This Assignment Is Due Friday, March 25th, By 11:59 PM EST

This assignment is due Friday March 25th by 11:59PM EST. The company I

This discussion helps you develop the skills to master the following course competencies: analyze the strategic elements of organizations and their external environment using theories and models of strategy, and create a comprehensive organizational strategy assessment.

This discussion will help you enhance your understanding of strategic development by analyzing strategic issues and proposing strategic changes for your project firm. Strategy involves positioning for the present and adapting to the future, with structures, systems, and culture being key parameters of organizational design that can be manipulated to effect strategic change.

For this activity, consider changing one or more of these elements—structure, systems, or culture—to address a critical strategic issue you've identified for your chosen company. Craft a strategic recommendation that the company could implement within six months.

Paper For Above instruction

Virgin Group is a globally recognized corporation with diverse business interests, including travel, entertainment, telecommunications, and health and wellness sectors. As the company navigates rapid technological changes and evolving consumer preferences, strategic adaptations are essential for maintaining competitive advantage and ensuring sustainable growth.

One critical strategic issue Virgin faces is maintaining its innovative culture while expanding into new markets. The company’s success has largely been driven by its ability to foster a culture of innovation, risk-taking, and customer-centricity. However, as Virgin diversifies and scales up operations across various sectors, there is a risk that the organizational culture may become diluted or less agile, hindering the company’s ability to innovate rapidly.

To address this issue within a six-month timeframe, a strategic recommendation is to redesign Virgin’s organizational structure to reinforce its innovative culture. Specifically, implementing a decentralized structure that empowers regional and divisional managers could foster more localized decision-making, increase agility, and support innovation at the ground level. This approach aligns with Grant and Jordan’s (2015) emphasis on adapting organizational structures to promote strategic agility and responsiveness.

The proposed change involves establishing autonomous cross-functional teams within each division, responsible for developing and executing innovative initiatives tailored to their markets. This structural adjustment would be supported by new systems for knowledge sharing and collaboration, such as internal innovation platforms and regular cross-divisional meetings, to ensure best practices and innovative ideas are disseminated across the organization.

Implementing this change over six months requires clear communication of the vision, training for managers on decentralized decision-making, and the development of metrics to evaluate innovation outcomes. By decentralizing authority and streamlining processes, Virgin can enhance its ability to adapt swiftly to market dynamics and nurture a culture of continuous innovation, thereby securing its competitive edge in new and existing markets.

References

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• Hamel, G., & Prahalad, C. K. (1994). Competing for the future. Harvard Business Review, 72(4), 122-128.
• Johnson, G., Scholes, K., & Whittington, R. (2017). Exploring corporate strategy (10th ed.). Pearson.
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• 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.
• Brown, S. L., & Eisenhardt, K. M. (1998). Competing on the edge: Strategy as structured chaos. Harvard Business Review Press.
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• Teece, D. J. (2010). Business models, business strategy and innovation. Long Range Planning, 43(2-3), 172-194.