Santa Cruz Bicycles

Instructions: Complete a five year simulation, and answer the following questions on the actual approach you used for the simulation. You may type your answers directly on this form, but the completed document must be 2-3 pages in length (please do not change the margins). Due November 25, 11:59pm

Bikes Bikes Bikes is a company that aims to produce the highest quality mountain, road,

2 Be able to present a reasoned case for changes in staffing resources, identifying personnel requirements

The strategic design lens assumes organizations are deliberate, goal-achieving entities (Ancona, Kochan, Scully, Van Maanen, & Westney, 2005: M-2, 10). In this view, managers can achieve organizational goals by understanding the fundamentals of design and fitting design to strategy, as well as to the larger organizational environment (Ancona et al., 2005: M-2, 12). In this paper, I discuss the five major elements of strategy – environmental fit, strategic intent, strategic grouping, strategic linking, and alignment – and identify two specific elements as causes of the problems Dynacorp is experiencing with its redesign. These elements are strategic linking and alignment.

* Supply and demand; Organisation will have to look at supply of the talent. If the supply is low and demand high use of internal resources will be necessary by forward planning, supply of specialist training

This paper seeks to review the five phases and other key elements and outcome expectations with the purpose of providing clarity to the organizational focus. It then demonstrates some of the implications and accomplishments

The design of an organization is a “formal, guided process for integrating the people, information, and technology of an organization” (Glickman et al., 2007). A good organizational design increases the likelihood that an organization will succeed; that its’ values will be realized and its mission will be attained. An organization begins with a strategy or a purpose, is followed by its philosophy or values, then identifies the mission and finally evaluates the environment and its’ strengths, weaknesses, opportunities, and threats to the organization (Kelly & Crawford, 2008).

Peripheral changes were seen as a type of quick-fix solution to a problem vice development of business strategy and well-planned implementation, this nearly guaranteed their failure. When any organization is in danger of failing, short-term solutions that have the biggest impact are initiated first and sometimes without analysis, planning, or communication. Regardless of the type of change an organization requires to remain successful, they must make sure that the organizational design is aligned with both organizational strategy and strategic plans.

The company’s objective is to enable business and operational success through integrated world class solutions and development by utilizing the organizational restructure of the Engineering and R&D departments. Having a centralized organization with a decentralized engineering department makes meeting the company objective quite difficult. Also, if the company’s objective does not align with the department specific objectives Campbell Soup is setting their selves up for failure. Sales and Marketing are concerned with increasing market share and gaining profit, while the Plants are worried about operational performance, and Engineering is focused on individual parts of the system. In order to have a successful company

Resources plays in the implementation of that strategy. Particular attention is paid to the hiring

5. Is change needed in its long-term direction? its objectives? strategy? its approach to strategy

Therefore, the authors consider the design step as the most important. Design is the third step in the model called, and here you should motivate, enable, brief and authorise people to pursue the change and you should identify constraints for implementation. The fifth, and last, step will take you back to the beginning of the process to complete the loop, this is the reinforcement step. Here it is important to understand that this can continue several years after implementation of the strategy. Environmental factors will decide if further strategy development is needed. The control loop will hereby be closed and the process would have to be repeated, starting with the further development of the vision (Pfeifer, Schmitt & Voigt, 2005). We argue that this step makes the model applicable to the earlier mentioned turbulent business environment.

For any business in the rapidly evolving world of business, planning and implementing successful organizational change is indispensable. Essentially, organizational change refers to a process whereby an organization strives to optimize performance in order to achieve its ideal state characterized by high performance and profitability (Côté & Mayhew, 2014). Any business would be more likely to lose its competitive edge, as well as fail to meet the demands of its loyal consumers if it doesn’t plan and implement change. Weiss (2012) emphasizes that all organizations ought to embrace change, and it’s imperative to note that successful organizational change doesn’t involve simple process of adjustments; instead it requires appropriate change management capabilities.

During the prepare phase, I will learn the short-term and long-term goals as well as the customers expectation of the design’s outcome for the company. My analysis of the organization should show activities, products, processes, services…etc. that will strengthen the network design, increase the success of the project and confirm the cost of network design

4. Analyze the constantly changing economic and technologic development and implement plans and process to adapt and restructure the organization to meet the needs and demands of the new advancements brought by the