Assignment 1 LASA 2 Strategic Plan And Self Reflection

Assignment 1 Lasa 2 Strategic Plan And Self Reflection Summaryreview

Review the initial scenario and the Strategic Business Plan presented in Module 1 to ensure that the requirements of the Board and the Part II Strategic Plan are met. Present the final Strategic Business Plan—Part II—Strategic Plan to the Executive Board. The strategic plan should be thorough, succinct, and complete. Link the targets to specific initiatives identified in the Strategic Plan for Harley Davidson Motor Cycle Company. The report must include a title page, table of contents, executive summary, and the following sections within an 8- to 12-page report:

Part I: Global Economy & Factors Affecting H-D

Identify Harley-Davidson’s (H-D) motivations and risks related to global expansion, including motivations for expansion and risks associated with it. Explain H-D’s competitive advantage in global markets. Determine and articulate entry strategies for global expansion. Recommend an Internet approach/strategy for H-D, discussing how the Internet adds value, possible Internet business models, competitive strategies, and leveraging e-business capabilities.

Part II: Corporate Leadership

Develop the following aspects: current direction setting, including organizational culture evaluated at H-D with attributes essential for team success; motivational techniques to implement within management teams. Address organizational design, recommending team strategies for each department based on team types and focuses, with detailed explanations. Discuss leadership traits, organizational ethical characteristics—including identifying elements as well as missing elements—and characteristics of a learning organization, including their existing elements and gaps.

Part III: Strategic Plan Summary

Provide conclusions and recommendations, including a plan for implementation. Discuss how to implement strategic plans and the deployment of teams across departments, developing a brief roadmap for implementation. Identify primary benchmarks for evaluating success or failure and potential risks associated with the strategic plan.

Part IV: Self-Reflection Summary

Reflect on lessons learned from the course and program, focusing on five or six key lessons that will aid in current or future career endeavors. Consider explored career opportunities in business. Reflect on personal insights gained, including how personal biases and assumptions have influenced previous work, and discuss strategies for managing them moving forward.

Submission Guidelines

The final product should be an MS Word document, approximately 8–12 pages long, citing approximately 4–6 scholarly or professional sources. The writing must be clear, concise, well-organized, demonstrate ethical scholarship through proper attribution, and be free of spelling, grammar, and punctuation errors. Submit via the M5: Assignment 1 Dropbox by Sunday, September 4, 2016.

Grading Criteria

• Explain the current global economy, motivational/risk factors affecting H-D, and their competitive advantage (32 points)
• Determine and explain entry strategies for global expansion and recommend Internet approaches (44 points)
• Explain H-D’s current directional setting, organizational culture, and design; recommend team strategies for departments (32 points)
• Describe H-D’s leadership traits, ethical characteristics, and learning environment (40 points)
• Provide a Strategic Plan Summary with conclusions, recommendations, implementation strategy, and risks (56 points)
• Identify and explain 5–6 key lessons learned and reflect on personal biases and assumptions (32 points)
• Organization, usage, mechanics, APA formatting, and style (total 16 + 16 + 24 points)

Paper For Above instruction

The Harley-Davidson Motor Cycles Company stands as an iconic brand with a rich history rooted in American culture. As global markets continue to evolve, H-D’s strategic approach to expansion and organizational development becomes pivotal for sustained growth and competitiveness. This paper provides a comprehensive strategic plan and self-reflection, aligned with the requirements outlined for the ongoing global and organizational challenges faced by H-D.

Part I: Global Economy & Factors Affecting H-D

Harley-Davidson’s motivation to expand globally stems from the saturation of domestic markets and increasing demand in emerging economies. The company's core motivation is to capitalize on growing markets such as Asia and Europe, where rising disposable incomes and a cultural shift toward outdoor leisure activities create lucrative opportunities (Knutson, 2015). Conversely, the risks involved include geopolitical instability, currency fluctuations, and differing regulatory environments which could hamper market entry and operational efficiency (Kumar & Sethi, 2018).

H-D’s competitive advantage in global markets relies heavily on its brand heritage, premium quality, and loyal customer base. Its established reputation for ruggedness and American spirit provides differentiation in global markets, enabling premium pricing and customer loyalty (Harley-Davidson, 2020). Additionally, H-D’s global distribution network and experience in customizing bikes for local preferences strengthen its competitive edge.

Entry strategies for global expansion may include joint ventures with local firms to mitigate risk and acquire market knowledge or wholly owned subsidiaries for control over brand and operations. A phased approach that emphasizes market research, product localization, and strategic alliances will position H-D for sustainable growth (O'Neill, 2019).

