MT-460 Management Policy and Strategy Unit 9 Assignment_Kevin Mahler

T ABLE OF C ONTENTS Implementation Strategy To effectively execute the distinctive innovative product concept at Fujifilm and enhance competitive advantages, the firm must focus on several important criteria. Primarily, it is essential to establish efficient communication to ensure that all team members and employees comprehend the objectives of the strategy and their respective roles in its execution. Effective deployment of resources, encompassing financial, technological, and human resources, will be vital for the project's triumph (Dasan, 2022). Enabling interdepartmental collaboration will enable us to efficiently leverage diverse capabilities. Participating employees will gain advantages from training and development opportunities during the implementation process. Furthermore, we will establish performance metrics and key performance indicators (KPIs) to monitor progress and implement necessary adjustments based on informed analysis. Placing a strong focus on change management strategies will help guide you through any necessary organizational adjustments. Client feedback and adaptation will be crucial for effectively fulfilling client demands and remaining pertinent in a turbulent sector. Ultimately, fostering a culture that consistently strives for better will stimulate further advancements and enhance our competitive advantage. We firmly believe that by executing these strategies, our innovative product will flourish in the market and lead our company to unprecedented success. 1. Successful Strategy Implementation Implementing a strategy for a new product like an at-home pregnancy ultrasound device involves several key steps such as: market research, product development, regulatory compliance, production and supply chain management, marketing and sales strategy, customer support and service, and continuous improvement. By successfully implementing these steps, Fujifilm could potentially gain a competitive advantage in the market for at-home pregnancy ultrasound devices. However, it is important to note that this is a complex process that requires careful planning and execution. It is also crucial to ensure that the product truly meets the needs of users and provides value over existing solutions. 1.1 Value Chain & Strategic Implementation Managing the value chain effectively is crucial for the successful implementation of the strategy for the at-home pregnancy ultrasound device. Fujifilm should strive for operational efficiency in the production of the ultrasound devices. This could involve investing in advanced manufacturing technologies, implementing lean manufacturing practices, and regularly training staff to keep their skills up-to-date. Fujifilm should ensure that the devices are distributed efficiently to retailers or directly to consumers. Fujifilm should develop effective marketing strategies to promote the ultrasound devices. After-sales service is crucial for maintaining customer satisfaction and loyalty. By managing these components of the value chain effectively, Fujifilm could enhance its competitive advantage and increase the chances of the at-home pregnancy ultrasound device being a success in the market. 1.2 Organizational Design & Strategic Implementation The ideal organizational design to ensure the successful implementation of the strategy for the at-home pregnancy ultrasound device could be a matrix structure. Given the interdisciplinary nature of this project, it would be beneficial to have cross-functional teams. A project manager with experience in product development and market launch should lead the project. The project should have the backing of senior management to ensure that the project has the necessary resources and can overcome any organizational barriers. There should be open communication channels within the organization to

T ABLE OF C ONTENTS The CEO is at the top, overseeing the entire organization. The Product Strategy Manager is responsible for leading the ultrasound device project. They coordinate the activities of the cross-functional team and report directly to the CEO. The R&D Specialist, Marketing Specialist, Sales Specialist, and Operations Specialist are part of the cross-functional team. They each bring their unique expertise to the project and report to the Product Strategy Manager. The Other Functional Managers oversee other functions within the organization and report to the CEO. This framework enables the cooperation and exchange of information among many departments, which is essential for the effective execution of the strategy. It also provides clear lines of authority and responsibility, ensuring that everyone knows their role in the project.  2.2 Strategy Team Philosophy The optimal structure for implementing the strategy for an at-home pregnancy ultrasound device could be a Matrix Structure, which is a blend of hierarchical and flat structures. In a matrix structure, power is shared between project managers and functional managers. This allows for efficient allocation of resources and ensures that all aspects of the strategy are effectively addressed. Matrix structures facilitate cross-functional collaboration. Team members from different departments such as R&D, marketing, sales, and operations can work together on the project, bringing their unique expertise and perspectives. Matrix structures are more flexible than traditional hierarchical structures. They allow for the formation of project teams as needed, which can be disbanded once the project is completed. In a matrix structure, communication can flow both vertically and horizontally. This ensures that information is shared quickly and effectively, which is crucial for the successful implementation of the strategy. Matrix structures provide opportunities for team members to develop new skills by working on different projects and with different teams. By adopting a matrix structure, Fujifilm could enhance its ability to successfully implement the strategy for the at-home pregnancy ultrasound device. However, it is important to note that matrix structures can also be challenging to manage due to the potential for conflicts between project and functional managers. Therefore, clear roles and responsibilities, effective communication, and strong leadership are crucial for the success of this structure.

