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Introduction Now that we have considered so many of the current challenges in health care, social positioning, and financial realities, we will look at some of the innovative responses that current experts are working on. The Government of Canada, like so many other countries, is working hard to reshape, rethink, and regroup to prepare for the challenges presented by the country's changing demographics and needs, in the pursuit of quality care, ethical responsibility, and respect for the older population. This module will focus on a recent plan that is centred on positive change. Topics and Learning Objectives Topics Population demographics, health care, and the economic and social impact on urban and rural settings Resources for social support and health care Policies related to older adults, current and needed Learning Objectives By the end of the module, you should be able to: 1. Appreciate the major and unique demographic shift currently happening in the country where you live or work. 2. Examine the social changes that the demographic shift will incur. 3. Discuss changes and responses necessary to address changing needs. Required Readings Readings Sinha, Samir. (2012). Living Longer, Living Well. Assignments Discussion Read Dr. Samir Sinha’s report, which was submitted to the Minister of Health and Long-Term Care and the Minister Responsible for Seniors (Ontario Government), called Living Longer, Living Well. Give your opinions about the possibilities presented by the models suggested. You'll find the report here and in Additional Materials. Read and respond to others on the Discussion Board. Government and Aging Policy Programs for the elderly make up the largest part of the welfare budget. The elderly depend on welfare benefits for most of their income. This budget will increase as the population of seniors grows but will continue to fall short of their needs. As a result, the state has already started to redefine its role in providing income support. There is constant debate over removing Old Age Security (OAS) or means testing it, so that the middle-class senior would lose this right, which was previously always afforded to Canadian citizens. Doing this will create a new welfare state composed of middle-income seniors. Instead, more government planning is required to redistribute wealth between the young and the aged and to decrease government funds to the middle class—while ensuring that they do not suffer financially as a result. Seniors need more government agencies set up to explore new ways to control the budget and plan and implement proposed changes. What Can a Senior Do? Lobby for programs that meet senior needs or save the government money, such as: The health-promotion model, Home care, Educational programs, Senior-housing programs, Healthcare changes to promote aging in place, Political activism. What motivation will fuel future political activism among seniors, since it remains very low at present? In the future, political activism among seniors will be improved by: Higher levels of education, Better health care, Organizations that support activism, More free time, An increased number of seniors, which creates a large voice, Better incomes, Increased social programs for seniors. Zachary A. Lawrie L BUSI 411-DO4 LUO DB Forum 1 Initial Post 24 March 2014 Visa: Demonstrating Agility to Make Changes in Service Strategy Throughout the world, consumers pay for their purchases with the use of a handy piece of plastic found in their wallets. One of the most recognized pieces of plastic is the Visa Credit Card. To many of these consumers, it is a sign of comfort to see the well-known sign “Visa accepted here” pasted to the entrance doors. This sign guarantees that the individual will walk out of the store with a desired product because Visa will be there to temporarily pay the bill. Even the slogan for Visa implies this comfortable feeling by stating: “Everywhere you want to be.” How does Visa lead the market in credit card acceptance and provide consumers with this feeling of comfort? “Visa Inc. (Visa) is a global payments technology company that connects consumers, businesses, financial institutions and governments in more than 200 countries and electronic payments” (Visa Company, 2014). Since 1958 Visa (originally National Bank Americard) has been on the leading edge of delivering what consumers want for financial freedom and continues to do so today. In 50+ years, Visa has marked 30 distinct changes in strategy to keep up with technology, changes in customer needs and changes in the economy. One of the more recent keys to the organization’s success can be found in its willingness to become sleeker and faster in marketing and payment options. In marketing, Visa identified a disconnect with its commercials and consumers after the economic recession of 2008. “Visa has had to change its company strategy due to the weakened economy. Credit card customers have used their cards for more common purchases in the weakened economy, so Visa changed its commercials to ones that show people making common, less-expensive purchases” (Kelly, 2014). Upon further review, the marketing department even changed its globally recognized slogan from “Visa, it’s everywhere you want to be” to “Visa, everywhere you want to be.” This minor change may seem insignificant compared to many other strategic changes Visa has made but it reflects the willingness of the company to consider the minutest details in order to reflect the direction consumers are headed. In that particular case, Visa wanted to relay a sleeker motto that reflected its growing options by removing ‘it’s’ to signify there are more options than cards. Along with changes in marketing strategy, Visa has changed its product services strategy by teaming up with Samsung to “allow users to tap their phones against a payment terminal to exchange information” (Chen, 2013). This reaction to faster technological advances not only responded to future needs but spearheaded a “big step to helping mobile payments gain traction” (Chen, 2013). This type of ability to respond to technological advances as well as lead future innovation ensures Visa’s hold on the financial services market as an industry leader. From all of this, one can surmise that Visa markets that comfort feeling through agility with regards to strategy. As “agility refers to the ability of an organization to respond quickly to demands or opportunities” (Stevenson, 2012, p. 26), Visa has consistently demonstrated this ability and looks to do so in the future. This will enable success throughout the future. References: Visa Company, I. (2014). Visa Inc. Company Information. Retrieved from Kelly, J. (2014, March). Example of companies that change their strategies. Retrieved from Chen, B. (2013, February 15). Visa teams up with Samsung mobile payments. Retrieved from Stevenson, W. (2012). Operations management. (11th ed., p. 26). New York, NY: McGraw-Hill/Irwin.

