Assignment 1 Lasa 2 Strategic Plan And Self Reflection Summa

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. Prepare the final Strategic Business Plan—Part II—Strategic Plan to the Executive Board, ensuring it is thorough, succinct, and complete. Link the targets to specific initiatives within the Strategic Plan for Harley-Davidson (H-D). The report should 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 H-D’s motivations for expansion and risks involved
• Explain H-D’s competitive advantage in global markets
• Determine and explain entry strategies for global expansion
• Recommend an Internet approach/strategy for H-D and how the Internet adds value
• Discuss Internet business models
• Explain competitive strategies and how to leverage e-business capabilities

Part II: Corporate Leadership

• Current direction setting and organizational culture: evaluate H-D’s culture and define attributes for team members to reach organizational goals
• If part of H-D’s management team, describe motivational techniques to ensure team success
• Organizational design: suggest team strategies for each department based on a team-oriented approach; explain your recommendations in detail
• Leadership traits and ethical organization characteristics: identify existing elements, and pinpoint missing elements
• Learning organization characteristics: identify current elements and missing components

Part III: Strategic Plan Summary

• Conclude with insights on implementation, including team deployment strategies in each department
• Develop a brief roadmap for implementation
• Identify primary benchmarks to assess success or failure, and discuss potential risks

Part IV: Self-Reflection Summary

• Reflect on lessons learned from the course and the Bachelor of Science program that will aid your career, discussing five or six key lessons
• Consider career opportunities of interest in business and what you have learned about yourself
• Evaluate how personal biases and assumptions have influenced your work and outline plans to manage them in the future

The final document should be approximately 8–12 pages, written in a clear, concise, organized manner, with proper attribution of sources using scholarly/professional references (about 4–6 sources). The paper must demonstrate ethical scholarship, proper spelling, grammar, and punctuation. Submit your completed Strategic Business Plan—Part II—and self-reflection to the designated dropbox by the specified deadline.

Paper For Above instruction

The comprehensive strategic planning and reflection exercise for Harley-Davidson (H-D) requires an integrated approach that examines global economic factors, organizational culture, leadership traits, and self-awareness. This paper synthesizes these components into a coherent strategic plan and personal reflection, essential for effective leadership and management in a competitive global environment.

Part I: Global Economy & Factors Affecting H-D

Harley-Davidson’s motivations for expanding into global markets are driven by the desire to increase market share, diversify revenue streams, and capitalize on emerging economies with rising disposable incomes. The risks associated with expansion include geopolitical instability, currency fluctuations, cultural differences, and differing regulatory environments. Understanding these risks is crucial for developing effective mitigation strategies (Kotler & Keller, 2016).

The company’s competitive advantage lies in its iconic brand, loyal customer base, and a reputation for quality and American heritage. Its differentiation strategy leverages product customization, superior customer service, and a unique brand identity (Porter, 1985). Entry strategies for international markets include joint ventures, strategic alliances, franchising, or wholly owned subsidiaries, chosen based on market maturity and regulatory environment (Yip, 2017).

Recommending an Internet-based approach involves establishing a robust e-commerce platform for direct-to-consumer sales, digital marketing campaigns, and virtual showrooms. The Internet adds value by expanding reach, enhancing customer engagement, and enabling personalized marketing (Turban et al., 2018). E-business models such as B2C and C2C can facilitate seamless transactions and community building among Harley enthusiasts.

Part II: Corporate Leadership

H-D’s current organizational culture reflects strong tradition, innovation, and a passion for riding. To achieve strategic goals, team members should embody attributes such as adaptability, customer focus, innovation, and collaborative spirit (Schein, 2010). Motivational techniques could include performance-based incentives, recognition programs, career development opportunities, and fostering a participative leadership style that empowers employees.

Transitioning to a team-oriented organizational design involves adopting cross-functional teams, project teams, and self-managed groups tailored to departmental functions. Manufacturing might benefit from lean teams emphasizing continuous improvement; marketing could leverage creative cross-disciplinary teams; customer service may thrive on collaborative problem-solving teams (Katzenbach & Smith, 2003).

Leadership traits essential for H-D include vision, integrity, resilience, and adaptability. Ethical organization characteristics involve transparency, accountability, and a commitment to social responsibility. Missing elements may include a structured ethics training program and mechanisms for ethical decision-making (Ciulla, 2004).

H-D’s learning organization should cultivate continuous learning, openness to feedback, and innovation-driven environments. Existing elements include training programs and knowledge management systems; however, creating a culture that embraces failure as a learning opportunity remains an area for development (Senge, 1990).

Part III: Strategic Plan Summary

Implementing the strategic plan involves establishing dedicated teams within each department aligned with strategic initiatives. A phased approach, starting with pilot projects and scaling based on results, would facilitate smooth adoption. Clear communication, leadership endorsement, and ongoing training are vital.

A roadmap entails defining milestones for market entry, digital infrastructure deployment, product development, and customer engagement. Benchmarks for success include market share growth, customer satisfaction scores, digital sales metrics, and brand recognition indices. Risks include technology failures, cultural misalignments, and operational hurdles, which require contingency planning and risk management strategies.

Part IV: Self-Reflection

Throughout this course and my Bachelor of Science studies, key lessons include the importance of strategic alignment, ethical leadership, adaptability, and continuous learning. These lessons facilitate better decision-making, team management, and organizational development. I am particularly interested in pursuing roles in strategic planning and management consulting, where I can apply these skills.

Personal biases and assumptions, such as biases toward traditional leadership models or resistance to change, have impacted my work. Recognizing these biases, I plan to employ self-awareness techniques, seek diverse perspectives, and promote inclusive environments to mitigate their influence and foster improved decision-making (Kratz & Van Loon, 2016).

Overall, this learning journey has enhanced my professional self-awareness and prepared me for future leadership challenges in a dynamic business environment.

References

• Ciulla, J. B. (2004). Ethics and leadership effectiveness. In J. P. Craig & M. D. T. Katz (Eds.), The ethics of leadership (pp. 17-38). Routledge.
• Katzenbach, J. R., & Smith, D. K. (2003). The discipline of teams: A mindbook-workbook for leaders. Harvard Business Review Press.
• Kotler, P., & Keller, K. L. (2016). Marketing management (15th ed.). Pearson.
• Kraatz, M. S., & Van Loon, T. (2016). Building inclusive business: A view from the research literature. Journal of Business Ethics, 138(2), 291-305.
• Porter, M. E. (1985). Competitive advantage: Creating and sustaining superior performance. Free Press.
• Schein, E. H. (2010). Organizational culture and leadership (4th ed.). Jossey-Bass.
• Senge, P. M. (1990). The fifth discipline: The art & practice of the learning organization. Doubleday/Currency.
• Turban, E., King, D., Lee, J. K., Liang, T. P., & Turban, D. (2018). Electronic commerce 2018: A managerial and social networks perspective. Springer.
• Yip, G. S. (2017). Total global strategy. Springer International Publishing.