-by Table of Contents
CMI 704 Assignment Questions
Guideline word count
The written word, however generated and recorded, is still expected to form the majority of assessable work produced by Learners at Level 7. The amount and volume of work for this unit should be broadly comparable to a word count of 3500 – 4000 words within a margin of +/-10%. The excessive use of word count is not grounds for referral, however the CMI reserve the right to return work to the Centre for editing and resubmission by the Learner.
The following are excluded from inclusion in word count, if used and not required by the assessment brief an introduction to a job role, organisation or department, index or contents pages, headings and sub headings, diagrams, charts and graphs, reference list or bibliography, reflective statement drawn from undertaking the assessment and how this has impacted on the learner’s work.
CMI 704 Assignment Answers
Task 1 – Guidance Document: ‘How to Develop Strategy – A Guide for New and Aspiring Leaders’
AC 1.1 Critique the Factors Which Drive the Development of Organisational Strategy
Organisational strategy in an organisation refers to its plan and framework which is expected to ensure it achieves its desired goals and objectives, especially over a long time (Hughes et al., 2021). Organisational strategies are influenced by several factors that new and aspiring leaders should consider to ensure the achievement of organisational goals and objectives thus achieving overall performance.
Vision and Mission of the Organisation
The vision and mission of the organisation are the internal factors and it often defines the direction that managers and leaders in an organisation take toward developing organisational strategy (Adair, 2009). The vision and mission of an organisation are the basic objective and foundation of the organisation which provides leaders a base upon which to develop the organisational strategy (Kabeyi, 2019). This is because the mission statement of an organisation outlines the purpose for its existence while the vision outlines the long-term projections of how the organisation is expected to be in the future. This implies that organisational strategy development relies on its mission and vision to enhance the success of the strategy (Slåtten et al., 2020). Vision and mission as factors driving organisational strategy development enjoy benefits such as clarity, focus, alignment to common objectives, and motivation and inspiration among the leaders and other stakeholders in the organisation (Adair, 2009). However, these factors may be detrimental to the development of organisational strategy through lack of specificity, and inflexibility, and may also lead to stakeholder confusion on whether to buy into the strategy or not (Fuertes et al., 2020). For example, EasyJet, a renowned air travel company has developed its organisational strategy by aligning it with its vision and mission which is meant to ensure it achieves its long-term objective of organisational performance. EasyJet’s vision and mission enhance the development of its organisational strategy by ensuring that the strategy directly relates to the vision and mission of the organisation easing the implementation process and thus achieving organisational performance.
External Environmental Factors
External environmental factors also affect the development of organisational strategies. One of the external environemental factors that drive the development of organisational strategy is the prevailing market and economic conditions around the organisation. Economic conditions and market trends are usually dynamic and change from time to time leading to the leaders altering their organisational strategy to guarantee the best possible outcomes (Wabulasa and Kihara, 2023). Another significant external condition driving the development of organisational strategy is the technological advancements that ease operations thus driving the development of organisational strategy (Drago et al., 2022). Technological advancements usually enhance the easier development of organisational strategy where the organisation can adapt to the technological advancement leading to creativity and innovation. Legal and regulatory requirements also constitute the external environmental factor that drives the development of organisational strategies where leaders must ensure that legal and regulatory requirements are adhered to effectively (Prasetyo et al., 2022). Organisational strategies must align with the legal and regulatory frameworks in the specific countries thus driving the development of strategies to ensure they conform to them. This is beneficial to organisational strategies by enhancing market responsiveness, mitigation of associated risks, and enhanced competitive advantage while some of its major demerits include complexity, unpredictability, and resource constraints affecting the development of organisational strategy (Fuertes et al., 2020). For example, EasyJet ensures it understands its external environment such as market conditions, technology, and legal and regulatory requirements to effectively develop its organisational strategy.
