Often times, establishing or shifting a strategic direction comes with change, and possibleresistance to it. The strategic levers of change are critical for strategic leaders to facilitate thischange while maintaining overall strategic direction, employee motivation and goal attainment.Which of the below are NOT an example of the levers of change?O a. Link individual performance with organizational performanceO b. Put People at the Center of ThingsO c. Emphasise person-culture fit in addition to person-job-fitO d.d. Penalizes members who do not take initiative

Within a company, establishing or changing a strategic direction frequently involves change, which…

Answered: Often times, establishing or shifting a…

Understanding Business

12th Edition

ISBN:9781259929434

Author:William Nickels

Publisher:William Nickels

Chapter1: Taking Risks And Making Profits Within The Dynamic Business Environment

Section: Chapter Questions

Problem 1CE

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i am not understanding like what he is asking like 3 seprate goals or all in one
In this case study, we delve into the intricacies of successful management within the context of a rapidly evolving business landscape. The focal point is the implementation of strategic management approaches to navigate challenges and capitalize on opportunities. The organization under scrutiny faced a series of market disruptions, technological advancements, and shifting consumer preferences, necessitating a proactive and adaptive management style. The management team recognized the importance of fostering a culture of innovation and continuous learning. They implemented cross-functional collaboration, encouraging employees to contribute ideas and solutions irrespective of their departmental roles. This approach not only improved problem-solving but also boosted employee morale and engagement. Moreover, the management team invested heavily in employee development programs, recognizing that a skilled and motivated workforce is key to sustainable success. Training initiatives,…
Read “Leading Change When Business Is Good: An Interview with Samuel J. Palmisano” then think of a time in your professional life when everything seemed to be going very well. Identify one thing during that time that you could have improved from good to great. Identify the values present in your situation. Now how could you have used the five steps to successfully implement the change required to go from good to great? Explain what you would do in each step. In your opinion, are these five steps important? Why or why not? What role does communication play in these five steps? Use and cite a minimum of three scholarly references beyond the texts used in the course to defend your reasoning.
Walmart uses which of the following strategies? Select one: a. Focused b. Differentiation c. Low-cost d. None of the above Which of the following strategies implies that the organization wants to remain its current size? Select one: a. Global b. Stability c. Retrenchment d. None of the above
Now that you’ve completed all eight steps[(1) Performance or opportunity Gap 2) Organizational challenge statement 3) Root cause analysis 4)Value creating activities5)Behavior to start/ stop /improve 6) Changing Behavior 7) Mapping root causes 8) Creating action plan )] of the organizational challenge project, reflect on your experience. Your reflection should touch on the following questions: What key takeaways do you have after doing a deep dive on your organization’s gap? What was valuable? What surprised you? What did you learn about your organization from doing the thorough analysis that you did not know at the start? How would this type of activity be useful to you as a leader in the future?
Discuss the following characteristics in relation to the trio and its importance in the success of the business: A) Visionary B)Flexibility C)Passion D)Resilience
Direct Line: disruption brings opportunity Among leadership teams, there tends to be two views about change. One: change is risky and means disrupting repetitive processes that leaders have been rewarded for improving over time. And two: change is something that can be delegated, like other implementation-based activities such as project management and risk. Actually, change program are most successful when, as a result of external factors, there’s a shared sense of urgency to deliver tangible change. Following the 2008 financial crisis, RBS Group was ordered to sell its insurance business by European Union regulators, as a condition of RBS receiving £45bn in state aid. RBS’s insurance business, led by Paul Geddes, was tasked with separating its operations from RBS Group into a standalone company, in order to be ready for either a trade sale to a competitor, or listing on the stock market. It’s a testament to Geddes, and the insurance business’s leadership at the time, that they turned…
should strategic decisions be limited by the internal environment or should the strategic leader change the internal environment to fit with required changes? How could a leader change the internal environment?

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