Internal and External Environment of National Bank of Abu Dhabi - Case Study Example

Multinational Organization Name Institution Name Date Topic A1: Team Case Study – National Bank of Abu Dhabi National Bank of Abu Dhabi was established in the 1960s and most of the shares are owned by the government. It provides the general financial services that normal banks provide and the bank has also opened international branches especially in Oman, and Egypt and plans are underway to open branches in China and Malaysia. The paper discusses the internal and external environment of the bank and analyses the operation, marketing and financial approaches in fulfilling strategic requirements of the bank while addressing the requirements of the bank. The internal environment incorporates elements within the National Bank of Abu Dhabi. Some of these elements that affect National Bank of Abu Dhabi (NBAD) include management, employees, corporate culture and employee behavior (Abu Dhabi Securities, 2016). NBAD has a clear framework and guiding principles in fulfilling its operations, which are effective leadership, transparency, accountability and strong corporate governance standards (National Bank of Abu Dhabi, 2016). The effective corporate governance culture is premised on championing the community, selection of strategies to manage risk and improve productivity, each is responsible to accomplish organizational goals including the use of monitoring and delegation, and complying with regulatory bodies and obligations. NBAD has a clear framework that guides its operations. The Corporate Governance, Risk and Control Framework contains numerous policies, codes, charters and other regulating laws that define the roles and responsibilities of different actors. NBAD has internal controls aimed at regulating the business and ensuring it adheres with the different legislations (National Bank of Abu Dhabi, 2016). The controls are aimed at improving the transparency and disclosure requirements of the bank. In addition, qualified and skilled employees work at the bank and effective human development is in place to improve the productivity of the employees. The provision of appropriate resources is also integral to the effectiveness of the internal operations at the bank. The effectiveness of any strategy depends on the roles and responsibilities of the management and leaders within the bank (NBAD, 2014). The duties of leadership are divided into different parts depending on the expected goals. Board of Directors provides the frameworks and guidelines on operational requirements while the active managers at the bank implement the frameworks (Abu Dhabi Securities, 2016). The active members include the Chief Executive Officers and other managers in specific position including in Operations, Marketing, Procurement, and Human Resource. These different managers work together to fulfill the requirements and frameworks from the Board of Directors. NBAD engages and works together with different institutions. For example, NBAD works with the regulatory and supervision bodies. In fulfilling regulatory and operation requirements, NBAD works and receive directives from UAE Central Bank, Abu Dhabi Stock Exchange, UAE Securities & Commodities Authority, and Abu Dhabi Department of Economic Development (National Bank of Abu Dhabi, 2016). These different institutions are sponsored by the government. The government also defines the operational requirements through determining the appropriateness of fiscal and monetary policies (NBAD, 2014). Hence, engagement with the government has enabled NBAD to continue operating effectively. NBAD understand the importance of the customers, and it has created numerous measures and approaches to champion the requirements of the customers. The effective technology and withdrawal/depositing options enable the customers to operate from any location (Abu Dhabi Securities, 2016). The expectations of the customers are considered, and NBAD also continues to provide products and services geared towards championing the environment and sustainability (NBAD, 2014). For example, the bank decided to unveil a funding program worth $10 billion to be provided within the next ten years to support sustainability measures. In fact, it has established a “Sustainability Team,” which is aimed at the target market (Abu Dhabi Securities, 2016). The community requirements are integral to the operations at NBAD. In 2012, 169 additional employees were hired while contributions to the community increased to AED 51 million in 2014 (NBAD, 2014). NBAD launched a corporate citizenship strategy that is aimed at supporting small and medium enterprises in the UAE (National Bank of Abu Dhabi, 2016). The support includes the provision of training, mentorship and financial assistance to the development of the businesses. NBAD also paid local supplies to a tune of AED 1.16 billion illustrating the trust and support to the local industries. Employees are important to the requirements of the bank, and NBAD has employed different strategies to