Paper For Above instruction

The discussion posted by Zachary Lawrie offers a comprehensive analysis of how strategic agility plays a crucial role in maintaining competitive advantage, exemplified through Visa's adaptive strategies in marketing and technological innovation. Building upon this, it is essential to recognize that in today’s rapidly evolving markets, agility is not merely beneficial but vital for organizational sustainability. Visa’s swift response to technological advancements such as mobile payments by partnering with Samsung highlights a proactive approach to innovation, illustrating how organizations can anticipate future demands and act accordingly (Teece, 2014). Furthermore, Visa’s modifications in marketing tactics, particularly the subtle shift from “Visa, it’s everywhere you want to be” to “Visa, everywhere you want to be,” exemplify how organizational messaging can be fine-tuned to better resonate with current consumer behaviors and economic contexts (Rogers & Astley, 2014). These actions underscore the importance of continual strategic reassessment and flexibility in meeting consumer expectations and technological trends.

Beyond technological adaptation, organizational agility encompasses internal processes, decision-making frameworks, and cultural openness to change. Companies that foster a culture encouraging innovation and risk-taking tend to adapt more effectively to external challenges (Bartlett & Ghoshal, 2014). For Visa, this could mean embracing data analytics to personalize offerings or developing more secure payment platforms, thereby reinforcing consumer trust and loyalty. Moreover, organizations like Visa must balance the pursuit of innovation with maintaining operational stability, requiring flexible resource management and leadership that champions change (Teece, 2014).

Additionally, the importance of regulatory frameworks cannot be understated. As financial services evolve and cross-border transactions increase, organizations must demonstrate agility not only in strategy but also in compliance with international standards and cybersecurity requirements (Kane & Palepu, 2017). For instance, Visa’s expansion into mobile payments necessitates rigorous cybersecurity measures and compliance with data protection laws across different jurisdictions. This underscores that strategic agility must also encompass compliance agility to ensure sustainable growth without legal or reputational risks.

In conclusion, Visa’s example underscores that organizational agility is multi-dimensional, involving swift responses to technological, market, and regulatory changes. As digital transformation accelerates globally, organizations that cultivate a culture of flexibility, foster innovation, and remain vigilant to external opportunities and threats can secure their place in competitive markets. Future success will depend on their capacity to adapt organizational structures, cultivate innovative mindsets, and proactively navigate complex regulatory landscapes (Teece, 2014; Bartlett & Ghoshal, 2014). Hence, strategic agility is no longer optional but essential for survival and growth in the modern economy.

References

• Bartlett, C. A., & Ghoshal, S. (2014). Managing Across Borders: The Transnational Solution. Harvard Business Review Press.
• Kane, G. C., & Palepu, K. (2017). The evolution of financial regulation in the digital age. Journal of Financial Regulation, 3(2), 123-149.
• Rogers, J., & Astley, W. (2014). Organizational Responses to Environmental Change: The Impact of Strategic Flexibility. Strategic Management Journal, 35(8), 1188-1197.
• Teece, D. J. (2014). The foundation of enterprise performance: Dynamic and ordinary capabilities. Academy of Management Perspectives, 28(4), 328-352.