MNG3702 Portfolio Examination 2020.

MNG3702 Portfolio Examination 2020. Adaptation – Is change that can be implemented/adapted within the existing business model and business culture with the main aim of realigning strategy. Reconstruction – This change does not necessarily change the culture, but it may cause some disruption in the organisation. Revolution – this change requires swift and major strategic and cultural transformation. Evolution – This change happens gradually over time and requires cultural change. A1.2 [2] Anheuser-Busch went through a type of strategic change we refer to as a revolution. They were forced into reactive transformation to manage the crisis they were facing due to being complacent to the rapidly changing brewer consolidation. Question A2 [7] A2.1 [3] Knowledge management is a function performed by management and is aimed at the creation and locating of knowledge, managing the flow within the organisation and ensuring that the knowledge is utilised efficiently and effectively for prolonged benefit to the organisation. MNG3701 – Strategy implementation and control May/June 2020 Portfolio Examination Student number: Page 4 of 10 A2.2 [4] 1. Discovering knowledge within the organisation SAB realised they had great knowledge of operating in the emerging market conditions. 2. Capturing knowledge in a way that enables it to be shared across departments SAB created and used what they referred to as COBIT (Control Objectives for Information and Related Technology) a resource they used to develop a strategy document. 3. Sharing the knowledge throughout the organisation The knowledge form COBIT was then shared in the company across different departments, sections, and teams. 4. Appling knowledge to solve problems and make decisions With the experience gained in operating challenging emerging markets, SAB used this knowledge to turnaround neglected breweries and businesses. This knowledge also assisted them in operating developed markets. Question A3 [12] A3.1 1. Ideation SAB’s vision was to be the most admired company in South Africa, a partner of choice, an investment of choice and an employer of choice. 2. Nature (Culture, structure, and strategy) Nature consists of culture and core values of an organisation. SAB had a huge risk appetite and their employees had a culture of resilience, flexibility, and entrepreneurial spirit. Their strategy was aimed at emerging economies. MNG3701 – Strategy implementation and control May/June 2020 Portfolio Examination Student number: Page 5 of 10 3. Vision (Goals, strategy, and metrics) SAB’s key goals and metrics was rapid expansion in emerging markets worldwide then shift focus to developing countries leading to expansion into developed countries. COBIT was used as a resource to develop an Information Technology and enterprise architecture strategy document. 4. Engagement (Strategy to portfolio) The target environment, business objectives, IT portfolio services, current situation analysis, and the action items required to move from current situation to desired situation were all documented by the development team and shared with different departments, sections and teams across the company. 5. Synthesis The target environment, business objectives, IT portfolio services, current situation analysis, and the action items required to move from current situation to desired situation were all documented by the development team and shared with different departments, sections and teams across the company. 6. Transition The acquisition of Miller by SAB brought them a step closer in consolidating its position as a multinational brewing giant. The resilience they had built in emerging markets made it easy for them to overcome challenges in developed markets. They robustness and ability to connect with different cultures, gave Sab valuable flexibility in its risk, location, and investment choices.