Leadership and Organisational Structure
An organisation’s leadership and organisational structure are other significant factors that drive the development of organisational strategy. The leadership strategies in an organisation often seek to enhance the organisational strategies to enhance its overall performance (Obuba, 2022). This suggests that an organisation’s strategy relies on the leadership strategies of its leaders which may have a positive or negative thus affecting the performance. Additionally, an organisation’s structure focuses on creating values and beliefs, innovation strategies, execution of operations, and taking the necessary risks and thus affecting the development of organisational strategy (Tipurić, 2022). This suggests that organisational culture is also a significant influence on the development of organisational strategy to achieve overall organisational performance. As a result, the development of organisational strategy enhances the achievement of effective organisational strategies leading to organisational efficiency. Leadership and organisational structure enhance organisational strategy by ensuring alignment to goals and objectives, enhances clarity and direction, motivation, and change management while it is limited by individuals’ leadership characteristics, employee resistance to change, and short-term focus (Farida and Setiawan, 2022). For instance, EasyJet further relies on its leadership and organisational culture to enhance its organisational strategy thus guaranteeing sustainable organisational performance. As a result, the organisation requires that it is leadership and organisational structure align with its goals and objectives to ease the development of organisational strategy ensuring enhanced performance over the desired time frame.
AC 1.2 Critically Appraise Approaches for The Development of Strategy
Considering the numerous factors that drive the development of organisational strategies, organisations must consider the several approaches that can be used by organisations to achieve effective and positive organisational strategies and thus ensure the overall goals and objectives are realised. As a result, organisations must evaluate the most practical approaches that lead to the development and implementation of organisational strategies to enhance organisational performance (George et al., 2019).
The Planning Approach
The planning approach towards the development of organisational strategy is one of the most common approaches used by organisations. The planning approach towards developing organisational strategy involves the process of analysing the situation where the organisation is currently operating, setting goals and objectives, alignment of goals and objectives during the formulation of the strategy, action planning where priorities and timelines are set, resource allocation such as funding, human resources, and technology and finally the implementation phase (Weissenberger-Eibl et al., 2019). This approach is a predictive strategy where all significant plans are in anticipation thus enhancing the development of the organisational strategy. For instance, EasyJet implements the planning approach to develop its organisational strategy since the aviation industry is unpredictable, and thus prior and predictive planning assists the organisation in overcoming any challenges that may be identified during the implementation stage. Some key benefits of this approach include, the enhancement of clarity and focus through clear goal setting and priorities easing the achievement of the strategy, it is a systematic process where there are no stages missed, and it enhances accountability through monitoring, enhanced adaptability, and efficiency (Doeleman et al., 2021). These ensure the easier development of organisational strategy. On the other hand, this approach is affected by rigidity, it is resource intensive, affected by the slow response time, and complex to implement affecting the development process (Tarifi, 2021). As a result, EasyJet ensures it capitalizes on the potential benefits while mitigating the risks that may affect the development of its organisational strategy.
The Adaptive Approach
The adaptive approach is another strategy used to drive the development of organisational strategy. The planning approach is characterised by the leaders of the organisation learning the existing market environment and adapting to the numerous changes. The adaptive approach further encompasses flexibility, rapid decision-making, continuous monitoring, experimentation, and iteration to achieve the most suitable strategy to adopt and implement (Andersen et al., 2019). EasyJet also implements the adaptive approach towards developing organisational strategy because of the dynamic nature of the aviation industry thus requiring agility in the development of organisational strategy. This ensures that it can effectively adapt to market changes such as trends and cycles in the performance of the aviation sector thus ensuring the organisation can ensure it optimises its operations according to existing changes in the business environment. Some of the key benefits of this approach include enhanced agility, innovation, continuous learning, risk reduction, resilience, and enhanced employee engagement (Vrontis et al., 2022). This ensures that the organisation remains agile and can respond to changes in the business environment and thus achieve optimum performance by altering the strategy. On the other hand, this approach is detrimental to the development of organisational strategy because it is unpredictable and lacks structure, may be affected by resistance to change, is short-time focused, and there exists an inherent possibility of overacting to changes that may alter the success of the strategy (Dennis, 2019). As a result, EasyJet focuses on mitigating these demerits while ensuring it capitalizes on the potential benefits of the approach towards developing strategy.
