Chat with us, powered by LiveChat 14: Discussion Forum Module 14: Discussion ForumDuring this course you have learned that the business environment is in a state of con | EssayAbode

14: Discussion Forum Module 14: Discussion ForumDuring this course you have learned that the business environment is in a state of con

 

14: Discussion Forum

Module 14: Discussion ForumDuring this course you have learned that the business environment is in a state of constant change and new circumstances will require new strategies and new approaches to implementing those strategies. Apply what you have learned as you discuss the following questions.

  1. Describe the global business environment that is likely to develop in the next ten years.
  2. Considering what you learned in the article, Sociocognitive Perspectives in Strategic Management in this week's required reading, which of the three topics areas identified in the article do you think is most influential to strategic management in KSA and why? 

Embed course material concepts, principles, and theories (which require supporting citations) in your initial response along with at least one scholarly, peer-reviewed journal article. Keep in mind that these scholarly references can be found in the Saudi Digital Library by conducting an advanced search specific to scholarly references. Use APA style guidelines.You are required to reply to at least two peer discussion question post answers to this weekly discussion question and/or your instructor’s response to your posting. These post replies need to be substantial and constructive in nature. They should add to the content of the post and evaluate/analyze that post’s answer. Normal course dialogue doesn’t fulfill these two peer replies but is expected throughout the course. Answering all course questions is also required. 

 Required: 

*

CONTEMPORARY STRATEGY ANALYSIS

tenth edition

Robert M. Grant

John Wiley & Sons Ltd., 2019

Chapter 15

Current Trends in

Strategic Management

The New Environment of Business

New Directions in Strategic Thinking

Redesigning Organizations

The Changing Role of Managers

Current Trends in

Strategic Management

Copyright © 2019 John Wiley & Sons, Inc.

OUTLINE

The Turbulent 21st Century

2000: Collapse of “New Economy”

  • Dot.com bubble bursts
  • March 2000 NASDAQ

at all-time peak

Terrorism

  • Attacks of September 11, 2001
  • Invasion of Afghanistan

& Iraq

Volatile Markets

E.g. Brent crude June ’09 $148; Dec. ‘09 $38

Decline of US

world influence

–emergence of a

multi-polar world

Globalization reverses

The rise of economic nationalism

2008-9:

Financial crisis

The Third Industrial Revolution:

  • Digital technologies
  • Intelligent systems
  • Disintermediation of human beings

Demands of society

  • Social & environmental responsibility
  • Ethics & fairness
  • Quest for meaning

Natural Disasters

Hurricanes, earthquakes, fires

2011:

Arab Spring

THE NEW ENVIRONMENT OF BUSINESS

Copyright © 2019 John Wiley & Sons, Inc.

The New Politics

  • The decline of liberalism
  • The rise of demogogues
  • The politics of identity

Digital Technology

  • Destruction of industries: travel agencies, bookstores, broadcast TV
  • Rise of new industries: e-commerce, ride-share services, audio & video streaming, shared ownership,
  • Transformation of industries: financial services, communications, dating

Social Forces and the Crisis of Capitalism

  • Twin pillars of Western civilization—liberal democracy & market capitalism—undermined by inequality, intolerance, decline of rationalism

Competition

  • Rise of dominant firms: in mature sectors (A-B Inbev, Starbucks, Boeing, Walmart; in new industries (Alphabet, Apple, Alibaba, Amazon, Facebook, Tencent)
  • New competitors from emerging markets (Huawei, Haier, Infosys, Embraer)

Systemic Risk

  • In interconnected world,initiasl disturbances are amplified and transmitted: e.g. Financial crisis of 2008-9, Arab Spring, Islamic State

Forces Shaping the Business Environment

THE NEW ENVIRONMENT OF BUSINESS

Copyright © 2019 John Wiley & Sons, Inc.

Ratio of average CEO compensation to

that of the average worker, USA 1965-2016

THE NEW ENVIRONMENT OF BUSINESS

Chart1

1965
1970
1975
1980
1985
1990
1995
2000
2005
2010
2015
2016
Ratio of CEO pay to that of average worker
20
22
25
32
51
62
123
384
335
278
286
271

Sheet1

Ratio of CEO pay to that of average worker
1965 20
1970 22
1975 25
1980 32
1985 51
1990 62
1995 123
2000 384
2005 335
2010 278
2015 286
2016 271

NEW DIRECTIONS IN STRATEGIC THINKING

Managing Options

  • Turbulence increases option values
  • Strategies to create options: lower

financial leverage, experimentation,

exploratory R&D, alliances,

product platforms

Seeking

More Complex Sources

of Competitive Advantage

  • Multiple layers of competitive advantage
  • Exploiting cross-business linkages
  • Emphasis on innovation and new

business development

Understanding

Strategic Fit

  • Complementarity of management

practices

  • The implications of complexity
  • Contextuality of linkages

Reorienting

Corporate Objectives

  • Emphasis on stakeholder goals

and societal role of firms

  • Focus on profit drivers rather

than stock market valuation

Rethinking Strategy

© 2019 Robert M. Grant

www.contemporarystrategyanalysis.com

Strategy

in a Digital World

  • See next slide

4

4

The strategic characteristics of digital industries

Industry

structure

Importance of

complementary products

Network externalities

Complex industry

Structures (“ecosystems”)

Potential for complex and innovative business models

Competitive

advantage

Fast cycle innovation and product development

Swift erosion of competitive advantage (unless supported by network dominance)—hence need for speed

Ease of imitation of successful strategies

Critical importance of timing: strategic windows of short duration

Platform competition and winner-take-all markets)

Strategic characteristics

Strategy implications

Fungibility of IT resources

Ease of diversification between technology-based industries

NEW DIRECTIONS IN STRATEGIC THINKING

Copyright © 2019 John Wiley & Sons, Inc.

The New Environment of Business

Multidimensional

structures

Informal

organization

REDESIGNING ORGANIZATIONS

The Emerging Shape of the Business Enterprise

New Directions in Strategic Thinking

Self-

organization

Permeable

Boundaries

Copyright © 2019 John Wiley & Sons, Inc.

4

4

THE REQUIRED

COMPETENCIES OF

BUSINESS LEADERS

  • motivating colleagues
  • cultivating sense of purpose
  • cross-cultural flexibility
  • self-awareness
  • resolve
  • proactivity
  • problem-solving
  • relationship building
  • vision

THE LEADERSHIP

NEEDS OF

ORGANIZATIONS

The ability to:

build confidence

build enthusiasm

cooperate

deliver results

form networks

influence others

use information

New Models of Leadership

Copyright © 2019 John Wiley & Sons, Inc.

THE CHANGING ROLEOF MANAGERS

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