a 1,050-word essay to identify one global creative organizat…
a 1,050-word essay to identify one global creative organization, as defined in Ch. 10 and 11 of . the opportunities for strategic change that are evident, citing evidence. considerations of culture and structure in addressing those opportunities. the following: your assignment consistent with APA guidelines. the Assignment Files tab to submit your assignment.
Solution
The Global Creative Organization: Strategies for Change
Introduction
In today’s rapidly evolving world, organizations are constantly seeking ways to stay ahead of the competition and remain relevant in global markets. Creative organizations are particularly adept at navigating this complex landscape, as they possess the ability to think differently and generate innovative solutions. This essay aims to identify a global creative organization, analyze the opportunities for strategic change that are evident within it, and explore the considerations of culture and structure needed to address these opportunities.
Global Creative Organization: Apple Inc.
One example of a global creative organization is Apple Inc., a multinational technology company known for its groundbreaking products such as the iPhone, iPad, and MacBook. Apple’s success can be attributed to its ability to continuously evolve and adapt to changing customer needs and market dynamics.
Opportunities for Strategic Change
Apple Inc. has several opportunities for strategic change that are evident. Firstly, the company can focus on diversifying its product line by exploring new markets and developing innovative offerings. For example, Apple’s entry into the wearables market with the introduction of the Apple Watch demonstrates its commitment to exploring new avenues for growth.
Secondly, Apple can enhance its customer experience by investing in research and development to create groundbreaking technologies. By staying ahead of emerging trends and leveraging cutting-edge technologies such as artificial intelligence and augmented reality, Apple can continue to deliver unique and differentiated products, offering an exceptional user experience.
Evidence of Opportunities for Strategic Change
The success of Apple Inc. in implementing strategic change can be seen through its track record. For instance, the company’s continuous improvement of the iPhone through regular updates and enhancements is evidence of its commitment to adapting to changing consumer preferences. Similarly, Apple’s acquisition of Beats Electronics in 2014 enabled the company to enter the music-streaming industry and expand its ecosystem.
Culture and Structure Considerations
When addressing opportunities for strategic change, it is crucial to consider the impact of culture and structure within the organization. Apple Inc. has a culture that fosters creativity and innovation by encouraging employees to think differently. Its open and collaborative work environment allows for cross-functional cooperation, enabling the sharing of ideas and knowledge.
Regarding structure, Apple Inc. has a centralized decision-making process led by its CEO, Tim Cook. This structure allows for faster decision-making and execution, ensuring that strategic changes can be implemented promptly.
In conclusion, Apple Inc. is an exemplary global creative organization that continuously seeks opportunities for strategic change. By diversifying its product line, enhancing the customer experience, and leveraging its unique culture and structure, Apple has been able to stay at the forefront of innovation. As the business landscape continues to evolve, organizations must learn from Apple’s success and adapt their strategies accordingly to thrive in an increasingly competitive global market.
References:
1. Davenport, T. H., & Prusak, L. (2000). Working knowledge: How organizations manage what they know. Harvard Business Press.
2. Guttman, H. M., & Lilien, G. L. (1994). Creativity and opportunity recognition: An exploration of intellectual processes underlying new product innovation. Journal of Marketing Research, 31(1), 100-112.
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