A. How could Jeff's attitude toward social responsibility impact Perry's
strategy? Justify your rationale with support from course materials.
Jeff's attitude toward social responsibility would absolutely affect Perry's
strategy. Customer centricity and ecosystem focus are the critical
reference points for defining organizational strategy and priorities. The
development and promotion of culture is an organizational priority.
Companies cannot realize the true potential, embrace new business
models, or implement new ways of working without supporting changes in
organizational behaviors and norms. Corporate social responsibility is a
company's sense of obligation towards social and physical environments in
which it operates. Supporters of Corporate Social Responsibilities maintain
that socially responsible practices can have a positive impact on the
bottom line and may also argue for the recognition of a "triple bottom line"
that rewards social, environmental, and financial return. Socially
responsible practices can have a positive impact on the organization by
improving employee recruitment and retention, managing environmental
risks by reducing harmful accidents, and differentiating brand to achieve
greater consumer loyalty. Cultural understanding is essential for leaders to
lead.
B. Should Perry's Printing respond to this new strategic plan published by
their competitor? Why or why not? Justify your opinion with support
from course materials.
Perry's Printing does need to respond in this case. They currently have
most of the same features and can easily change to automatic ink
dispenser. Perry's should create and implement a CSR program. In order to
reap the full business benefits of CSR, Perry will want a strategy that's
brand-aligned, well-researched, responsive, partnership-driven (at all
levels), and constantly evolving in pursuit of positive impacts everyone can
feel good about (Schein, 1992). These documents should be available on
the company's website as well as marketed as a "green" company. Most
social, environmental, and sustainability reports are produced voluntarily by
corporations themselves and are not held to the same external standards
as financial reporting. Hiring an independent social responsibility audit firm
would be extremely beneficial. Then the company would be able to provide
third-party assurance to various stakeholders that the subject matter is
free from material misstatement and represents a true and accurate
depiction of actions and events.
C. Porter identified one of the most commonly accepted definitions of
strategy as "choosing a unique and valuable position, rooted in systems of
activities that are difficult to match." In other words, differentiation is the
key to strategy. If all competitors are choosing sustainability as part of
their processes, can sustainability really be a strategy? Support your
opinion with course materials.
Absolutely, sustainability can be a strategy. Sustainability is the capacity to
endure over the long term through renewal, maintenance, and sustenance.
From an organizational perspective, sustainability should always be used to
make decisions about business conduct and to evaluate outcomes.
Environmental aspects can relate to water, land, and atmospheric impact,
including energy and chemical use. Social sustainability can include human
and worker rights and community issues. Economic aspects can include
financial transparency and accountability and corporate governance. Long
term business performance comes from leadership culture and careful and
continuous development of leadership at all levels (Schoenlaub, 2015).
Also, sustainability is only a piece of a much larger strategy. For instance,
product differentiation, consumers want and needs, etc. Globally, there is
much more concern on the environmental factors business affect and
therefore, I think sustainability must be a part of a company's strategy.
Modern companies are expected to care about making the world better.
Schein, E. (1992).
Summary of culture levels - schein. abstract
. Value Based
Management.net. Retrieved April 30, 2022, from
https://www.valuebasedmanagement.net/methods_schein_three_levels_cult
ure.html
Schoenlaub, N. (2015, October 7).
It's not the CEO, it's the Leadership
Strategy That Matters!
LinkedIn. Retrieved April 29, 2022, from
https://www.linkedin.com/pulse/its-ceo-leadership-strategy-matters-
nicolas-schoenlaub