T ABLE OF C ONTENTS “Market Research” is a high priority because understanding the market is crucial for making informed decisions about product development, marketing, sales, and other initiatives. The prioritization also takes into account the dependencies between initiatives. Some initiatives need to be completed before others can start. For example, “Product Development” needs to be completed before “Marketing Strategy” can fully start. To ensure that the organization is effectively working towards its strategic goal, it is important to comprehend the interconnection between the strategic goal, each objective, and each initiative. By appropriately prioritizing each initiative, the organization can concentrate its efforts on the most influential activities and make consistent progress towards achieving its strategic goal. 3.2 Timeline & Milestones A project timeline is a graphical depiction of the project's timetable, illustrating the order and timing of tasks, events, and milestones. It offers a comprehensive outline of the entire project, encompassing all stages from initiation to completion, so enabling all stakeholders to comprehend the tasks and their respective timelines. A milestone in project management refers to a noteworthy occurrence or accomplishment that signifies the successful conclusion of a critical stage or component of the project. It functions as a milestone in the project schedule, signifying advancement and facilitating the coordination of activities.   Q1 Q 2 Q 3 Q 4       Product Development Finalize product design (January 15, 2025) Complete prototype (February 28, 2025) Pass safety and functionality tests (March 31, 2025) Start mass production (April 30, 2025) Market Research Define target market (January 15, 2025) Gather market data (February 15, 2025) Analyze market data (March 15, 2025) Finalize market entry strategy (April 15, 2025) Regulatory Compliance Identify relevant regulations (January 31, 2025) Ensure product design complies with regulations (February 28, 2025) Pass regulatory inspections (March 31, 2025) Obtain necessary certifications (April 30, 2025)       Supply Chain Management Identify suppliers (February 15, 2025) Negotiate contracts with suppliers (March 15, 2025) Establish production processes (April 15, 2025) Start mass production (April 30, 2025) Figure 3. Timeline & Milestones Holding the team accountable to monitoring, maintaining, and meeting each milestone in the timeline is crucial for the successful implementation of the strategy ("Project timelines," 2023). Here is how this can be done:

T ABLE OF C ONTENTS Business Case The “Product Development” project for the at-home pregnancy ultrasound device has been approved due to the significant benefits it is expected to bring to the organization:  Market Differentiation: The at-home pregnancy ultrasound device is a novel product that can differentiate the organization in the market. It can position the organization as an innovator and leader in the healthcare technology sector.  Meeting Customer Needs: The product is designed to meet a clear customer need for convenient and user-friendly pregnancy monitoring. This can lead to high customer satisfaction and loyalty.  Revenue Generation: The product has the potential to generate significant revenue for the organization. Given the size and growth of the healthcare technology market, the financial benefits could be substantial.  Brand Enhancement: Launching a successful new product can enhance the organization’s brand. It can reinforce the organization’s reputation for quality, innovation, and customer focus.  Competitive Advantage: The successful development and launch of the product can provide a competitive advantage. It can enable the organization to capture market share and stay ahead of competitors. External Dependencies To ensure the success of the “Product Development” project for the at-home pregnancy ultrasound device, the following are needed:  Clear Vision and Goals: The project team needs to have a clear understanding of the vision and goals of the project. This includes understanding the target market, the desired features and functionalities of the product, and the expected outcomes of the project.  Skilled and Dedicated Team: The project requires a team with the right skills and expertise. This includes product designers, engineers, regulatory experts, and others. The team needs to be dedicated and committed to the success of the project.  Adequate Resources: The project requires adequate resources, including financial resources, time, and equipment. These resources need to be allocated effectively to ensure the project is completed on time and within budget.  Effective Project Management: The project requires effective project management to ensure that it stays on track. This includes planning, coordinating, monitoring, and controlling all aspects of the project.

