Section 1: Strategy and Sustainability: The Expression of Organisational Values and Vision (800 words) Section 2: Evaluating Strategic Approaches to Innovation on Performance Frontier (800 words)...

Strategic Decision Making and Integration         1
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Contents
Section 1: Strategy and Sustainability: The Expression of Organisational Values and Vision    4
Description of Company    4
Strategy- Intent Posture    4
Strategic Implications of Analysis    5
Evaluation of CSR, Mission/Vision and Values    5
Fundamental purpose of the organisation    5
Customer and major stakeholders    5
Consistency of purpose    5
Time of retrenchment    5
Number of CEOs, CFOs and COOs    6
Stability of Leadership    6
Organisation goal in term of finance    6
Ambitious strategic intent    6
Long-term role of organisation    6
Achievement of long-term intention    6
Summary    6
Section 2: Evaluating Strategic Approaches to Innovation on Performance Frontier    7
Strategic Innovation Analysis    7
Performance Frontier Analysis    8
ESG issues    8
Financial impact    8
Major innovation undertaken    8
Communication with stakeholders    8
Break down barriers    9
Implication of future competitiveness    9
Section 3: Strategic Position Statement Analysis    9
Activity, skills, competencies and capabilities    9
Feasibility of the Strategic Plan    10
Incremental changes    10
Advantages of the Strategy    11
Position of the organisation    11
Trade-offs and limitations    11
Implications for Future Competitiveness    12
References    13
Section 1: Strategy and Sustainability: The Expression of Organisational Values and Vision
Description of Company
The company that is selected is Uber, which is an online cab-booking service that offers cabs at low charge. Unlike a normal cab, Uber drivers are not required to have a taxi license, and most people with a car can register for Uber. The app is popular in many countries, and has 3 main options. UberGo is the cheapest and features common cars. UberPremium offers some premium cars, and extra boot space as well. Uber also launched UberXl, and UberShare. UberXL consist of sedans and family cars, that can hold up to 6 people, and UberPool lets people share rides with other users to decrease the cost. Uber also owns UberEats, which is a food pickup and delivery app (Liljenberg, 2015). The market for Uber is extremely large since it was the first of its kind in most countries. However, due to new apps and competition, the market share has gone down.
Strategy- Intent Posture
The strategy intent posture of Uber is to focus on ensuring that their costs are less when compared to traditional taxis. Their main focus would be on the customer, and on ensuring that the customer is satisfied from their services. The evidence of the strong intent posture ca be seen in many of the steps that Uber has taken when it comes to ensuring effective customer service. A majority of their innovations, and changes, such as the decrease in prices, the screening of employees and the SOS option, has been to ensure that the customers feel safe using Uber (Cramer and Krueger, 2016). This also ensures that the customer repeats using the app. The price surge model that they use is also an example of their strategy intent posture. The price surge model ensures that there is a constant influx of Uber in most areas, and that customers are able to get an uber easily.
Strategic Implications of Analysis
The focus, which is related to the concept of the working of the Uber, is related to the vehicles, which majorly does the operation in the business. The efficiency of the vehicle is one of the important factors, which can be stated as a turning point in the sector of gaining of complete advantage within the sector of working of the organisation (Frow, Nenonen, Payne and Storbacka, 2015). The customers should be directly be intended in the sector of indulging into the business and take the service of the organisation, which would be directly helping the organisation to gain different forms of competitive advantage within the working.
Evaluation of CSR, Mission/Vision and Values
Fundamental purpose of the organisation
The fundamental purpose of the organisation to enhance the communication part from the end of the customers so that they can commute from one end to the other end without any problem.
Customer and major stakeholders
The major stakeholders of the organisation included the drivers who engage in the sector of working of the organisation. The customers would be anyone, from students, to housewives and people who own a car but don’t wish to drive (Grant, 2016).
Consistency of purpose
The company has been found to be consistent in their purpose, which is to provide Users with a ride option that is cost-friendly and efficient.
Time of retrenchment
Uber has not had times of difficulty, and they have been growing steadily, so there is not much that can be said about the value of the human resources.
Number of CEOs, CFOs and COOs
The organization has had 2 CEOs, and 3 COOs, along with 3 CFOs in the past 10 years Frow, Nenonen, Payne and Storbacka, 2015).
Stability of Leadership
The leadership in the organization has been found to be very stable.
Organisation goal in term of finance
Uber aims to increase their profits to a large extent. The aim is to increase profits by at least 50% in the next quarter (Grant, 2016).
Ambitious strategic intent
The main strategy of the organisation is linked to the sector of the achieving greater service to the customer to engage in the sector of operation of the business.
Long-term role of organisation
Fuel saving technology, which would be directly helping the organisation to gain different forms of advantage, which is related to the financial condition of the organisation (Cramer and Krueger, 2016).
Achievement of long-term intention
One of the sectors of implementation in the domain is related to the sustainable development options...