Reference no: EM133946569

Assignment:

Organizing for the age of urgency

As digitization, advanced analytics, and artificial intelligence (AI) sweep across industries and geographies, they aren't just reshaping the competitive landscape; they're redefining the organisational imperative: adapt or die. The average large firm reorganizes every two to three years, and the average reorganization takes more than 18 months to see.

As a result, companies are beginning to experiment with increasingly radical approaches. We're struck by a commonality among those who get it right: they create adaptive, fast-moving organisations that can respond quickly and flexibly to new opportunities and challenges as they arise. In doing so, they're moving intelligent decision making to the front lines. That's in sharp contrast to the standard, "safer" modus operandi of capturing data, sending it up a hierarchal chain, centrally analyzing it, and sending guidance back. Several of these forward-thinking organisations now starkly describe their decision making as being pushed to the "edges"-to and beyond employees, past the organisation's four walls, and out to consumers and partners. The process functions more like a network and less like a chain of command.

When you compete in a marketplace that moves so quickly, the default outcome is to fall behind. If your organisation is to have any hope of keeping up, it will need to be reconceived as fast, quick to turn, and even quicker to emerge from rapid pit stops and tune-ups. One could almost analogize to a race car-almost, because race cars typically run on a fixed track toward a clear finish line. Your organisation's race, by comparison, is toward an unknowable destination. And that race doesn't end.

Adapted from Source:

QUESTION 1. With reference to the extract, explain how Porters Five Forces Model could be used to analyze the intensity of competition in such industries. (A diagram is not required).

QUESTION 2. With reference to the extract, discuss the external forces that can impact on an organisations performance.Exclude competitive forces from your response.

QUESTION 3. Explain the concepts forward and backward Integration.

QUESTION 4. Discuss the THREE (3) Intensive Strategies that organisations can apply.

QUESTION 5. Discuss the functions of marketing highlighting the activities.

QUESTION 6. 1. Explain product positioning and how to utilize it as a strategy implementation tool.

6.2 Elaborate on the THREE (3) major R&D approaches when implementing strategies and discuss how R&D policies can enhance strategy implementation efforts.