The Organizational Effectiveness Of Harley Davidson

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In 1901, at the age of 21, William S. Harley created “a blueprint drawing of an engine designed to fit into a bicycle” (Harley-Davidson.com, 2015). In 1903, William S. Harley, and co-founder Arthur Davidson made “available to the public the first production Harley-Davison® motorcycle”; Harley-Davidson Motor Company was officially incorporated in 1907 (Harley-Davidson.com, 2015). What started out in a small wooden shed in Milwaukee has evolved into an iconic and massive multi-million dollar global organization. This paper will discuss the organizational effectiveness of Harley-Davidson by examining its financial health, strengths and weaknesses, internal processes, and core competencies. Harley-Davidson (H-D) is not the only motorcycle company around anymore. There are many other brands of motorcycles on the market, which makes it even more important for Harley-Davidson to focus on their financial health. One way in which H-D focuses on their financial health is by their focus on sustainability. H-D believes that the environment is a key aspect that they need to focus on and they “are committed to preserving the riding environment for future generations of customers with a strategy for reducing the environmental impact of [their] products while promoting motorcycle riding and maintaining the authentic Harley-Davidson experience” (Harley-Davidson.com, 2015). Harley-Davidson’s focus on financial sustainability is another way in which H-D is conscious about their financial

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