motivate the employees to achieve organizational goals and objectives. The representation of women in the increased by 37% after employed of female employees in a region where women are seen as second-class individuals. Based on internal research, the level of employee satisfaction is estimated at 74% while rewards, benefits and salaries paid to the employees grew to AED 2.5 billion (National Bank of Abu Dhabi, 2016). In addition, a continuous human resource developed was improved in which the total training days was 30,759 in which one training day is equivalent to seven hours (NBAD, 2014). These illustrate the numerous strategies, which NBAD wants to champion the needs and requirements of the employees. Environmental sustainability and perseveration are integral to the operations at NBAD. NBAD participated in the Carbon Disclosure Project (CDP) pilot study. NBAD also commissioned numerous projects and financing to support environment protection and creation of sustainable projects that conserves energy. Other strategies have been employed in protecting the environment. For example in 2014, 5,558 kilograms of e-waste were recycled while the total amount of recycled paper was estimated at 153,727 kilograms (NBAD, 2014). These processes are aimed at addressing the environmental requirements and supporting the government initiative of protecting the environment. Regarding performance, NBAD has shown a positive approach in accomplishing activities and fulfilling the requirements of different stakeholders. To address the complaints from the customers, the bank implement Complains Management System to enable recording and addressing the complaints. NBAD also launched the ‘Bring Your Heart to Work’ program in Oman, Egypt, and UAE to motivate the employees to attend work. The branches with Service Ambassadors was increased from 14 to 22 branches (National Bank of Abu Dhabi, 2016). The strategic directives and approaches that NBAD employs yield numerous returns in terms of revenues and profitability. NBAD has continued to generate revenues and based on the 2014 financial statements, the different sections of investments has yielded positive returns (National Bank of Abu Dhabi, 2016). These returns are attributed to effective marketing and operation strategies. Based on the 2014 data, the net profit grew by 18% to AED 5.579 billion, the customer deposits increased by 15% to AED 243.2 billion, and the loans portfolio grew by 6% to AED 194.3 (Bloomberg, 2016). Others are revenues grew by 11% to AED 376.1 while the total assets grew by 16% to AED 376.1 billion (NBAD, 2014). These data are weighted against the 2013 financial data, which illustrate a growth from the previous 2012 data. The capital ratios remained strong with Tier-1 Ration of 15.0% while the Capital Adequacy Ratio was 16.4%. However, according to Reuters (2016), the 2015 profits have dropped (Reuters, 2016). Even though the data is not official in which profitability has dropped by around 10%, it means adjustments are required to address the problem or to improve performance to counter the negative financial statements (Bloomberg, 2016). In conclusion, NBAD employs different strategies and leadership skills in fulfilling the operational requirements. NBAD is among the largest banks in the Middle East and has branches in other countries. The financial data indicates that for the period 2014, the financial data grew, but concerns exist for 2015 period. The internal and external environment that NBAD operates has a different impact on the operations and performance of the business. In terms of the internal environment, NBAD has created frameworks and structures that support effectiveness through remunerating and developing the employees, creating effective stratifies and implementing the strategies effectively. The external environment affects the business, but effective engagement with different stakeholders reduces conflicts and misunderstandings. NBAD has considered the requirements of the customers and local suppliers, and the bank has integrated these factors in its operations. The government and community also play an important role and NBAD employs collaboration and partnership to fulfill the requirements and expectations of these different stakeholders. References Abu Dhabi Securities. (2016). National Bank of Abu Dhabi. Retrieved from https://www.adx.ae/English/News/Pages/20160127151647761-NBAD-EN.PDF Bloomberg. (2016). National Bank of Abu Dhabi. Bloomberg. Retrieved from http://www.bloomberg.com/research/stocks/snapshot/snapshot_article.asp?ticker=NBAD:UH National Bank of Abu Dhabi. (2016). Homepage. Retrieved from https://www.nbad.com/en-ae/personal-banking.html NBAD. (2014). Corporate Sustainability Report 2014 Creating Value for our Stakeholders. Retrieved from https://www.nbad.com/content/dam/NBAD/documents/AboutNBAD/corporate-sustainability-report2014.pdf Reuters. (27 April 2016). National Bank of Abu Dhabi Q1 net profit falls 10.7 pct. Reuters. Retrieved from http://www.reuters.com/article/nbad-results-q-idUSD5N16W01M Topic A2: