Building Strategic And Operational Agility - MyAssignmenthelp.com

Question: Discuss about the BuildingStrategic And Operational Agility. Answer: Forms of agility are these videos focusing on Haier consumer electronics is the global leader in the industry. The company plays a very important role in the consumer electronics business under the leadership of Zhang Ruimin and he changed the scenario of the company. He also capitalised on the rise of Chinese middle class family and optimised his operation by producing good quality products. The strategic agility experience of those leaders was very important part of the Haiers outward oriented strategies. Logitech faced a similar problem of declining the retail sales, which affected their companys financial situation in a global market[1]. The new CEOs strategic agility to invest in growth opportunities, maximising the products category as well as maximising profitability and divesting in the non-strategic products are very important part of his strategic quality. His new products categories in the digital electronics and gaming were also a strategic and agile move to acquire more customers. The most important part of the company was to recognise the strategic move that were very essential for the business. The strategic move also lied in the changing the CEO and introducing new gaming division in the company as well as the only to get the operational Excellency. Burberrys agile move was very important part of their strategic enhancements. The CEO of the company initiated Burberrys strategic movement. Agile internal and external digital transformation was a strategic move to change with the global trend of digital transformation[2]. The operation and supply chain management was very important part of the CEOs strategy, which can be identified to be an operationally agile movement of her part. Consolidation all the different part of the digital platform was also consolidated under his supervision. Therefore, her sense of the moving the company to its trench division, focusing on the ownership and control and increasing to the major flagship store division benefited the organisation. The company was consistent in its pursuit of excellence and thus increased its further improvement in sales of 3 billion to 5 billion revenue company. Sky is an entertainment company and known to diversify telephony, TV and broadband. It is technologically advanced company. It is also known for its agility in the corporate strategy to remain in the fourth position in the global market. The company faced immense challenges in the market with Netflix and Amazon Prime. However, the streaming services were on demand Skys content of digital library and user interface of the company is known to be very premium with respect to other services in the market. That is how they differentiated themselves with the competition. The company Li Fung was also global leader in the supply chain company. The company logistics business is also a very good for investment in the company. The companys good outsourcing trends, bargaining power and agility in decision making was also very effective for the company. The company took the challenges posed by ecommerce and took strategically agile decision like divestiture and reorganisation was also given emphasis. Legos also took the strategic agility business strategy by taking revenue growth, operationally optimising and took other steps in innovation through a strategic improvement. The strategic venture of GSK and Maximuscle made the company also learn about the importance of corporate strategy of the company. The Really Useful group is also a conglomerate in the theatrical business which has learnt their lesson in licensing their patterns and looking forward to change their performance based on the trend, time, creativity and performance. The key drivers if stimulating the strategic or operational agility The key drivers to initiate the agile decision-making were the revenue or the profitability of the company. The determinants of the companys strategic agile movement were also the decline in sales and deteriorating customer relationship management. The reduction in the market share of the company was also a checkpoint for these premium brands and flexibility in the technological as well as the industrial cycle. Perceiving the environmental change factors were also very alarming move that contributed to the agile movement in the strategic decision making[3]. Transforming the business value and alleviating the customer experience were also contributing factor for Logitech, Burberry, Lego, Haier and Skys. The companies also intended to increase the value proposition, which had, became the most important part of the agile movement. The key performance metrics helps in alleviating the operational agility, which are backed by the concrete data that the company uses[4]. Identifying the comp etition is also very important part. Most of the all an agile unit, teams, departments and leaders are needed to ultimately implement the change affected by that. Reference Kotter, John P.Accelerate: building strategic agility for a faster-moving world. Harvard Business Review Press, 2014. Junni, Paulina, Riikka M. Sarala, Shlomo Y. Tarba, and Yaakov Weber. "The role of strategic agility in acquisitions."British Journal of Management26, no. 4 (2015): 596-616. Vecchiato, Riccardo. "Creating value through foresight: First mover advantages and strategic agility."Technological Forecasting and Social Change101 (2015): 25-36. ASA Autumn 2017". 2018.Dropbox. https://www.dropbox.com/sh/a35t92bbgqbbv47/AADOH7K-OEcI75HqXuQKDXBMa?dl=0. [1] ("ASA Autumn 2017" 2018) [2] Kotter, John P.Accelerate: building strategic agility for a faster-moving world. Harvard Business Review Press, 2014. [3] Junni, Paulina, Riikka M. Sarala, Shlomo Y. Tarba, and Yaakov Weber. "The role of strategic agility in acquisitions."British Journal of Management26, no. 4 (2015): 596-616. [4] Vecchiato, Riccardo. "Creating value through foresight: First mover advantages and strategic agility."Technological Forecasting and Social Change101 (2015): 25-36.