Regarding digital strategy, H-D should leverage the Internet to strengthen brand presence, improve customer engagement, and facilitate e-commerce. An integrated digital approach should incorporate robust website platforms, online community building, and e-commerce capabilities that provide an immersive brand experience (Chen et al., 2018). Utilizing personalized digital marketing, social media campaigns, and online customization tools can expand reach and foster loyalty. E-business models such as subscription-based content, virtual showrooms, and direct-to-consumer sales will diversify revenue streams, reduce reliance on traditional dealerships, and enhance competitive positioning.

Part II: Corporate Leadership

The current organizational culture at Harley-Davidson embodies a strong sense of heritage, innovation, and customer-centric focus. To achieve its strategic goals, team members should possess attributes like adaptability, entrepreneurial mindset, cultural awareness, and technological savviness (Bass & Bass, 2018). Motivational techniques such as recognition programs, career development opportunities, and participative decision-making should be implemented to heighten engagement and morale.

Harley-Davidson’s organizational design is shifting towards a more team-oriented structure to foster collaboration and agility. Departments such as marketing, R&D, and sales should adopt cross-functional teams focused on innovation, customer experience, and operational efficiency. For example, a product development team with members from design, engineering, and marketing can drive faster innovation cycles. Clear team strategies tailored to each department’s focus are essential.

Leadership traits at H-D should emphasize vision, resilience, and transformational qualities to inspire teams amidst rapid change. Ethically, the organization must uphold integrity, environmental responsibility, and social accountability—elements that must be explicitly cultivated and monitored (Ferrell et al., 2021). The organization shows strengths in these traits but should enhance transparency and stakeholder engagement.

A learning organization contributes to continuous improvement and innovation at Harley-Davidson. Existing elements such as knowledge sharing and employee training programs are vital, yet the organization could benefit from more extensive feedback systems and adaptive learning initiatives to fully embrace a culture of perpetual growth (Senge, 2006).

Part III: Strategic Plan Summary

The strategic plan’s core aims are global expansion, product innovation, and digital transformation. Conclusions from prior analysis highlight the importance of leveraging brand heritage, developing agile teams, and adopting cutting-edge digital tools. Recommendations include initiating joint ventures in targeted markets, investing in digital infrastructure, and fostering a culture of innovation through employee empowerment.

Implementation involves a phased rollout of market entry strategies, forming cross-departmental teams focused on specific initiatives, and establishing benchmarks such as market share growth, customer satisfaction indices, and online engagement metrics. Key risks include geopolitical instability, technology adoption barriers, and potential brand dilution; mitigation strategies involve continuous market assessment and adaptive planning.

Part IV: Self-Reflection Summary

Throughout this course and program, I have learned several critical lessons. First, the importance of strategic agility in responding to global economic shifts. Second, that organizational culture significantly influences innovation and change readiness. Third, the role of ethical considerations in sustaining brand reputation. Fourth, how digital transformation is integral to modern business success. Fifth, the necessity of effective leadership traits such as resilience and vision during disruptive times. Lastly, the value of self-awareness, including recognizing personal biases that may limit decision-making.

These lessons will guide my future career in business management, where I aim to work in dynamic, culturally diverse environments. I am particularly interested in strategic consulting and digital transformation roles. I have learned that self-awareness and managing personal biases are critical for effective leadership, especially in multicultural settings. Recognizing biases like cultural assumptions or resistance to change enables me to foster more inclusive and innovative teams (Tajfel & Turner, 1986). Moving forward, I plan to pursue continuous learning and self-reflection to enhance my leadership capabilities.

References

• Bass, B. M., & Bass, R. (2018). The Bass Handbook of Leadership: Theory, Research, and Managerial Applications (4th ed.). Free Press.
• Chen, Y., Wang, Q., & Xie, J. (2018). Online Social Interactions, Social Media, and E-commerce. Journal of Business Research, 89, 252–263.
• Ferrell, O. C., Fraedrich, J., & Ferrell, L. (2021). Business Ethics: Ethical Decision Making & Cases (12th ed.). Cengage Learning.
• Harley-Davidson. (2020). Corporate Report and Strategic Overview. Harley-Davidson Motor Company.
• Knutson, J. (2015). Harley-Davidson’s Global Market Strategy. International Journal of Business Strategy, 2(1), 45–67.
• Kumar, V., & Sethi, S. P. (2018). International Business and Global Strategy. Pearson Education.
• O'Neill, H. M. (2019). Strategies for Global Market Entry. Journal of International Business Studies, 50(3), 369–387.
• Senge, P. M. (2006). The Fifth Discipline: The Art & Practice of The Learning Organization. Doubleday/Currency.
• Tajfel, H., & Turner, J. C. (1986). The Social Identity Theory of Intergroup Behavior. In S. Worchel & L. W. Austin (Eds.), Psychology of Intergroup Relations. Nelson-Hall.
• Kumar, S., & Sethi, S. P. (2018). International Business and Global Strategy. Pearson Education.