Global Financial Crisis Research Paper – Nokia Nokia is among the recognized products in the telephony industry, especially in communication. Nokia is located in Finland and before the financial crisis, it was utilizing its platform and was the leader in the mobile phone industry. However, the position of Nokia in the mobile phone industry has changed because of competition and innovation (Doz & Kosonen, 2008). Nokia delayed in embracing the smartphone industry, which illustrates the weaknesses of strategic decision making and the significance of research and development (Hakkarainen, 2010). The emergence of new competitors and changing needs and requirements of the consumers meant continuous improvement was required to sustain the strategic position of Nokia. The financial crisis affected Nokia and Finland because many households experienced decreased disposal income (Hakkarainen, 2010). During the period, the value of Nokia in the stock market fell, and it affected the income that contractors and other stakeholders generated (Nokia, 2016). The impact was small at the time because Nokia continued to increase the number of features in the mobile phones (Doz & Kosonen, 2008). The competition was growing, and the needs of customers were changing meaning new products and features were required. Nokia acknowledged this requirement, but it delayed in introducing alternative products (Laitamaki & Jarvinen, 2013). Nevertheless, the financial crisis affected the business operations in terms of sales partly and may be attributed to the nature of competition during the time. In 2007, Apple was introduced into the market and in 2008, the Apple products were available international (Hakkarainen, 2010). The threat becomes Apple and other competing manufacturers because Nokia did not open the software platform to third parties or include third party products (Laitamaki & Jarvinen, 2013). These numerous changes and requirements reduced the disposal income of the producers, which were transferred to the employees. Hence, the reduced disposal income. The demand for Nokia phones changed because view people continued to acquire the products plus the problems associated with the economic crisis (Laitamaki & Jarvinen, 2013). Workers and factories were closed such as the factory in Salo in which thousands of people lost employment (Doz & Kosonen, 2008). The loss of employment created a ripple effect in which more contractors and economies are contributing to the manufacturing industry (Laitamaki & Jarvinen, 2013). The revenues to the government decreased resulting in reduced spending by the government institutions. The multiplier effect affected other industries meaning it was among the reasons that contributed to the partial problems that the Finnish government suffered. Competition from companies such as Samsung and Apple that utilizes different software such as the Google software affected the economic position of Nokia (Laitamaki & Jarvinen, 2013). The leadership decided to abandon the traditional Symbian platform and utilize Microsoft software, and this strategy was not successful as initially thought (Hakkarainen, 2010). The problem should not be viewed from the angle of competition but a competitive advantage. In addition, the cost of production increased because Nokia concentrated in Finland and Finish employees while the competitors were seeking for cheaper labor in developing countries such as China and Taiwan (Doz & Kosonen, 2008). The ineffective decision making and ineffective leadership strategies affected the production processes, which worsened during the financial crisis period. In 2008, Nokia was still the leading manufacturer and highest seller of handheld mobiles. However, the financial crisis delayed customer’s need and aim of acquiring new handsets (Doz & Kosonen, 2008). Even though the financial crisis occurred, the management was not able to employ an alternative strategic direction but after the financial crisis, the management was restructured (Laitamaki & Jarvinen, 2013). The restructuring was a short-term strategy because the value of Nokia products/services including the share price fell (Vassinen, 2012). These problems are attributed to the delayed decision in incorporating the change in management and redefining the strategic direction of the company (Hakkarainen, 2010). For example, the delayed opening of the platform and preventing the smartphone from utilizing competitive products against a market change in which software was open for third parties further reduced the demand for Nokia products. Based on the financial statements for 2009, Nokia estimated that the decrease in demand was estimated at 6 percent, which is also similar to demand for its network infrastructure (Nokia, 2016). The reason was because of the financial crisis in which different economies in the world had cut investments on telecommunication. In the same period, lower replacement sales in emerging and mature markets affected the overall sales of Nokia’s products in the third quarter (Laitamaki & Jarvinen, 