Assignment 1 Lasa 2 Strategic Plan And Self Reflectio 967670

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 your targets to specific initiatives within the Strategic Plan for H-D. The report should include a title page, table of contents, executive summary, and the following sections within an 8- to 12-page document:

Part I: Global Economy & Factors Affecting H-D

Identify H-D’s motivations and risks for expansion. Explain H-D’s competitive advantage in global markets. Determine and justify entry strategies for global expansion. Recommend an Internet approach/strategy for H-D, discussing how the Internet adds value, including internet business models and competitive strategies utilizing e-business capabilities.

Part II: Corporate Leadership

Develop the following:

  • Current Direction and Setting Organizational Culture: Evaluate the current organizational culture at Harley-Davidson (H-D), define desired attributes for team members to achieve business goals, and suggest motivational techniques for management teams.
  • Organizational Design: Recommend team strategies for various departments under a team-oriented approach, explaining the rationale and focus of each team type.
  • Leadership Traits: Identify essential leadership traits needed to support H-D’s strategy.
  • Ethical Organization Characteristics: List the key ethical characteristics the organization needs, and identify any missing elements.
  • Learning Organization Characteristics: Determine elements essential for fostering a learning organization and highlight any gaps.

Part III: Strategic Plan Summary, Conclusions, Recommendations, and Implementation

Discuss how the strategic plans will be implemented, including team integration into each department. Develop a brief implementation roadmap and primary benchmarks to measure success or failure. Address potential risks associated with the plan.

Part IV: Self-Reflection Summary

Reflect on what you have learned during this course and throughout your Bachelor of Science program. Discuss five or six key lessons that will assist in your career, including insights gained from the coursework. Consider potential career opportunities in business that interest you, and share what you have learned about yourself. Evaluate how personal biases and assumptions have affected your past work and outline strategies for managing them in the future.

Paper For Above instruction

The following comprehensive strategic plan and self-reflection report for Harley-Davidson (H-D) addresses the critical aspects of global expansion, organizational leadership, and personal growth. This document integrates theoretical concepts with practical strategies to craft a holistic approach aligned with the company's vision and future goals.

Part I: Global Economy & Factors Affecting H-D

Harley-Davidson has long symbolized American rugged individualism, with a strong global presence spanning several continents. Its motivations for expansion primarily stem from the desire to capitalize on emerging markets, diversify revenue sources, and sustain long-term growth amidst saturated domestic markets. Motivations include increasing global brand recognition, leveraging economies of scale, and tapping into new customer segments in regions such as Asia and Europe.

However, such expansion carries inherent risks, including political instability, currency fluctuations, and differing regulatory environments. Harley-Davidson’s core competitive advantage in global markets includes brand strength, heritage, and a loyal customer base that appreciates customization and premium quality. To differentiate itself in foreign markets, the company must adapt to local preferences while maintaining its brand identity.

Entry strategies for global expansion should include a blend of joint ventures, to navigate local regulations and establish trust, and wholly owned subsidiaries in key markets for greater control. For example, partnerships with local distributors in Asia can facilitate market penetration, while direct investments in Europe could allow H-D to adapt to regional regulations and cultivate local brand ambassadors.

In leveraging digital channels, Harley-Davidson should develop a comprehensive Internet strategy. This could include enhancing its e-commerce platform, utilizing social media marketing, and implementing virtual customization tools. The Internet adds value by enabling real-time engagement, streamlined customer experiences, and broader global reach. Internet business models such as direct-to-consumer sales, digital signature customization, and subscription services can generate additional revenue streams and foster brand loyalty.

Part II: Corporate Leadership

Current Direction and Organizational Culture

Harley-Davidson’s current organizational culture emphasizes independence, craftsmanship, and a passionate community of riders. To reach its ambitious growth targets, it is essential for team members to embody innovation, customer-centricity, and adaptability. Fostering an open, inclusive culture that encourages continuous learning and entrepreneurial thinking will bolster strategic execution.

