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Impact of organization culture
Impact of organization culture
How does corporate culture affect corporate governance
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No company that falls behind the competition is guilty of standing completely still. But sometimes our efforts fail because of the level of commitment to change. – Tom Kelley and David Kelley Organizational Issue BlackBerry, formerly known as Research in Motion (RIM), was a market leader and innovator for smartphone products. The business and government sectors found the BlackBerry device particularly useful because of its email capabilities, superior security system, and convenient keyboard. As the smartphone industry began to shift its focus towards the average, everyday customer, competition increased, and BlackBerry’s first-mover advantage began to decline. Over the past five years RIM has changed its corporate name to BlackBerry, been purchased by private equity firm Fairfax Financial, written down over $1 billion in assets and unsold inventory, and laid off more than 40% of its workforce (Connors). BlackBerry’s fall from market leadership and financial success is the result of a corporate structure that failed to foster individual employee creativity and company-wide innovation. The financial distress, upper-management turnover, and loss of strategic direction are symptoms of BlackBerry’s problem: a failure to innovate and remain competitive in the smartphone market. Recent attempts to regain foothold in the smartphone market include the unsuccessful launches of the PlayBook tablet in 2011 and Z10 and Q10 phones in 2013. These attempts to dismantle the iPhone and Android market power have resulted in BlackBerry trying to mimic its competitors rather than producing cutting edge products that create value for its customers. Conflict and a bureaucratic corporate culture are largely to blame for the lack of creativity and ... ... middle of paper ... ...he Box." Harvard Business Review (2007): 71-78. Print. McShane, Steven, and Mary Ann Von Glinow. "Chapter 8: Decision Making and Creativity." PRIMIS MNO 6202: Managing Organizations. 2004. Reprint. McGraw-Hill Education, 2013. 64-84. Print. Noonan, Bill. "The Learning Circle."Productive Business Dialogue. Harvard Business School Publishing Corporation, 2002. 1-7. Print. Silcoff, Sean, Jacquie McNish, and Steve Ladurantaye. "Inside the Fall of BlackBerry: How the Smartphone Inventor Failed to Adapt." The Globe and Mail. The Globe and Mail Inc., 27 Sept. 2013. Web. 9 Apr. 2014. inside-story-of-why-blackberry-is-failing/article14563602/?page=all>. Thomke, Stefan and Ashok Nimgade. “IDEO Product Development.” PRIMIS MNO 6202: Managing Organizations. 2007. Reprint. McGraw-Hill Education, 2013. 94-114. Print.
Through short stories and personal observations and experiences, MacKenzie provides insight into maintaining a creative, entrepreneurial culture within the structured and potentially constricting environment of an organization, and society as a whole. He defines “the giant hairball” as a tangled, impenetrable mass of rules and systems that are based on what worked in the past and which can lead to mediocrity in the present. He points out that this “hairball” is built over time without members of the firm understanding that it is even there or its potential to negatively effecting the firm’s ability to remain flexible and creative.
As Kerr is an educator and a professor in universities and not an economist, he examines his idea or creativity in the organization by making inquires starting from top management to the bottom in the organization and also to people who knew what the buyer or customer should be; then he would run it through his network in and outside GE to cross examination and double check or assessment (Davenport et al). Kerr’s successes effectively with the standing of ideas and creativity mainly rely on his continuing exploratory research with great creative thinking skills, expertise and motivation, and they also depend on his outstanding leadership and exceptional organizational culture of innovation in GE (Davenport et al, 2003).
One of Turkle’s focuses is on the BlackBerry, bus she lacks in describing what the device actually is. For younger and present audience, the Blackberry does not have the same usage and significance, compared to readers of that time and audience. From describing it we can better understand what is and the effects of it. The BlackBerry that Turkle is referring to is a wireless handheld communications device released in the early 2000’s. The significant of the device was that it “offer[s] cellular phone service, wireless e-mail capability, and Internet access” and “the new ‘smartphones’ took the business world by storm” (“BlackBerry”). The Blackberry is used to make the lives of the busiest people more efficient. The reason that she uses the Blackberry, rather than other communication devices, is due to its popularity at that time. The majori...
Sigurdson, J. (2004), ‘The Sony-Ericsson Endeavour: Part 1’, Institute of Innovation Research of Hitotsubashi Unniversity, Working Paper, (Tokyo: Japan).
Apple rules the market because of concentrated development procedures and non specific organization technique which depends on Porter’s Model. Porter’s Model spotlights on three zones that is Cost leadership, differentiation, and focus. Due to a change in overall market and customer landscape the companies mission statement is constantly changing, it’s most recent is, “Apple designs Macs, the best personal computers in the world, along with OS X, iLife, iWork and professional software. Apple leads the digital music revolution with its iPods and iTunes online store. Apple has reinvented the mobile phone with its revolutionary iPhone and App store, and is defining the future of mobile media and computing devices with iPad (Apple).”
Being engulfed in a competitive market could be an overwhelming and challenging experienced for any company. The compatibility of Blackberry did not match the standards of other competitive operating systems. Even the acquisition of QNX could not help Blackberry tap in the lucrative market to stay afloat.
Blackberry lost focus on its core business and consequently lost its position as the “Business phone” market leader. Its Market-Share of the smartphone shrank from>21% to below 1%.
While profits from semiconductor sales are keeping stakeholders happy, Samsung is pursuing a differentiation strategy in the smartphone market. The managers are committing more resources to researching something they think will revolutionize phones. author name writes, “All smartphone makers face the issue of stagnancy in hardware innovation. Samsung is currently working on developing a smartphone with foldable displays…” (Tanner). There has not been a ground-breaking development in smart phones in the last few years, so the managers believe
Apple has made reasonable management of its human and material resources since its innovational approach demands effective strategic allocation of its resources to the development and utilization of its productive resources to support its innovative investment strategies. Effective strategic control brings power to Apple’s decision-makers to allocate its resources to confront the technological, market, and competitive uncertainties which are inherent in the innovation
Bateman, T.S., & Snell, S.A. (2011).Management: Leading and collaborating in a competitive world (9thed). New York, NY: McGraw-Hill Irwin.
This report is mainly based on the case study Emerging Nokia, using the frameworks and concepts we have learned to analyze the case. This report is divided into 5 parts, first is the summary of the case, the second part is about the competition Nokia faced, the third part is the factors that contributed to the success of Nokia, then the challenges Nokia may face in China and the recommendations to them and the last part is the conclusion of the report.
Moore, G. A. (2004, Jul/Aug). Darwin and the Demon: Innovating Within Established Enterprises. Harvard Business Review, 82(7/8), pp. 86; pp. 7.
Cambridge: Icon, 2004, Print. Farley, Tom. A. The Cell-Phone Revolution: American heritage of invention & technology. New York: American Heritage, 2007.
... smartphone. The company has improved increasingly because the combination with the Nokia company. Away to insure that the company can stay on top is to increase the innovations to their devices. Nokia was once a mobile telephone powerhouse, but has struggled since smartphones hit the market. As part of Microsoft, it will have better footing to compete there, however Ballmer noted that Nokia remains a leader in non-smart with phones sold in developing regions. The company’s ultimate goal is growth for the platform. After years trying to regain relevance in the mobile industry, Microsoft’s Windows Phone operating system narrowly nudged ahead of theird-place BlackBerry in global smartphone shipments, now sitting somewhere in the neighborhood of five percent globally. In the end Microsoft has accomplished their goal as a company and plans to stay there for a while.
Organization operates in a strongly competitive environment manning creativity a vital component in business growth. Creativity is what sparks big ideas, challenges workers way of thinking and make way for new business opportunities,