2013). The problem is commonly referred to as “converged devices.” Nokia had loyal customers, and the problem was engaging the customers in acquiring additional products or replacing the products with Nokia's different products. Problems such as replacement or maintenance were also affected because of a decrease in sales. These problems affected the revenues for the period 2008-2009, and Nokia was optimistic that the business would revamp (Hakkarainen, 2010). However, the business environmental changes had already enabled other businesses to enter the market and affect the general profit and sales. The changing economic situations during the period also affected sourcing of raw materials and other technical products to manufacture the mobile phones (Laitamaki & Jarvinen, 2013). The financial crisis resulted in a difference in demand for the mobile phones and other network infrastructure (Hakkarainen, 2010). Increase in demand of mobile phones would translate in an increase in supply; however, the slowness of acquiring and replacing the phones increased the storage at Nokia and the costs associated with warehousing also consumed the revenues (Laitamaki & Jarvinen, 2013). Therefore, the financial crisis played a role in reducing revenues for Nokia but also the ineffective leadership and management strategies contributed to the problem. In conclusion, Nokia was a leading producer of mobile phones until the emergence of smartphones in which Apple and Samsung became the major competitors. The financial crisis that affected the world also affects Nokia because the number of phone sales dropped. In addition, the demand for replacement and other network infrastructure decreased. It forced Nokia to close some branches and manufacturing units to address the decreased demand for phones. Moreover, the lack of effective leadership resulted in delayed changes in embracing smartphones, which was capitalized by companies such as Samsung. Moreover, understanding the business dynamics and obsolete nature of Symbian operating system affected the general operations at Nokia. Hence, financial crisis played a small role in affecting the business operations at Nokia, and the major problems were leadership and management. The management should have recognized the importance of research and development, and studying the market to determine the changing requirements of the market. References Doz, Y., & Kosonen, M. (2008). The dynamics of strategic agility: Nokia's rollercoaster experience. California Management Review, 50(3), 95-118. Hakkarainen, A. (2010). Behind the Screen: Nokia's success story in an industry of navel-gazing executives and crazy frogs. London: Klaava Media. Laitamaki, J., & Jarvinen, R. (2013). The impact of the 2008 financial crises on Finnish and American households. LTA, 1(13): 41-65. Nokia. (2016). Homepage. Retrieved from http://www.nokia.com/en_int Vassinen, E. (June 24, 2012). At the Salo end of Nokia’s deep financial crisis. Taipei Times. Retrieved from http://www.taipeitimes.com/News/biz/archives/2012/06/24/2003536092 Topic A3: Geo-Political Environment Research Paper – Samsung Samsung is an international electronic company that produces numerous products and services. It was established in 1969 and named Samsung because of the requirement to achieve “three stars.” It is a South Korean company, and its headquarters is located in the same country (Enli, 2015). A strategic decision change was made in 1993 in which the management philosophy and style were changed and targeted towards innovation and quality development (Elg, Hadjikhani & Ghauri, 2012). The aim is to ensure consistent products and services are provided to the customers. Samsung facilities or contractors manufacturers 90% of its products, which is different from other companies. Some of Samsung competitors include Apple, Nokia, LG and HTC, and Samsung has numerous branches across the world. However, the geopolitical environment raises different complications and benefits to Samsung when viewed from different angles. The biggest problem is the association between South Korea and North Korea. Political problems and complications exist between the two countries, and the situation continues to worsen (Enli, 2015). The relationship is not stable or healthy, meaning any confrontation affects the Samsung business (Christophers, 2016). The headquarters is in South Korea, and any attack affects the international business approach (Samsung, 2016). In addition, numerous barriers and dangers exist between the workers and relationships creates a continuous problem to Samsung (Elg, Hadjikhani & Ghauri, 2012). Streaming the relationship and association with North Korea would improve the political aspect and advance the requirements and operations of Samsung. Samsung has international branches and operates in numerous countries and regions in the world. Most of the regions are stable, but political stability is another problem (Elg, Hadjikhani & Ghauri, 2012). For example, frequent political problems occur in Latin America and Africa, which creates