Respective Areas Of Focus Of Organizations â€Myassignmenthelp.Com

Question: Discuss About The Respective Areas Of Focus Of Organizations? Answer: Introducation The article The new corporate garage explains four phases or eras through which innovation has undergone since it first emerged. The article characterizes these eras/phases with unique tenets that define them along with examples of innovations that falls under each of the four phases outlined. The article furthers names four people or innovators whom it terms innovation catalysts in four organizations who played a great role in unleashing innovations that solved global problems under respective areas of focus of their organizations. This article has been included in the topic Transformative innovation because of the following talking points it focused on. The article featured an innovation, Healthy Heart for All, by Medronic Company that provided cardiac diagnostic services and financial to provide pacemakers to the people in India who previously could not access these services although they needed them. Thousands of people in India have been able to receive heart related medical attention courtesy of this innovation and as such Healthy Heart for All is a transformative innovation that has been able to solve existing problem faced by people in the society and transformed their lives. The article also features an innovation by the name Pureit by Unilever where by its a portable water purification system that provides water at a very affordable rate of half a cent per liter. The goal of this particular innovation is to provide 500 million people with cost effective and affordable safe water for drinking. This idea is quite innovative and transformative as it is able to provide quite a good number of people with safe drinking water globally thereby reducing water related infections in the whole world. Uwezo crop-protection chemicals and seeds by Syngenta aims at assisting smallholder farmers in Kenya to increase their crop production level for both commercial and domestic purposes. This is the most vulnerable group of people who have less financial muscle unlike their counterparts who practice heavy commercial Agriculture and can support themselves fully in terms of marketing their products and buying farm inputs. With this innovation though, the smallholder farmer in the East African largest economy is able to compete favorably in market with large scale farmers. IBMs Smater Cities bundles technology as highlighted by the article helps to solve energy, water, traffic, crime, public transit and parking related problems in the cities. These are common problems faced by majority of cities across the world and such and innovation transforms these cities when implemented in them. (Bean, 2017) The decision maker is the Sun Microsystemss CEO whose position is the head of the company and is responsible for making strategic decision in terms of the companys business model and mode of operation. The CEO ensures that the company business model remains afloat in the market and its able to compete favorably for business with the competition. The issue of concern Wall Street not being optimistic about SUNs success in the financial year 2007 terming it unsustainable, while the company CEO thinks the success can be attributed to the company entering new markets, new product areas as well as open source software policy. The issue arose because SUN prior to its success in the year 2007 faced tribulation and reduced financial performance in its operation thus the Wall Street became more skeptical about its mode of operation and business model. The CEO is involved now to protect the image of his company. The decision maker needs to dispose of the issue now because it affects investor confidence in the companys business model and customers confidence on the companys products. The situation involves market negative perception of SUNs recent success in workstation business. SUN deviated from its original open model of business where it developed its computers through off-the-shelf components to more proprietary model where technology was developed in-house. The new model did not lead the company to improved financial performance as expected. The company entered the work station business in the 1980s well after some of its completion such as International Business Machines and Digital Equipment Corporation which begun operation in 1960s. It initially witnessed rapid growth due to its open systems policy before competition started catching up. My functional area of interest in the SUNs operation is its mode of operation. Whereas other companies such as IBM focused on proprietary mode of business, SUN decided to use already existing technologies in developing its workstations and thus come up with widely accepted products compatible with various software applications available in the market. The problem is for the SUN to convince the market that its recent success in business is not based on unsustainable avenues that can not guarantee future success in revenue collection and profit. The company needs to do this immediately as prolonged negative perception hurt the business of the company. The alternatives available to the decision maker include continued persistence in returning the company to its initial mode of operation where it depended on off-the-shelf components to come up wit its computers and more diversification of the business to provide the company with additional revenue lines that will lead to improved financial performance. (Schwartz, 2014) The theme of the workshop relates to the case study provide in that the case provides various points of analysis ranging from operation to marketing models as envisaged in the workshop/module theme. (Scherand, 2008) References Bean, J. (2017). Altmetrics in Scientific Research: Flash in the Pan or Transformative Innovation?. World management, 104, 993-995. https://dx.doi.org/10.1016/j.wneu.2017.05.065 Scherand, H. (2008). Dirigiert Sun ONE Java? (Drives Sun ONE Java?). It - Information Technology, 43(3). https://dx.doi.org/10.1524/itit.2001.43.3.121 Schwartz, J. (2014). Honda City Winning Recipe with Clever Engineering. Auto Tech Review, 3(2), 60-63. https://dx.doi.org/10.1365/s40112-014-0550-9