Motivational techniques should include performance-based incentives aligned with corporate goals, recognition programs to reinforce cultural values, and opportunities for professional development. Emphasizing internal communication and participative decision-making can further engage employees and foster a shared vision.

Organizational Design

Given the decision to shift toward a team-oriented approach, departments such as marketing, R&D, and customer service should adopt cross-functional teams focused on innovation, customer insights, and digital transformation. Engineering and manufacturing could utilize autonomous teams with a focus on continuous improvement and lean principles. Sales teams may benefit from collaborative, customer-focused sales units capable of rapid response to market demands.

Leadership Traits

Effective leaders should demonstrate traits such as strategic vision, emotional intelligence, adaptability, and ethical integrity. Leaders who foster empowerment, transparency, and resilience will create an environment conducive to innovation and sustainable growth.

Ethical Organization Characteristics

Core ethical elements include integrity, accountability, respect, and social responsibility. Missing elements might involve a stronger emphasis on environmental sustainability and diversity initiatives, which should be integrated into corporate ethics policies for holistic governance.

Learning Organization Characteristics

Key elements include open communication channels, continuous learning opportunities, and knowledge sharing platforms. A gap exists in integrating technological tools for real-time data analysis and adaptive learning processes, which could be developed further to enhance organizational agility.

Part III: Strategic Plan Summary, Conclusions, Recommendations, and Implementation

Implementing the strategic plan requires clear communication, structured team formation, and ongoing evaluation. Departments should form dedicated project teams to oversee various initiatives, with leadership providing guidance and resources. A phased rollout, starting with pilot projects in target markets, will allow for iterative learning and adjustment.

Success benchmarks include market share growth, customer satisfaction metrics, digital engagement levels, and financial performance indicators. Risks such as market entry delays, cultural misunderstandings, and technological challenges necessitate contingency planning and flexibility.

Part IV: Self-Reflection Summary

Throughout this course and my undergraduate studies, I have gained invaluable lessons. The importance of strategic thinking and adaptability in a dynamic environment stand out as key takeaways. Understanding the global business landscape equips me with the tools to navigate diverse markets, while leadership principles such as ethical behavior and emotional intelligence are crucial for team success.

I am particularly interested in careers related to strategic management, digital innovation, and global business development. These areas align with my skills and passions, reinforced by what I have learned about the importance of continuous learning and ethical leadership.

My personal biases—such as assumptions about cultural differences—have sometimes clouded judgment. Recognizing these biases enables me to approach intercultural challenges with humility and openness. I intend to manage biases through ongoing self-awareness, seeking diverse perspectives, and fostering an inclusive mindset—all vital for effective leadership in a globalized economy.

In summary, this program has deepened my understanding of strategic principles and leadership. It has also cultivated a mindset oriented toward ethical, adaptive, and innovative management—skills I will carry into my professional journey.

References

  • Barney, J. B. (1991). Firm Resources and Sustained Competitive Advantage. Journal of Management, 17(1), 99–120.
  • Collins, J. C. (2001). Good to Great: Why Some Companies Make the Leap... and Others Don't. HarperBusiness.
  • Grant, R. M. (2019). Contemporary Strategy Analysis (10th ed.). Wiley.
  • Katzenbach, J. R., & Smith, D. K. (1993). The Wisdom of Teams: Creating the High-Performance Organization. Harper Business.
  • 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.
  • Thompson, A. A., Peteraf, M. A., Gamble, J. E., & Strickland, A. J. (2018). Crafting & Executing Strategy: The Quest for Competitive Advantage (21st ed.). McGraw-Hill Education.
  • Yukl, G. (2013). Leadership in Organizations (8th ed.). Pearson.
  • Zolkefli, N. A., & Yi, L. (2020). Strategic Planning for Global Business Expansion. Journal of Strategic Management, 12(3), 45–60.

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