Analysis of Blackberry
I used Michael Porter’s Five Factors framework analysis to evaluate what the case of Research in Motion: Managing Explosive Growth HBR is primary about and determine the issues facing its key product BlackBerry, and its complete organization, from a Human Resource Development perspective. I determined that the case is primary about business strategy and globalization and further application of the theory directs my attention to the key concerns within the strategic category, and shows that RIM is faced with four crucial tasks: 1) It must identify BlackBerry’s distinctive competencies, or things it does better than the competition. 2) It must decide on what basis BlackBerry plans to achieve and sustain a competitive advantage in its industry; 3) The overall organization must set long-term objectives and decide what actions should be taken to achieve them; 4) And finally, RIM must determine the connections between its financial strategy and its HR policies.
The External Environment Plays a Role The Five Factors defines the “external environment” as social, political, legal and economic pressures that affect organizations. Baron, J., & Kreps, D. (1999) It points out that it is difficult to evaluate how each individual category influences an organization because boundaries tend to intersect. But irrespective of how they are studied, either individually or as a single unit, these pressures profoundly impact organizations, as is seen in the case of RIM. I looked first at the category of social pressure and identified three crucial topics impacting BlackBerry. The topics are social trends, social media and, what I define as “A New Worldview.” Next I looked at the economic pressure. I surmise that the economic pressure that affected Blackberry was a direct result of the dynamic and overlapping forces of the three social trends identified above and I will show you why. Social Trends. RIM was negatively affected by rapidly changing social trends. At its
The External Environment Plays a Role The Five Factors defines the “external environment” as social, political, legal and economic pressures that affect organizations. Baron, J., & Kreps, D. (1999) It points out that it is difficult to evaluate how each individual category influences an organization because boundaries tend to intersect. But irrespective of how they are studied, either individually or as a single unit, these pressures profoundly impact organizations, as is seen in the case of RIM. I looked first at the category of social pressure and identified three crucial topics impacting BlackBerry. The topics are social trends, social media and, what I define as “A New Worldview.” Next I looked at the economic pressure. I surmise that the economic pressure that affected Blackberry was a direct result of the dynamic and overlapping forces of the three social trends identified above and I will show you why. Social Trends. RIM was negatively affected by rapidly changing social trends. At its
Bibliography: (from Outside Texts and Readings) 1. Schein, H. (1999). Process Consultation Revisited. Building the Helping Relationship. Addison-Wesley Publishing Company, Inc. 2. Potter, J.P (1995) Leading Change: Why Transformational Efforts Fail. Harvard Business Review. (March – April), 59-67. 3. May, M. (2005). The Perils of Bias. Consulting to Management. 16 (Sept.), 28-31.