T ABLE OF C ONTENTS o Conduct market research and feasibility studies. o Prototype development and testing. o Iterative design improvements.  Clinical Trials and Regulatory Compliance  ($30,000): o Collaborate with medical professionals for clinical trials. o Obtain necessary approvals (FDA, CE, etc.).  Manufacturing and Quality Assurance  ($50,000): o Scale up production. o Ensure quality control and safety standards.  Marketing and Launch  ($20,000): o Create awareness through targeted campaigns. o Launch events and promotional materials.  Distribution and Customer Support  ($10,000): o Logistics for product distribution. o Customer service setup.  Contingency Reserve  ($10,000): o Allocate funds for unforeseen challenges during development. Resources – Equipment & Materials The practical requirements and essential materials for successfully launching and executing our strategic initiative project include the following: 1. Equipment and Tools : o Data Projector : For presentations, training sessions, and stakeholder meetings. o Computers and Software : Necessary for development, design, and project management. o Manufacturing Machinery (if applicable) : For producing physical components of the ultrasound device. o Quality Control Equipment : To ensure product reliability and safety. 2. Materials and Supplies : o Prototyping Materials : For creating initial ultrasound device prototypes. o Testing Kits : To validate the accuracy and performance of the device. o Packaging Materials : For shipping and retail packaging. o User Manuals and Documentation : Printed or digital materials for end-users. o Marketing Collateral : Brochures, posters, and digital content. 3. Logistics and Transportation : o Vehicles : For transporting equipment, materials, and team members. o Shipping Services : To distribute the final product to customers. 4. Data and Information : o Market Research Data : Understand user needs, preferences, and market trends. o Competitor Analysis : Insights into existing ultrasound devices. o Regulatory Guidelines : Compliance requirements for medical devices. o Financial Data : Profit and loss statistics, budget projections. o Annual Reports : Understand the company’s financial health. 5. Human Resources : o Team Members : Skilled professionals in R&D, design, manufacturing, marketing, and quality assurance. o Project Managers : To oversee timelines, budgets, and deliverables.

T ABLE OF C ONTENTS project. Contemporary tools and technology will expedite processes and enhance efficiency, while dedicated places will offer individuals the necessary area to collaborate and foster innovation.

T ABLE OF C ONTENTS Strategic Goals, Objectives, & Incentives The concept of continuous improvement refers to a systematic process aimed at enhancing procedures, goods, and services throughout time. It involves a commitment to ongoing assessment, education, and adjustment, allowing firms to stay agile and adaptable in a dynamic commercial landscape. We foster a culture that encourages innovation and effectiveness by integrating this concept into our strategic implementation. Motivating employees to actively pursue innovative concepts, optimize the utilization of existing resources, and align their actions with the strategic objectives of the firm ultimately leads to enhanced competitive advantages. 6.1 Continuous Improvement Philosophy The company will adhere to the principle of Kaizen, which emphasizes ongoing improvement. The term "kaizen" in Japanese translates to "improvement" or "change for the better." By including all employees at every level, it emphasizes small, incremental modifications in procedures, products, and services (Suárez-Barraza, 2023). To enhance overall productivity and quality, our focus will be on identifying inefficiencies, eliminating waste, and streamlining procedures. Employees will be incentivized to suggest enhancements and implement modifications through frequent improvement workshops and feedback sessions. By integrating Kaizen into our organizational culture, we ensure that all individuals are committed to the pursuit of excellence and the attainment of sustainable competitive advantages. 6.2 Problems & Challenges Fujifilm will employ a systematic strategy to investigate and resolve challenges and barriers. Our team will conduct a root cause analysis to identify the fundamental reasons behind problems that arise. The difficulties will be prioritized based on their impact on our strategic objectives. Teams including members from many disciplines will be assembled to generate feasible concepts and evaluate their feasibility. The system will execute the suggested plan, monitor its progress, and assess its effectiveness. Consistent feedback cycles will provide ongoing growth and adaptability to address emerging challenges. 6.3 Continuous Improvement for Competitive Advantage To foster a continuous improvement culture   within the Fujifilm organization and ensure sustained competitive advantages, they must cultivate an environment that embraces innovation, collaboration, and data-driven decision-making. Their top leadership, including the CEO and board members, must actively champion continuous improvement. They should integrate it into succession planning and exhibit lean behaviors themselves. They need to instill the belief that improvement is everyone’s responsibility. Encourage employees to seek better ways of doing things and view challenges as opportunities for growth. Transparently share organizational goals and track progress. Provide visibility to frontline employees and management on what’s working and what needs improvement. Break down silos by promoting cross-functional collaboration. Share successful improvement stories across the organization to inspire others. Align improvement efforts with customer needs. Deliver products and services that exceed customer expectations. Fujifilm must establish a continuous improvement operating system. Regularly review progress, celebrate successes, and recalibrate as needed. By weaving these elements

T ABLE OF C ONTENTS into their organizational fabric, we can create a dynamic environment where continuous improvement thrives, leading to lasting competitive advantages.

