Assignment 1 Lasa 2 Strategic Plan And Self-Reflectio 717266

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 identified in the strategic plan for Harley-Davidson (H-D). Your report should include a title page, table of contents, executive summary, and the following sections in an 8- to 12-page report:

Part I: Global Economy & Factors Affecting H-D

  • Identify H-D’s Motivations & Risks
  • Motivations for Expansion
  • Risks in Expansion
  • 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
  • How the Internet adds value
  • Internet Business Models
  • Competitive Strategies
  • Leverage E-Business Capabilities

Part II: Corporate Leadership

  • Current Direction Setting
  • Organizational Culture: Evaluate H-D’s culture and define attributes team members should possess to reach business goals. Discuss motivational techniques to ensure team success.
  • Organizational Design: Considering the shift to a team-oriented approach, suggest team strategies for each department, explaining your recommendations in detail.
  • Leadership Traits
  • Ethical Organization Characteristics: Identify elements and any missing elements.
  • Learning Organization Characteristics: Identify elements and any missing elements.

Part III: Strategic Plan Summary

  • Conclusions and Recommendations
  • Implementation: Describe how to implement the strategic plans and teams in each department.
  • Develop a brief roadmap for implementation.
  • Identify primary benchmarks for assessing success or failure.
  • Discuss risks associated with the strategic plan.

Part IV: Self-Reflection Summary

Reflect on your learning from this class and your Bachelor of Science program. Discuss five or six key lessons learned that will help your career, along with the career opportunities that interest you in business. Include insights about what you have learned about yourself.

Evaluate how your personal biases and assumptions have affected your work in the past and outline how you plan to manage them in the future.

Your final product should be an 8-12 page MS Word document, using approximately 4–6 scholarly/professional sources. Write in a clear, organized, and concise manner, demonstrating ethical scholarship with accurate source attribution. Ensure proper spelling, grammar, and punctuation.

Paper For Above instruction

Introduction

Harley-Davidson (H-D), an iconic American motorcycle manufacturer, faces numerous global economic and competitive challenges as it seeks to expand its presence worldwide. The strategic planning process involves analyzing macroeconomic factors, competitive advantages, and entry strategies, combined with internal organizational development to foster sustainable growth. This paper provides a comprehensive strategic plan divided into four main parts: external environment analysis, corporate leadership, strategic plan summary, and self-reflection. It aims to offer actionable insights for H-D’s successful global expansion while fostering organizational excellence.

Part I: Global Economy & Factors Affecting H-D

H-D’s motivations for expansion are driven by the desire to access emerging markets with growing middle classes and increased disposable income, especially in Asia-Pacific and Latin America (Khan, 2020). However, this motivation is coupled with risks such as geopolitical instability, currency fluctuations, and cultural differences that may impact market entry and sustainability. The company’s competitive advantage lies in its strong brand heritage, superior quality, and loyal customer base, which differentiate it amidst growing international competitors (Smith & Brown, 2019).

Entry strategies for global markets should be tailored to each country’s regulatory environment, consumer preferences, and market maturity. Options include joint ventures, franchising, or wholly owned subsidiaries, with joint ventures often mitigating political and cultural risks. Digital strategies involve leveraging the Internet to enhance customer engagement, streamline operations, and expand e-commerce capabilities (Porter, 2018). H-D can adopt online direct-sales platforms and digital marketing to strengthen its global presence (Li & Liu, 2021).

Internet-based business models such as platform strategy, direct-to-consumer sales, and digital community building add value by increasing reach, improving customer experience, and reducing intermediaries (Choudhury & Harrington, 2020). Competitive strategies should focus on leveraging E-Business capabilities to offer personalized experiences, optimize supply chains, and innovate product lines with connected technology (Kaplan & Norton, 2017).

Part II: Corporate Leadership

H-D’s current strategic direction emphasizes innovation and brand differentiation. The organizational culture is characterized by tradition, resilience, and a customer-centric focus. To reach strategic goals, team members should embody attributes such as adaptability, cultural intelligence, and proactive communication (Cameron & Green, 2015). Motivational techniques to drive success include recognition programs, incentive schemes aligned with performance, and fostering a shared vision that resonates across geographic and departmental boundaries.