challenges for the business (Samsung, 2016). A stable government structure is appropriate for effective business operations, but the frequent political conflicts affect the business. Nevertheless, Samsung does numerous analysis in studying the market before operating in the company (Christophers, 2016). Hence, the strategic approach and the effective leadership has ensured the business continues to operate effectively (Enli, 2015). Samsung continuous appraisal of the business environment would enable the advanced introduction of methods and strategies to counter any political instability. Lucky, no single event associated with political stability has affected the operations of Samsung. Corruption and corruption allegations and other scandals affect the business operations of Samsung in South Korea. Lee Kwang-Jae, a representative of President Roh, was arrested and stated that he received between 50 and 60 billion KRW from Samsung Group. The legal departments also found out that Samsung had provided questioning financial support to the Grand National Party. In 2008, the Chairman of Samsung Group quit because of the scandal (Elg, Hadjikhani & Ghauri, 2012). Even though this corruption and scandals can be viewed from the ethical and moral perspective, there are political issues involved because of the contribution to the winning party (Samsung, 2016). From an ethical perspective, such supports are aimed at shaping the image of Samsung, which results in improved revenue generation for Samsung. Samsung is a powerful company in South Korea because of the revenues generated, a number of exports, the number of people employed, and the amount of taxes associated with the productions (Enli, 2015). Apart from these positives, Samsung utilizes unorthodox methods to improve its business operations. According to McNeill & Kirk (2013), Samsung employs price-fixing, bribery and tax evasion in its operations. Samsung utilizes its power and economic strength to abuse the systems in place. Based on the corruption scandal with the Grand National Party and other pressures on individuals illustrate the Samsung power. The power may be appropriate, but Samsung utilizes the power of the government and affects the roles and responsibilities of the government agencies (Christophers, 2016). The aspects of corruption are exemplified through the Chairman Lee special amnesty of his tax evasion and embezzlement so that he would campaign for South Korea to host the Olympics. It shows the strength of Samsung in manipulating the systems to its advantage. The geopolitical strength of Samsung can also be seen from the patent angle. The aim of the patent is to protect intellectual property, and a country issues the patent and usually influences the balance of trade and other variables related to labor (Elg, Hadjikhani & Ghauri, 2012). The intellectual property can create conflicts such as the dispute between Samsung and Apple. Appel accused Samsung of “stealing” phone technology and in the US Samsung was forced to pay fines to Apple, and other conflicts between these two companies. Samsung also sells billions worth of products to America and other countries illustrating the strength of Samsung and the sources for revenue generation (Christophers, 2016). For example, the more Samsung products bought, the government taxes the products, which generates income for the government (Enli, 2015). In addition, local factories and manufacturing platforms can be developed, which contributes to employment. The strength to be sued in a foreign country and forced to compensate else Samsung products would not be allowed to be sold in America is any example of the geopolitical power that Samsung has. Samsung products difference products and services ranging from software to kitchen products (Kim, 2016). These products are offered in different languages and platforms such as Android allows third parties to create and sell services and products (Elg, Hadjikhani & Ghauri, 2012). The acceptance of numerous languages in the programming platform shows that Samsung engages and sells to the different target market. In the world, there is three main mobile operating software, which are Apple’s iOS, Microsoft Windows, Android and Blackberry and Samsung utilizes the Android platform that is found in numerous small gadgets. Samsung aims for both quality and quantity, and utilizing the Android platform makes many people to rely on Samsung products and services (Christophers, 2016). If by any chance Samsung stops providing the services and products, many people will be affected. It shows the sheer power that Samsung has in determining the direction of socioeconomic development (Enli, 2015). Samsung has a strong geopolitical power because of product diversity and reliance on Samsung products. In conclusion, Samsung is among the top brands in the world and it is attributed to the quality and nature of services and products offered. The company has its headquarters in South Korea, and the political environment can be viewed from different perspectives. The frequent