Result-Oriented Approach
Another important approach to the development of organisational strategy is the result-oriented approach which mainly relies on understanding the specific and measurable outcomes to alter organisational strategy (Lewandowski and Cirella, 2022). This approach requires the leaders in the specific organisation to measure the outcomes of the current strategy towards organisational performance and thus enhance the alteration to ensure it is optimized for maximum results and outcomes. EasyJet also implements this approach to its development of organisational strategy by observing its results and altering the strategy accordingly. For instance, when EasyJet realizes that its results are as desired, it can ensure it optimises the strategy to achieve the best possible outcomes. On the other hand, if EasyJet finds out that its results are diminishing or unstable, it informs the leaders of the need to alter its strategy to enhance better outcomes in the future. The key benefits of this approach include clarity and focus through goal and objectives alignment, relies on measurable progress thus being more reliable, enhances accountability, enjoying efficiency, encouraging adaptability, increasing the organisations competitive advantage, and being easier to implement and monitor (Biondi and Russo, 2022). These benefits enhance the achievement of the desired organisational strategies enhancing performance. On the other hand, it may be detrimental through overemphasis on short-term objectives, it offers inflexibility, affected by resource constraints, and also the risk of goal obsession leading to adverse factors such as burnout and stress (Islami et al., 2020). As a result, EasyJet ensures it reduces the chances of being misled by this approach by maintaining objectivity thus guaranteeing a positive development in organisational strategy and overall performance.
AC 1.3 Discuss the challenges of developing and leading organisational strategy
The development and leading of organisational strategy have potential challenges that may affect the overall performance of the organisation. These challenges may adversely affect the workforce and organisational performance hence the need to mitigate them as early as possible (O’Shannassy, 2021).
Resistance to Change
Resistance to change in the development and leading of organisational strategy is one of the significant challenges. The term “resistance to change” describes the innate human inclination to resist, object, or display hesitancy in accepting and adjusting to novel concepts, tactics, procedures, or endeavours within an organisation (Damawan and Azizah, 2020). The implementation of organisational changes, such as new strategies, technologies, or organisational cultural alterations, is a ubiquitous challenge. Some of the significant behaviours including disengagement from the workplace, skepticism, passive or aggressive resistance, and even outright disobedience, can be signs of this resistance. As a result, leaders have the significant task of ensuring that all individuals in the organisation embrace organisational strategies with minimal resistance (Rehman et al., 2021). Recognising and resolving these sources of resistance through open communication, staff involvement, and an emphasis on the advantages and positive aspects of the change are all essential components of effective change management strategies. For change implementation to be effective, it is essential to recognise and address resistance. This will facilitate employee transitions and guarantee that the organization’s strategic initiatives may be implemented with the least amount of disturbance possible (Hubbart, 2023). For instance, EasyJet faces the challenge of resistance to change as it implements its organisational strategies and its leaders have the responsibility of ensuring that all stakeholders are on board with the desired organisational strategy and thus encouraging overall performance.
Dynamic Nature of the Business Environment
Creating and implementing organisational strategy can be extremely difficult especially due to the dynamic nature of the business environment making it difficult to maintain effective implementation (Zahra et al., 2022). This implies that planning for the future becomes challenging in a climate where global events, technological advancements, and market dynamics all change rapidly. Determining long-term goals, allocating resources, and formulating clear strategic objectives can be difficult in the face of uncertainty. Rapid changes can make current tactics outdated, necessitating ongoing adaptation. Examples of these changes include adjustments in consumer preferences or technical breakthroughs (Bogers et al., 2019). For instance, EasyJet faces an unstable business environment in the aviation industry characterised by unstable traveling prices and seasonality of travel affecting the implementation of organisational strategy. Strategic planning requires flexibility and agility, maintaining consistent monitoring of the external environment, and being ready to make swift adjustments. As a result, a balance must be created between short-term adaptability and long-term strategic vision is the difficult part (Bogers et al., 2019). To overcome these obstacles, companies must have an innovative culture and effective leadership that enable them to see possibilities amid uncertainty and use change quickly to gain a competitive edge (Grint, 2010). Businesses that effectively tackle these obstacles might establish themselves as adaptable and sturdy in a constantly changing commercial environment (Yeshitila et al., 2020). EasyJet often ensures that it overcomes this challenge by projecting any future trends and cycles and preparing accordingly.