T ABLE OF C ONTENTS Culture & Performance The culture of our firm is vital for the successful implementation of our plan for the innovative new product concept. Team members are motivated to contribute ideas and experiment with innovative approaches in an environment that appreciates creativity, collaboration, and taking risks (Pathiranage et al., 2020). Research indicates a positive association between enhanced organizational performance and competitive advantage and a robust innovative culture. 7.1 Purposeful Organizational Culture At Fujifilm, our organizational culture is a bedrock for driving innovation and implementing strategic initiatives. Our core values “ open, fair, and clear”—shape our actions and decisions. Our culture emphasizes trust and integrity. This foundation enables us to take brave challenges and create new value. As we introduce the ultrasound device, our transparent communication and ethical practices build trust with stakeholders. Fujifilm’s relentless pursuit of innovation is ingrained in our culture. We view change as an opportunity for growth. Our employees, fueled by this mindset, drive the successful implementation of the ultrasound device. Our culture celebrates the fusion of base and core technologies. By combining these, we create innovative products. The ultrasound device leverages our imaging expertise, ensuring it meets changing societal needs. 7.2 Cultural Web The organizational cultural web will have a significant influence on the successful implementation of our approach. Symbols and rituals will effectively promote the value of innovation and customer-centricity by influencing staff behavior. To effectively respond to market needs, power structures will encourage collaborative decision-making (Pathiranage et al., 2020). Organizational structures will facilitate rapid decision-making and collaboration across different functions. Control systems will prioritize outcomes and continuous improvement. 7.3 Cultural Fit & Cultural Add Our primary focus will be on effectively executing our strategy by managing the "cultural fit" and "cultural add" inside our workforce. We will dedicate significant resources to assess the degree of congruence between new team members and our existing organizational culture. In addition, we will seek to recruit individuals who can offer distinctive perspectives and innovative ideas that enhance and make a positive impact on our existing culture. To enhance our competitive advantage, we will employ regular communication, training, and open talks to foster a healthy and inclusive work environment that values both cultural fit and cultural add. 7.3.1 Organizational Culture Conflicts Disputes over organizational culture shall be addressed in a proactive and constructive manner. To promptly address any potential conflicts, we will establish clear lines of contact and encourage open dialogue. To effectively address disagreements, it is crucial to engage in active listening and get a deep understanding of their underlying causes (Pathiranage et al., 2020). Our strategy will prioritize the objectives of seeking consensus, pursuing compromise, and cultivating an inclusive and respectful environment. In the event of recurring disputes, we shall employ expert mediation and conflict resolution strategies to maintain a cohesive company culture that aligns with our strategic goals. We will utilize evidence-based strategies to guide our approach to dispute resolution.

T ABLE OF C ONTENTS 7.4 Incentives & Rewards An incentive and reward program will be established to recognize outstanding performance that contributes to the successful implementation of the strategy. The program will encompass both financial and non-financial incentives, including performance-based bonuses, recognition programs, opportunities for professional growth, and appreciation events for staff. The objective of the business is to cultivate a culture of motivation, collaboration, and commitment by aligning incentives with strategic objectives and acknowledging employees' contributions. Through this approach, they guarantee that individuals and groups are incentivized to drive the organization towards attaining its competitive edge.

T ABLE OF C ONTENTS Conclusive Remarks I wish to express my profound appreciation for the diligence and commitment demonstrated by every member of our executive team during this strategic planning endeavor. Your expertise and substantial efforts have paved the way for an exciting endeavor to implement our innovative new product concept. Let us embrace a cooperative approach moving forward, where transparent communication and a shared vision will enable us to accomplish our common goal of attaining competitive advantages. Let us establish an environment that fosters entrepreneurship and creativity, where we actively pursue every opportunity and cultivate every idea. Collectively, we can actualize the complete capacity of our organization and establish an enduring heritage of exceptional performance in the industry. If we maintain our determination and show a unified front, I am confident that we will surpass all expectations and redefine success in this dynamic business. Let us embark on our trip with enthusiasm and unwavering commitment, assured that our collective endeavors will lead to triumph.

T ABLE OF C ONTENTS References Chofreh, A. G., Goni, F. A., Klemeš, J. J., Malik, M. N., & Khan, H. H. (2020). Development of guidelines for the implementation of sustainable enterprise resource planning systems. Journal of Cleaner Production, 244, 118655 Harlow, J. (2023, July 11).  What is a key performance indicator (KPI)?  KPI.org. https://www.kpi.org/KPI-Basics/ How to set strategic planning goals . (2020, October 29). Business Insights Blog. https://online.hbs.edu/blog/post/strategic-planning-goals Kaizen: Understanding the Japanese business philosophy . (2006, May 15). Investopedia. https://www.investopedia.com/terms/k/kaizen.asp Mantell, M. (2023, November 13).  Office politics: The do’s, don’ts, and absolute no-nos . Science of People. https://www.scienceofpeople.com/office-politics/ Pathiranage, Y. L., Jayatilake, L. V., & Abeysekera, R. (2020). A Literature Review on Organizational Culture towards Corporate Performance. International Journal of Management, Accounting & Economics Project timelines . (2023, August 31). ProjectManager. https://www.projectmanager.com/guides/project- timeline Suárez-Barraza, M. F. (2023). KAIZEN-21: The Philosophy of Continuous Improvement and Operational Innovation in the New Global Environment.