No Plagiarism Please Read Everything Will Provide Log In Inf

No Plagiarismplease Read Everythingwill Provide Log In Info After Hand

No Plagiarismplease Read Everythingwill Provide Log In Info After Hand

NO PLAGIARISM PLEASE READ EVERYTHING WILL PROVIDE LOG-IN INFO AFTER HANDSHAKE ASSIGNMENT 1: Miles and Snow's Adaptive Strategies are a well-known approach to defining the competitive style of an organization.In a FULL 2-3 page document, use their typology and describe which of their four strategies was used in the resurgence of IBM as chronicled in this case history . APA FORMAT WITH REFERENCES ASSIGNMENT 2: Select strategies to implement for MICHAEL KORS COMPANY. In a brief FULL 2-3 page paper, describe what should be done to foster successful implementation of your chosen strategies. Be sure to examine both people and organizational considerations. PLEASE FIND ATTACHED A DOCUMENT WITH THE SELECTED STRATEGIES. APA FORMAT WITH REFERENCES

Paper For Above instruction

In this paper, I will analyze the resurgence of IBM through the lens of Miles and Snow’s typology of organizational strategic types. Additionally, I will discuss strategies to foster successful implementation at Michael Kors, considering both organizational and human factors.

Analysis of IBM’s Resurgence Using Miles and Snow’s Typology

Miles and Snow’s (1978) typology categorizes organizational strategies into four primary types: Defender, Prospectors, Analyzers, and Reactors. Each type reflects different approaches to environmental adaptation and competitive positioning. In the case of IBM’s resurgence, the company primarily exemplified the "Prospector" strategy. During the 1980s and early 1990s, IBM shifted its focus towards innovation and new market exploration, especially in the areas of personal computing and services.

IBM’s strategic shift involved investing heavily in research and development to introduce new products and entering emerging markets like personal computers, which aligned with the prospector’s emphasis on exploring new opportunities and continuous innovation. This adaptation helped IBM regain its competitive edge in the tech industry after facing declining market share in traditional mainframe segments.

Furthermore, IBM’s move towards a customer-centric approach and diversification into software and services demonstrated a prospector’s aggressive pursuit of growth. This strategic posture allowed IBM to reposition itself in a rapidly evolving technological landscape, highlighting the importance of innovation and risk-taking inherent in the prospector typology.

Strategies for Successful Implementation at Michael Kors

For Michael Kors to effectively implement new strategies, it is essential to consider a blend of organizational and human factors. First, leadership must foster a culture receptive to innovation and change. This involves communicating a clear vision, setting achievable goals, and motivating employees at all levels.

Engaging employees through training and development programs ensures they have the necessary skills to adapt to strategic changes. Change management initiatives should be tailored to minimize resistance and promote buy-in from staff. Moreover, aligning organizational structures to support strategic initiatives—such as establishing cross-functional teams—can facilitate smoother implementation processes.

Organizational considerations also include resource allocation, ensuring adequate funding, and technological support for new strategies. Additionally, leveraging data analytics can provide insights into market trends and customer preferences, enabling more targeted and effective strategic actions.

Equally important are people considerations, such as nurturing a culture of innovation, recognizing and rewarding adaptability, and promoting open communication to address employee concerns. Building a resilient workforce that aligns with strategic goals will be crucial for sustained success.

In conclusion, successful strategy implementation at Michael Kors requires a comprehensive approach that encompasses strategic leadership, employee engagement, organizational support, and a culture that embraces change. By addressing these factors, Michael Kors can enhance its strategic initiatives and maintain a competitive advantage in the fashion retail industry.

References

  • Hitt, M. A., Ireland, R. D., & Hoskisson, R. E. (2020). Strategic Management: Competitiveness and Globalization. Cengage Learning.
  • Miles, R. E., & Snow, C. C. (1978). Organizational strategy, structure, and process. McGraw-Hill.
  • Porter, M. E. (1985). Competitive advantage: Creating and sustaining superior performance. Free Press.
  • Barney, J. B., & Hesterly, W. S. (2019). Strategic Management and Competitive Advantage: Concepts and Cases. Pearson.
  • Garvin, D. A. (1993). Building a learning organization. Harvard Business Review, 71(4), 78-91.
  • Kim, W. C., & Mauborgne, R. (2004). Blue ocean strategy. Harvard Business Review, 82(10), 76-84.
  • Kaplan, R. S., & Norton, D. P. (2001). The strategy-focused organization: How balanced scorecard companies thrive in the new business environment. Harvard Business Press.
  • Johnson, G., Scholes, K., & Whittington, R. (2017). Exploring Corporate Strategy. Pearson.
  • Collins, J., & Porras, J. (1994). Built to last: Successful habits of visionary companies. Harper Business.
  • Osterwalder, A., & Pigneur, Y. (2010). Business model generation: A handbook for visionaries, game changers, and challengers. Wiley.

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