Economic Geography and Multipolar Strategies †MyAssignmenthelp

Question: Discuss about the Economic Geography and Multipolar Strategies. Answer: Introduction: When strategic plans are formulated in an organization, it is sometimes hard to follow through the whole framework without the analysis of strategy implementation, the evaluation of the process undertaken and management control of the same. In Diageo Company; a producer of alcoholic drinks which include distilled spirits, experts came up with strategies that would include redesigning the whole Human Resource (HR) Operating Model, through incorporating technology. The HR operations were to be improved since they had been found faulty and needed an enhancement in proficiency. Apparently, it is impossible to enable strategy implementation without analysis, control, and management because factors like cost will not change unless they are analyzed and from this people can learn and make wiser decisions in the future. After experts analysis in 2003, Diageo was under pressure to increase profits, so it then focused on being more proficient. The HR department had to assess their operations; to pinpoint points of weakness that could be enhanced through proficiency and to formulating an improvement plan. The Diageo HR Operating Model consisted of three phases: Service Delivery, Business Partners, and Global that were all centralized under Business Units. The HR group decided to take less focus on service delivery and to concentrate on business performance which would cause a 33% increase in resource allocation, which was initially 21 percent. It would cause the HR group to reduce its members from 436 to 297(Adhikari Roy, 2017, p. 22). For the business partners phase, teams were categorized into ranges of knowledge like process ownership. For the global phase, a control panel was formed to cater for changes suggested by the human resource team. After benchmarking Colgate, Unilever and five other companies, the HR team came up with a new operating model. The model comprised of the single connected strategy, the unrivaled global strategy, streamlined delivery and leadership behaviors (Rosa, 2016, p. 8). The new model tends to reduce the range of language difference, to smooth costs and to recognize opportunities. The redesign of the HR operating model will lead to the decrease in costs and at the end of the day, improve efficiency just as was the objective of the strategy. On the technology part, there needed to be an implementation partner to implement the single platform. The Diageo Information Security team decided to partner with Accenture to organize the SAP development, IBM which provided infrastructure and Deloitte which provided systems incorporation of the original SAP enactment. However, Diageo team would encounter some constraints since when a technology agreement is signed by another partner, no alterations can be done to the system(Akkizidis Stagars, 2016, p. 15). Hence without a partner, the HR team would increase efficiency. With that in mind, the partnership was a setback for Diageo Company. Lessons Learnt Firstly, the Diageo HR group learned that selection of the best implementation partner is vital. The selection process entails identification of the company's key strengths, gaps, and abilities which in turn results in a choice of a partner that balances the company (Diageo, 2008). To ensure that the best partner is chosen, the team has to make sure that sponsorship is effective, it has to take time in defining the configuration, functions, and responsibilities. Also(Hanson et al., 2016) the team has to guarantee that quantifiable deliverables and results delineate success. Secondly, the primary driver for influence on budget and timelines is scope which must be well-defined and managed, and these changes require utmost attention (Wait., 2013, p. 26). If the company is unable to define it precisely, it will face problems of loss in investments in a project that had money and time injected into it. Thirdly, technology does not end at the point of implementation. One should make sure that technology changes continue to be implemented. As the years go by, technology advancements continue to increase (Sharma, 2013, p. 46). If the company does not embrace technology, then it is dangerous because it will continue to face challenges that come with competition from companies of the same industry. Lastly, the team in charge of changes in an organization should put equal emphasis on process, system, and data along with the business, people and change management requirement. Managing Change To manage the changes implemented, the HR team came up with Project Perfect Serve (PPS) which would be renamed later as First Serve after implementation of SAP. This group is managed by the team in charge of the effectiveness of operations. These are the sponsors of the same program as they have invested capital in it. The structure of PPS contains the operational efficiency (EWG), and under it, there is the programme board which is answered by the Global Human Resource Team (HRLT) and the Global HR Process Board. Under it, there is the Program Director (HR), who controls programme office, process, systems and data, Organization and people, Implementation Team UK and Ireland and Implementation Team North America. The PPS structure safeguards cooperative rights to project commitments, decisions, and procedures (Hupp et al., 2012, p. 53) Based on the above discussion, the processes of change adopted by Diageo human resource team earned them a few advancements like cost reduction and increased proficiency. The review of the human resource operational model enabled them to focus one of the most vital elements of business which is business performance and lessen the focus on less important details like service delivery. They learned different managerial skills in the sector of technology advancement (implementation partners), strategy implementation and change management. References (Firm), D., 1998. Diageo: a profile of the new business.. 1st ed. London: Diageo Plc. Adhikari, A. Roy, S. K., 2017. Instructor's manual for strategic marketing cases in emerging markets: a companion volume. 1st ed. Cham: Springer. Akkizidis, I. S. Stagars, M., 2016. Marketplace lending, financial analysis, and the future of credit: integration, profitability, and risk management. 1st ed. Chichester, West Sussex: Wiley. Akkizidis, I. S. Stagars, M., 2106. Marketplace lending, financial analysis, and the future of credit: integration, profitability, and risk management. Chichester: Wiley. Hanson, D., Hitt, M. A., Ireland, R. D. Hoskisson, R. E., 2016. Strategic Management: Competitiveness and Globalisation.. 1st ed. Melbourne: Cengage Learning Australia. Hupp, T., Polak, C. Westgaard, O., 1995. Designing workgroups, jobs, and workflow. San Francisco, Calif: Jossey-Bass. Rosa Caiazza Affiliation: Parthenope University of Naples, N. I. Graziella Ferrara Affiliation: Suor Orsola Benincasa of Naples, N. I., 2016. Economic geography and multipolar strategies: an empirical analysis. 1st ed. s.l.: Journal of Management Development. Sharma, D. r. i. r. o. l. :., 2013. Guy Johnson, (Journalist); Francine Lacqua; Bloomberg News (Firm). 1st ed. New York: Bloomberg. Wait., B. B. -. D. G. T. C. t. T. W. W. B. -. D. G. T. C. t. T. W., 2013. Black Book - Diageo Good Things Come to Those Who Wait.. 1st ed. Sanford C: Bernstein Co.