Inadequate Resources
Another major obstacle to the creation and management of organisational strategy is resource limitation. Organisations frequently have limited resources such as human, financial, and technological affecting the development of organisational strategy (Huebner and Flessa, 2022). An organisation’s ability to innovate, compete successfully, and seize expansion opportunities may all be hampered by a lack of resources, and thus leaders have to assess the trade-offs between various strategic priorities when deciding how to distribute limited resources (Gasela, 2021). Furthermore, resource limitations might call for innovative approaches to problem-solving and gains in productivity. To overcome these issues, organisations can look for outside funding, investigate joint ventures, or rearrange the order of priority of ongoing projects. Due to resource limitations, rigorous resource management, distinct priority setting, and an emphasis on maximising the impact of available resources are required. Effective leaders look for methods to maximise the use of available resources, make investments in the training of their staff, and promote an innovative and resourceful culture (Gasela, 2021). Despite resource constraints, these initiatives are crucial to ensuring that organisations can create and implement successful plans. For instance, EasyJet focuses on the resource problem by prioritising the most important issues in the organisation thus directing the strategy to meet these resource demands over the less important ones. This enhances the implementation and leading of organisational strategy.
Task 2
AC 2.1: Develop an Organizational Strategy to Achieve a Business Objective
EasyJet rises as one of the most prominent passenger low cost carriers (LCCs) in the world making it necessary for the organization to develop a service diversification strategy. The diversification strategy will have the company fully venture into the cargo business and expand its business mandate. The purpose of this strategy is to allow the company expand its service offerings and integrate its consumer base. In context, diversification strategies carry immense benefits (Cosenz et al., 2019). The distribution of investments along various lines dilutes risks. In the airline context, entities that had diversified into the cargo business managed to retain substantive operations during the Covid-19 era (Budd et al., 2020). An aviation facility that solely relied on passenger services remained grounded on the background of expensive operational expenses. It is against this background that EasyJet still wants to access a bigger market as a framework towards shielding stakeholders from losses.
In the development process, market research for the new product or service remains a critical element. Cargo-introducing airlines can consider capital capacity to procure new infrastructure, attract the necessary human resource personnel, clear regulatory requirements, enlist in industrial associations, and most importantly, map out new product/service markets (Oladimeji et al., 2019). EasyJet currently operates in 40 stations within continental Europe. The development of this strategy considers the reality of big global importers and exporters as Russia, Germany, Ukraine, Italy, Switzerland and France. Research confirms that EasyJet has operational spaces in the listed countries indicating the possibility of easy entry. Having a huge aviation network in a developed zone forms the first boost in the development of a diversification strategy. The European Union (EU) qualifies as a substantive commercial environment and EasyJet’s profile as a leading enterprise positions it to making visible inroads into the cargo business.
EasyJet currently carries a competitive edge in the EU aviation market indicating the possibility of easier penetration in the cargo business. The large brand name will, likely, attract faster approvals within operating jurisdictions, and with relevant regulatory authorities. As a UK commercial brand ambassador, the UK government may apply diplomacy to help accelerate the company’s diversification pitch. Authorities massively apply diplomatic tactics to lessen the possible burden that may face their star entities in the diversification process (Lin et al., 2020). EasyJet has considered the Pareto Principle and determined its relevance in this strategy. One, the Pareto Principle demands that businesses fully internalize their core strengths and capacities. EasyJet has had a successful string of acquisitions. Such a trajectory indicates possible acceptance of the diversification proposal to all stakeholders. An assessment of existent strengths also indicates the possibility of faster capital access and back-up. If a facility is not seeking to completely change the rules of the game, it also carries the option of expanding the game. EasyJet, as an LCC, can still manage to make entry into the cargo business and reshape the European market.
The presence of established networks and stable infrastructure will play a role in the development of this strategy. One, EasyJet has had a successful 28 year run as the preferred low cost airline of choice in Europe. The exponential growth highlights that the company carries the potential of attaining market leadership. A deep knowledge background in a wider industrial area can greatly enhance the attainment of a market leader position by a new company (Lin et al., 2020). For example, the introduction of a new finance product by Lloyds Banking Group may access assured success based on the group’s prior foundational success in the banking sector. British American Tobacco (BAT) can introduce a luxury cigar product in Africa and access a robust market based on its market leadership in conventional tobacco products. A facility’s background in a given service provision line works as a jumpstart towards diversification. The indicated realities inform the development of the diversification strategy at EasyJet.
