinsky. This program has the advantage that Dubinsky will remain with the company and will have the opportunity to save herself and her ideas. Such an approach would have given Dubinsky the decision to begin his position in the ownership of the company. The disadvantage of this alternative is the need to cancel the executive's previous decisions, which he himself approved by the task force. This option also requires Scully to defend herself, Dubinsky's public criticism recently giving her this may be difficult. Finally, Campbell may attempt a compromise, such as temporarily disbanding the task force, and delay the decision to allow additional time for further analysis. This approach, which recognizes Dubinsky's experience and authority in the area of ​​distribution, is not completely disarmed by the Panel. She was subjected to a JIT analysis that could persuade Dubinsky's suggestion or provide her with compelling rebuttal material to install. I would recommend the third option, but Dubinsky, needs to develop a thorough analysis to reconvene the task force, before any final decisions are made. and recommendations. Deployment of...... half of the document......Binsky's team advises companies to consolidate the administrative activities of six customer service centers divided into three, while maintaining all existing warehouse. His proposal to allow Apple to reduce costs through layoffs while maintaining its distribution services. Although she was prepared to analyze, Campbell researched her options on Apple's organizational structure and ultimately made a similar change to its board. The new structure eliminates 20% of the workforce, gets Dubinsky, director of sales support, reporting directly to Campbell. Although many people think it was for promotion, Dubinsky thinks it was a lateral move. Apple's distribution plan was recommended by her, but due to her new position, Dubinsky will not execute it. Dubinsky left Apple in 1991, the year along with Palm, Inc., which he later sold to US Robotics. In 1998 she became CEO of Handspring .