conflicts between North Korea and South Korea affect the operations at Samsung. Nevertheless, Samsung has political power because of the huge revenues, which are used to manipulate the political and legislative system in South Korea. International, Samsung sells different products and services, and millions of people utilize Samsung products because of the diversity of products and services. Samsung has the ability to influence international functions because of the revenue strength and understands the challenges associated with instability in certain regions such as Africa and Latin America. Samsung business framework also creates numerous job opportunities, and its services provide a platform to accomplish transactional requirements. Hence, Samsung has the capability to influence the socioeconomic and political situation in a region. References Christophers, B. (2016). The Great Leveler: Capitalism and Competition in the Court of Law. Chicago: Harvard University Press. Elg, U., Hadjikhani, A., & Ghauri, P. (2012). Business, Society and Politics: Multinationals in Emerging Markets. New York: Emerald Group Publishing. Enli, G. (2015). The Routledge Companion to Social Media and Politics. London: Routledge Publishers. Kim, C. (2016). Samsung, Media Empire and Family: A Power Web. London: Routledge Publishers. McNeill, D., & Kirk, D. (25 Feb. 2013). Tax evasion, bribery and price-fixing: How Samsung became the giant that ate Korea. Independent. Retrieved from http://www.independent.co.uk/news/world/asia/tax-evasion-bribery-and-price-fixing-how-samsung-became-the-giant-that-ate-korea-8510588.html Samsung. (2016). Homepage. Retrieved from http://www.samsung.com/us/ Topic A4: Leadership in a Dynamic Technological Environment Paper – Apple Since its establishment in 1976, Apple has transformed from a computer manufacturer to production of numerous consumer electronics devices including the use of online in fulfilling the requirements of the consumers. Some of the products include the operating system called Mac OS X, MacBook notebooks, and iMac Computers (Apple, 2016). In 2001, it introduced iPod that stored music, in 2003 introduced iTunes Store, in 2007 introduced the iPhone, and in 2010 introduced the iPad. The technological advancement resulted in strengthening in the market value of Apple as a company from a mere share price of $12 in 2000 to around $200 in the recent past (Apple, 2016). The success of the company had to face numerous challenges including the culture and strategies of production and development of products and services. Nevertheless, the leadership at Apple has embraced innovation and creativity in developing the products and services. A business leader has to understand the competitiveness of the market and should continuously develop new products and services to achieve competitive advantage (Apple, 2016). It requires continuous learning, innovation, and creativity, which are important for the future success if the company (Elliot & Nakata, 2013). Different perspectives exist when it comes to innovation, but the underlying component is the importance of culture (Osterwalder & Pigneur, 2013). Creating a culture of creativity and innovation requires abandoning efficiency as the sole method and instead embrace experimentation, networking, collaboration, and participation. Through such processes, disciple, process, and focus are important in complementing the teamwork. The aspects of creativity and innovation require some chaos, disagreement, and freedom, which enables fostering of creative and innovative minds (Johnston & Bate, 2013). Apple encourages creativity because it addresses old problems, creates opportunities to address the problems and improves organization’s knowledge. Apple working culture encourages radical thinking, nonlinear and unorthodox strategies, complex thinking and thoughtful approaches to completion of the projects. Apple presents unique operational fundamental characteristics, which are important for a creative and innovative organization (Apple, 2016). These fundamentals include external focus, creative climate, high involvement innovation, effective team working, key individuals, appropriate organizational structure, and innovative ideology. These fundamentals have continued to be encouraged by the leadership of Apple (Elliot & Nakata, 2013). It means that Apple utilizes innovation and creativity in developing the products and services. Initially, Apple had suffered because of the managerial aspects where concentration was on efficiency rather than allowing the employees to become creative and develop products and services (Osterwalder & Pigneur, 2013). However, the ideology changed, and focus was on continuous freedom and allowing employees to think in an orthodox manner. Technological advancement at Apple is premised on looking outside for great ideas (Apple, 2016). For example, numerous mp3 players existed, but iPod revolutionalized the music industry (Johnston & Bate, 2013). It is not because of the software or hardware rather the combination of