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BusinessProcessChange.edited.docxRunning head: BUSINESS PROCESS CHANGE 1
BUSINESS CHANGE PROCESS 5
Business Process Change
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Organizational performance is integral in any organization as it highly determines the success and growth of the organization. Organizational performance refers to the actual output of an organization measured against its intended results. Today, many organizations manage organizational performance using a balanced scorecard mechanism where performance is tracked and measured in several dimensions, such as customer service, social responsibility, and financial performance. Organizational performance has several areas of firm outcomes, such as financial performance, shareholder return, and product market performance. Many specialists are concerned with organizational performance, including operations managers, finance directors, legal advisors, strategic planners, and the entrepreneurs who the organization's owner (Balocco et al., 2019). Businesses try to achieve enhanced organizational performance by adopting different strategies or making various structural changes in order to ensure efficiency in their processes and procedures. The paper will focus on the business change process in Toyota motors as our center of study as it is a well-known car manufacturing company.
The company is among the leading motor car manufacturers in the world. Toyota is a multinational automotive manufacturer with its headquarters in Toyota City, Japan. Toyota has a corporate structure of over 400,000 employees worldwide. Toyota has had a solid market foundation representing trues success stories in manufacturing history. The company produces over 10 million vehicles annually. Currently, the company is leading the sale of hybrid electric vehicles globally. Toyota's mission is attracting and attaining customers with high-valued products, services, and a satisfying ownership experience in America. The vision of the company is to be the most respected and successful motor car company in America.
The business process change that needs to be undertaken in Toyota is the proper marketing of hybrid electric vehicles, slowly gaining ground into the global market. The customers' tastes and preferences keep on changing as time passes. More people are now buying hybrid electric cars as they are environmentally friendly, with no air emissions. The cars have utilized green technology in their manufacturing, making them environmentally conservative. The company needs to heighten its marketing strategy for these hybrid electric cars as more companies are manufacturing them. Proper marketing will help them sell their product in the global market and maintain their competitive advantage. Good marketing strategies will enable more customers and potential customers to appreciate the product, thus increasing its sales and profitability level proportionately (Harmon, 2019).
The Capability Maturity Model (CMM) is a mechanism used to develop and refine an organization's software process. The CMM has different initial levels, managed, defined, quantitatively managed, and optimizing. The initial stage is usually chaotic, and a capability is characterized on an individual basis. The products developed in this state are over budget. The Toyota Company can develop a good marketing strategy that would help cover a large market and use minimal resources. This can be achieved by employing cost-effective marketing strategies to attract and attain customers with high-valued products, services, and satisfying ownership experience in America. The second level is managed, which estimates the project parameters like schedule, cost, and functionality. The development of plans and processes is done at this stage while defining the software project standards. The result is that the processes are easily understood, and quality is well integrated into the projects. After identifying the appropriate marketing strategy, the Toyota management should look at the various parameters like the strategy's schedule and cost (Hu & Gao, 2019).
Moreover, the third level is defined, ensuring that the products meet the main requirements and intended use. The risks are mitigated, and the team can efficiently manage them. At this stage, Toyota should access the key requirements and intended use of the marketing strategy. This would identify the benefits of incorporating the marketing strategy into the operations of Toyota. The fourth level is quantitatively managed, which helps understand process performance, and quantitatively manages its project. This level fosters proper quantitative project management in an organization. The company will understand the marketing strategy's process performance and quantitatively manage it to give the required outcomes. At this stage, the managers are not required to do a lot of project explaining as it is well understood in the management structure. Lastly is the optimizing stage, which detects and eliminates the cause of defects early enough. It fosters organizational innovation and deployment in their structure. This level is essential as it would detect the flaws in the marketing strategy, and necessary measures would be taken to eliminate the defects and ensure the best outcomes are realized by the company. The stage also fosters organizational innovation among the employees as they are able to think of new and better ideas for enhancing organizational performance.
Enhanced organization performance can lead the organization to higher levels of profitability. Organizations should always access their operations and identify areas that need changes in order to enhance their overall performances efficiently. Innovation should be emphasized among the employees as it would help in coming up with new and better ways of enhancing organizational performance.
References
Balocco, R., Cavallo, A., Ghezzi, A., & Berbegal-Mirabent, J. (2019). Lean business models change process in digital entrepreneurship. Business Process Management Journal.
Hu, J., & Gao, S. (2019). Research and Application of Capability Maturity Model for Chinese Intelligent Manufacturing. Procedia CIRP, 83, 794-799.
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