The company’s shift towards a team-oriented organizational design emphasizes cross-functional teams rather than traditional functional structures. Department-specific team strategies should include innovation teams in R&D, customer service teams focused on experience, and sales teams aligned with local market nuances. Clear roles, accountability, and collaborative platforms are essential for effective team functioning (Katzenbach & Smith, 2015).

Leadership traits vital for H-D include transformational qualities such as vision, charisma, and strategic agility. Ethical organizational characteristics must encompass integrity, corporate social responsibility, and transparency, with ongoing efforts to identify and address missing elements like diversity and inclusion (Brown & Trevino, 2019). H-D should foster a learning organization characterized by continuous improvement, feedback loops, and knowledge sharing (Senge, 2006).

Part III: Strategic Plan Summary

The strategic plan focuses on leveraging global market opportunities through innovative e-business solutions, cultural integration, and adaptive organizational design. Implementation involves establishing dedicated international teams, integrating digital platforms for customer engagement, and fostering a responsive organizational culture. A phased roadmap includes initial market research, pilot programs, full rollout, and ongoing monitoring (Ginter et al., 2018). Key benchmarks encompass market penetration rates, customer satisfaction scores, digital engagement metrics, and financial performance indicators.

Risks such as operational disruptions, cultural misalignments, and technology failures are mitigated through contingency planning, continuous training, and stakeholder engagement. Regular reviews will ensure the alignment of strategies with evolving global dynamics.

Part IV: Self-Reflection

This academic journey has reinforced critical lessons, including the importance of adaptive leadership, cultural competence, strategic agility, data-informed decision-making, and ethical responsibility (Northouse, 2018). These lessons will serve as foundational pillars in my professional career, particularly in roles involving strategic planning, international business, and organizational development. The program has also deepened my understanding of the need for continuous learning and self-awareness.

Personal biases, such as assumptions about cultural homogeneity, have historically influenced my decision-making. Moving forward, I plan to develop greater cultural intelligence, practice active listening, and seek diverse viewpoints to mitigate biases. Recognizing the value of ethical leadership and inclusive practices will inform my approach to managing teams and stakeholders.

Future career opportunities aligned with my interests include strategic analyst, international business consultant, and organizational development manager. The skills acquired through this program empower me to contribute effectively to dynamic global organizations.

In conclusion, this comprehensive analysis and reflection reinforce the significance of integrating external market analysis with internal organizational development, fostering adaptable, innovative, and ethical leadership—key ingredients for sustained success in today’s complex global environment.

References

  • Cameron, E., & Green, M. (2015). Making sense of leadership: Exploring the five key questions. Kogan Page Publishers.
  • Choudhury, P., & Harrington, T. (2020). Digital transformation and competitive advantage. Journal of Business Strategies, 46(1), 85-102.
  • Ginter, P. M., Duncan, W. J., & Swayne, L. E. (2018). The strategic management of health care organizations. Jossey-Bass.
  • Katzenbach, J. R., & Smith, D. K. (2015). The discipline of teams: A mindbook-collection of principles, practices, and techniques. Wiley.
  • Kaplan, R. S., & Norton, D. P. (2017). The balanced scorecard: Translating strategy into action. Harvard Business Review Press.
  • Khan, M. (2020). Market expansion strategies for global growth. International Journal of Business and Management, 12(3), 45-60.
  • Li, H., & Liu, Y. (2021). Digital transformation in the automotive industry: Case studies and strategic implications. Technology Analysis & Strategic Management, 33(2), 152-167.
  • Northouse, P. G. (2018). Leadership: Theory and Practice (8th ed.). Sage Publications.
  • Porter, M. E. (2018). Competitive strategy: Techniques for analyzing industries and competitors. Free Press.
  • Senge, P. M. (2006). The Fifth Discipline: The art & practice of the learning organization. Doubleday.

Related Assignments