AC 2.2: Recommend an approach to implement and monitor the strategy to ensure its success
The Approach
The strategy will apply a results-oriented implementation and monitoring approach. This approach focuses on defining the strategy goals, at the implementation level, and tracking project progress, at the monitoring phase. Result-oriented approaches go beyond analyzing the inputs to assessing achievements Vis a vis the goals. The implementation can consider determining the clarified goals as the monitoring end lays its emphasis on the achievements as compared to the goals. As an example, it is clear that multinationals headquartered in the UK have used the results-oriented framework to diversify their portfolio. As an organization keen on success, EasyJet remains determined at accessing positive numbers with its cargo diversification strategy. It is against this logic that a results-oriented implementation and monitoring approach remains the most appropriate for this particular strategy.
Key Processes and Initiatives
The first process in the implementation strategy is defining the outcomes. EasyJet intends to operate at least 100 shipping routes in both domestic and international distribution systems within the first year of operation. Towards that achievement, the first course of implementation action is getting to map out routes. EasyJet boasts of the UK, Italy and Spain as its leading markets for its passenger services. The implementation will commence at installing cargo routes and points within this service chain. Within the 1000 shipping routes, the company will commence by rendering approximately 50 cargo-related services. The aviation industry operates as a precise sector signaling the need to display accuracy in implementation projections. The presence of infrastructure remains crucially important (Kabeyi, 2019). EasyJet will procure 50 customized cargo planes from Boeing. The process of constructing a solid implementation strategy relies on the presence of honest calculations. The presence of the figures creates the space for effective communication to all stakeholders (Chjen, 2022). Clarity in communication energizes the diversification process and enhances chances of success.
After assessing the necessary actions in the implementation process, an interpretation of projected outputs becomes necessary. Any diversification strategy within a commercial environment requires numbers (Santa‐Maria et al., 2021). EasyJet focuses on realizing a 100 cargo flights within the first quarter of operations, rise to 120 in the second quarter, transition into 180 in the third quarter, and land at 180 in the fourth quarter. Cargo flight projects are necessary processes and initiatives determined to guide every other element within the implementation plan. The implementation plan considers the SMART indicator framework in the quest to have clear targets. It is in the interest of a focused entity to award its stakeholders confidence in the construction of a new organizational strategy (Sohl et al., 2020). By the third year of the diversification strategy’s life, EasyJet is expecting to have conquered a third of all routes currently used by the company’s passenger service.
Relevant Monitoring Activities
A results-based monitoring program focuses on a systematic tracking and evaluation of outcomes in a given strategy, initiative or project. In this framework, EasyJet will make use of various monitoring activities as a measure of answering to the monitoring objective. The first activity in this monitoring exercise fans out as a relevance evaluation mechanism. EasyJet needs to determine, by way of registered cargo numbers, if the entry of a new employer remains relevant in the European market. Relevance analysis carries the potential of indicating possible risks associated with business continuity in an unresponsive market (Ospina et al., 2021). A negative report on relevance can guide useful decisions necessary in influencing risk mitigation. The second activity involves assessing stakeholders’ concerns regarding the new diversification strategy. For example, if Unilever introduces a new product in the market, they may consider getting reports from employees on the products’ behavior. Other stakeholders may share in their observations resulting into a report that can inform the progress of the new diversification strategy by EasyJet.
The installation of an integrated information management and communication system will close the chapter around the relevant monitoring activities. In the technology era, commercial activities have no choice but use smart systems to gather actionable information (Ambrosini and Altintas, 2019). Line managers, departmental heads, members of the management, and the board of directors can access the information real time and use the data to inform their decisions. Information management and communication systems create the chance to rapidly track processes (Sohl et al., 2020). Challenges faced in a new cargo market such as Russia or Ukraine can access the British headquarters in real time. The system creates communication outlets for everyone making it possible to act on wholesome information. A global facility such as EasyJet may consider the framework as a mechanism of supporting a responsive working culture including acting on customer feedback.
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