Strategic Plan And Self-Reflection Summary Review

Strategic Plan And Self Reflection Summaryreview The Initial Scena

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 for the Executive Board. The plan should be thorough, succinct, and complete, linking targets to specific initiatives. The report must include a title page, table of contents, executive summary, and the following sections in a 5-page report:

Part I: Global Economy & Factors Affecting H-D

  • Identify H-D’s motivations and risks related to 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
  • Describe how the Internet adds value
  • Discuss Internet business models
  • Outline competitive strategies leveraging e-business capabilities

Part II: Corporate Leadership

  • Evaluate the current organizational culture at H-D and define attributes team members should possess to reach organizational goals
  • Recommend motivational techniques for management teams to ensure success
  • Suggest team strategies for different departments based on team types and their focus, explaining recommendations in detail
  • Identify key elements and missing elements of an ethical organizational culture
  • Identify characteristics of a learning organization and note any missing elements

Part III: Strategic Plan Summary, Conclusions, and Recommendations

  • Discuss implementation strategies, including team deployment in each department
  • Develop a brief roadmap for implementing the strategic plan
  • Identify primary benchmarks to assess success or failure
  • Address potential risks associated with the plan

Part IV: Self-Reflection Summary

  • Reflect on lessons learned from the course and the Bachelor of Science program that will aid your career
  • Discuss career opportunities in business that interest you and what you have learned about yourself
  • Evaluate how personal biases and assumptions have affected your previous work and how you plan to manage them in the future

Your final document should be approximately 5 pages in length, utilizing 4–6 scholarly or professional sources. It must be written clearly, concisely, and organized, demonstrating ethical scholarship with proper citation, and free of spelling, grammar, and punctuation errors.

Paper For Above instruction

The following comprehensive strategic plan and self-reflection review are designed to address the critical areas outlined in the assignment prompt, with a focus on Harley-Davidson (H-D). This plan integrates both global strategic considerations and internal organizational factors, culminating in a reflective section that connects academic insights to personal leadership development.

Part I: Global Economy & Factors Affecting Harley-Davidson

Harley-Davidson’s motivations for expansion are driven by a desire to penetrate emerging markets where the demand for premium motorcycles is increasing. The brand’s recognition, heritage, and loyal customer base serve as competitive advantages in global markets. However, entering new territories involves risks such as cultural differences, regulatory hurdles, and currency fluctuations. To mitigate these, H-D must adopt tailored entry strategies—joint ventures, wholly owned subsidiaries, or strategic alliances—based on market maturity and political stability.

The Internet strategy must leverage digital marketing to enhance brand visibility globally, facilitate online sales, and provide a personalized customer experience. An e-commerce platform integrated with social media can deepen engagement and sales channels. Internet business models such as direct-to-consumer sales, digital customization, and virtual showrooms will position H-D as an innovative leader in entrepreneurial e-health strategies. Competitive strategies should leverage e-business capabilities through digital analytics, targeted advertising, and enhanced online customer support, aligning with industry shifts towards omnichannel retailing.

Part II: Corporate Leadership

H-D’s organizational culture emphasizes independence, innovation, and a passion for riding. To reach strategic goals, team members should embody attributes such as adaptability, customer-centricity, and a collaborative mindset. Motivational techniques, including recognition programs, empowerment through autonomous decision-making, and aligning personal values with corporate mission, would foster engagement and performance.

The organization is shifting to a team-oriented structure across departments like manufacturing, marketing, and R&D. Cross-functional teams focused on innovation, quality, and customer experience can encourage collaboration and flexibility. For example, product development teams should prioritize agility and innovation, while customer service teams should focus on responsiveness and relationship-building. Ethical organizational characteristics include transparency, accountability, and inclusivity; missing elements might include a formal whistleblowing policy or diversity initiatives. A learning organization thrives on continuous improvement, knowledge sharing, and adaptability—elements that H-D should further nurture through training and dynamic feedback systems.

Part III: Strategic Plan Summary, Conclusions, and Recommendations

Implementing this strategy involves establishing cross-departmental teams tasked with executing specific initiatives such as market entry, digital marketing campaigns, and product innovation. A roadmap should include phases of analysis, pilot programs, evaluation, and scaling. Success metrics include market share growth, online sales volume, customer satisfaction scores, and brand recognition indices. Potential risks encompass operational disruptions, cultural misalignments, and technological failures; mitigation plans should involve contingency planning and continuous monitoring.

By establishing clear benchmarks and feedback loops, H-D can adapt strategies dynamically, ensuring alignment with market changes and organizational objectives. Regular performance reviews and stakeholder engagement will facilitate sustained progress toward expansion goals.

Part IV: Self-Reflection

Throughout this course and my Bachelor of Science program, I have learned invaluable lessons, including the importance of strategic agility, ethical leadership, and continuous learning. These principles will guide my future career, especially in roles that require adaptive leadership and innovative thinking. I am particularly interested in management consulting and corporate strategy, where I can apply analytical skills and foster organizational improvements.

Reflecting on my personal biases—such as assumptions about cultural differences—has heightened my awareness of the need for cultural sensitivity and active listening. Moving forward, I plan to mitigate biases through ongoing education and openness to diverse perspectives, ensuring my leadership is inclusive and effective. The insights gained from this program have been instrumental in shaping my professional identity and future aspirations.

References

  1. Hill, C. W., & Jones, G. R. (2012). Strategic Management: Theory: An Integrated Approach. Cengage Learning.
  2. Porter, M. E. (2008). The Five Competitive Forces That Shape Strategy. Harvard Business Review, 86(1), 78-93.
  3. Hitt, M. A., Ireland, R. D., & Hoskisson, R. E. (2017). Strategic Management: Concepts and Cases: Competitiveness and Globalization. Cengage Learning.
  4. Barney, J. B., & Hesterly, W. S. (2015). Strategic Management and Competitive Advantage: Concepts and Cases. Pearson.
  5. Grant, R. M. (2016). Contemporary Strategy Analysis: Text and Cases. Wiley.
  6. Kaplan, R. S., & Norton, D. P. (2001). The Strategy-Focused Organization. Harvard Business School Press.
  7. McKinsey & Company. (2019). Digital Strategy and Transformation. Retrieved from https://www.mckinsey.com
  8. Prahalad, C. K., & Krishnan, M. S. (2008). The New Age of Innovation. McGraw-Hill.
  9. Harvard Business Review. (2020). Leading with Purpose and Values. Harvard Business Publishing.
  10. Welch, J., & Welch, S. (2005). Winning. HarperBusiness.

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