Dukes Task 1 Redacted.docx D081 & C714 Task 1: Innovative and Strategic Thinking Course Code: D081 and C714.V2 A1. Discuss how ALL of the following
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Dukes Task 1 Redacted.docx D081 & C714 Task 1: Innovative and Strategic Thinking Course Code: D081 and C714.V2 A1. Discuss how ALL of the following aspects from the scenario affect the companys decision-making process (Unit 3: Module 2) 1. Company culture “Innovative†would be the name of the game when it comes to the company structure. In an innovative company structure, upper management regularly take into account the ideas of all employees - from the bottom on up. The company also listens to the needs of its customers. The founders want to ensure and reiterate that everybodys opinion is appreciated. 2. Organizational structure Boating company is a decentralized organization structure. Decision making is shared amongst all parties, including management and other employees. The founders have an open-door policy and employees can bring them ideas at any time. Major decisions are brought to the table for all employees to collaborate and brainstorm. 3. Mission and vision statements (as they affect the strategic direction) Innovation is part of their company culture. This is reflected in their mission statement and they are committed to innovation when it comes to design, customer service and manufacturing. The company also wants to be environmentally sustainable, and customer needs will be considered when decisions are made. A2. Describe how the companys culture could affect the market entry . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . .. .. . . . . . . . . . . . . . . . . . .. . . . .
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