D081_Task_1.docx D081 Task 1: Innovative and Strategic Thinking Course Code: D081 A1. Discuss how ALL of the following aspects from the scenario affect the companys decision-making process (Unit 3: Module 2) 1.Co
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D081_Task_1.docx D081 Task 1: Innovative and Strategic Thinking Course Code: D081 A1. Discuss how ALL of the following aspects from the scenario affect the companys decision-making process (Unit 3: Module 2) 1.Company culture This companys culture is a driving force behind their decisions and business activity. The scenario describes their culture as one of innovation. They foster innovation by offering employees incentives for ideas and have created labs where customers can use and evaluate products, offering ideas for improvements. The companys culture shines through as they develop their new foldable boat in India: Leadership has decided to include local fishers in the design and testing of their product. 2.Organizational structure The company has a decentralized organizational structure. Leadership has an open-door policy where employees are concerned and are available for collaboration, to assist with decision making, and for other personal reasons. This is shown in their openness to partner with the National Fisheries Development Board to ensure Indian standards are met regarding product materials and preservation of the ecosystem. 3.Mission and vision statements (as they affect the strategic direction) It appears that this Company takes its Mission and vision statements seriously. Their mission statement is: “We will provide the most innovative, customer-driven design and growth in the industry.†They are doing exactly this as they bring a new, economi. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . .. .. . . . . . . . . . . . . . . . . . .. . . . .
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