Analysing and Evaluating Implications

Analysing and Evaluating Implications

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Individual Assignment: Analysing and Evaluating Implications of the Internal Environment For Zara (inditex Group) For Zara (inditex Group)Shared Activity: Mapping and Evaluating Core Skills, Competencies and Capabilities: SCOT, Value-Chain and VRIOS Analysis In this Shared Activity you will conduct research and perform critical analyses of the internal resource base of an organisation that is relatedto the one that you are studying as part of your Final Project for this module. You will examine and probe the work of your peers and then offer potential critical directing questions and specific and constructive ideas for improving your peers’ work. To prepare for this Shared Activity: Review the Readings and, in particular, examine the VRIOS framework and internal value chain information in Pitt and Koufopoulos (2012: Chapter 5). Review the SCOT Analysis document and consider how to best deploy it. You are not required to use the pre-designed templates, but you will be responsible for a robust and complete analysis with implications clearly stated. Choose a business and industry that is related to the business you selected for this Shared Activity. It could be a competitor, supplier, customer or others. To complete this Shared Activity: Prepare a table in Word that replicates Figure 5.3 on page 138 in Pitt and Koufopoulos (2012: Chapter 5). Rather than just using the phrase ‘distinctive capability’ as shown in the left hand column, use the following category boxes, in this order from top to bottom: Skills: 1, 2, 3, and so on (i.e. core individuals in the organisation who bring distinct value to it) Competencies and capabilities: 1, 2, 3, and so on (i.e. work-groups, functional units, discrete activities), as ordered by a detailed rendering of the organisation’s value-chain activities Other strategic assets Using the table to organise your thoughts, make a VRIOS evaluation of the skills, competencies, capabilities and other strategic assets of the organisation you selected for your Final Project. Use the A through D scale as shown in the figure. Be sure to explain what the strategic implications of your analysis are and how the set of implications limits or shapes your strategic recommendations. Be sure to identify specific future strategy actions and recommendations based on your evaluation of options and to provide a basic defense of why your recommended actions are the most appropriate. Note: You may use any and all of the Readings from this unit to support your reasoning. Review your colleagues’ posts. Respond to two or more of your peers by probing the work of your peers and then offer potential critical directing questions andspecific and constructive ideas for improving your peers’ analyses. Be sure to support your postings with evidence from the Readings and current literature from the UoRL Library and other sources. Consult the Harvard Referencing Style Guide for proper citation and referencing information. Referencies: Required Pitt, M., & D. N. Koufopoulos, (2012) Essentials of Strategic Management, London: Sage Chapter 5, ‘Enterprise Resources and Distinctive Capabilities’ (pp.124-160) Mark as complete Crittenden, V. L., & W. F. Crittenden, (2008) ‘Building a Capable Organization: The Eight Levers of Strategy Implementation’, Business Horizons, 51 (4) pp.301-309 Building a capable organization: The eight levers of strategy implementation by Crittenden, V., & Crittenden, W., in Business Horizons, 51/4. Copyright 2008 by Elsevier, Inc. Reprinted by permission of Elsevier Science & Technology Journals via the Copyright Clearance Center. Mark as complete Mantere, S., H. A. Schildt, & J. A. A. Sillince, (2012) ‘Reversal of Strategic Change’, Academy of Management Journal, 55 (1) pp.172-196 Reversal of Strategic Change by Mantere, S., Schildt, H.A., Sillince, J.A., in the Academy of Management Journal, 55/1. Copyright 2012 by the Academy of Management. Reprinted by permission of the Academy of Management (NY) via the Copyright Clearance Center. Mark as complete Reeves, M., & M. Deimler,(July 2011) ‘Adaptability: The New Competitive Advantage’, Harvard Business Review, Available at: https://cb.hbsp.harvard.edu/cb/pl/22461329/23097331/2858e515b0065b2c6233a7a69e18b8f9 (accessed:15/11/13) The authors of this article make a compelling case that, if organzations are going to benefit from sound strategic thinking, they must also be able to adapt quickly and have the capabilities to be really good at learning how to do new things in new ways. There are smart organisations, there are healthy organisations and there are learning organisations—which need to be both smart and healthy—as they are prerequisites for adaptability. Mark as complete Schulz, W. C., & Hofer, C. W. (1999). ‘Preface’, in Creating Value through Skill-Based Strategy and Entrepreneurial Leadership, London: Pergamon Creating value through skill-based strategy & entrepreneurial strategy (1st Ed.) by Schulz, W. C., & Hofer, C. W. Copyright 1999 by Emerald Group Publishing Limited. Reprinted by permission of Emerald Group Publishing Limited via the Copyright Clearance Center. The authors introduce concepts and measures of an enterprise’s success, from classic measures to more contemporary ones. They define the theories and correlate them to business strategy as an active organisational endeavor. Mark as complete Schulz, W.C., III. (2012) ‘Towards a More Precise SWOT Analysis: SCOT Analysis & Competitive Potential’, in Schulz, W. C., III., Using “Tools for Tracking Your Strategic Thoughts”. Unpublished manuscript. Schulz, W.C. (2013). Tools for Tracking Your Strategic Thoughts; companion to spreadsheet, pp.1-26. Baltimore, MD: Walden University