numerous factors that attracted the customers. The differentiator from competing brands includes the easiness in which a customer can upload, store, download and access podcasts and music (Elliot & Nakata, 2013). These successes were not from Apple, but an outside brought these ideas (Osterwalder & Pigneur, 2013). Tony Fadell was employed for a period of eight weeks indicating the aim was not creating loyalty or employment relationship rather seeking outside ideas. Hence, seeking outside knowledge has played an important role in driving the technological development at Apple. Apple understood the constraints associated with locating employees at the different location. The approach was creating innovate work zones that allowed the different employees to work in a common physical space without considering hierarchical position (Elliot & Nakata, 2013). The strategy was aimed at encouraging discussions and conversations, which would have been inhibited through movement from one location to the next location. The working environment lacked the touch of personal space such as offices and cubicles but encouraged conversations and collaborations (Sonenshein, 2014). Through the encouragement of open environments, the free-flow and creativity of ideas was championed (Apple, 2016). The free space also encouraged the teams and employees to think outside the box, and through collaboration, unique products and services were developed. Defining leadership boundaries are important in the technological development at Apple (Sonenshein, 2014). Steve Jobs played an integral role in leading the employees in creating products and services that reflects the requirements of the customers (Elliot & Nakata, 2013). For example, the development of iPod resulted in a device that would store more than 1,000 songs and can be used by any individual whether young or old. It is premised on precise, clear and simple objectives without creating hurdles on the side of the employees while developing the products (Johnston & Bate, 2013). The corporate leadership at Apple allows organization of teams without inhibiting operations at Apple (Apple, 2016). It enables individuals to foster talent and capitalize on talent capabilities on achieving organizational and operational strategies. The leadership at Apple encouraged employees to follow a given structure but also created policies that did not interfere with the project developments (Sonenshein, 2014). For example, the designing and development of iPod project enable Steve Jobs to become the police and also a cheerleader (Johnston & Bate, 2013). In policing, the aims and objectives of the organization should be integrated into the development while being a cheerleader enables personal acknowledgment of the employees (Osterwalder & Pigneur, 2013). Hence, the employees would be proud of their accomplishments while adhering to the policies and frameworks in place (Apple, 2016). That feeling of success continues to drive the employees to innovate and become creative in developing and accomplishing the requirements of the project. In most instances, not any project or product is success and problems of designing and utilization of a project are common. Leaders have to stand firm and determine the direction in which an organization should take and encourage the employees to achieve these goals (Johnston & Bate, 2013). For example, iPhone, which was among the latest product released, had numerous technical glitch and would have affected the reputation of Apple (Elliot & Nakata, 2013). The users complained, but Job’s role was to define the direction of the company and address the glitches rather than escaping from the glitches (Osterwalder & Pigneur, 2013). Job addressed the public through stating the small glitches would be addressed while the competitors are allowed to “catch us if you can.” It illustrates that Apple stood and was sure the initial technical glitches would be addressed easily. The iPad also continues to revolutionize the industry and are attributed to the firm stand that the leadership has undertaken. In addition, Apple employs a systematic approach to fulfilling the requirements of innovation (Johnston & Bate, 2013). The company does a market research to determine the requirements of the customers and then develops the products to satisfy the requirements (Apple, 2016). Continuous research and development have enabled the company to address problems of the past and utilize technology to generate new products and services (Sonenshein, 2014). These processes have become successful because of the innovative business models, Apple’s innovative system and Apple’s design process. The innovative business models have resulted in pairing and complementing of the products and services (Elliot & Nakata, 2013). The iPhone and iPod are examples of successful products because of App Store and iTunes. Apple’s innovation system has integrated technological culture to the development of products and services (Verganti, 2013). The design of Apple products is based on easiness and friendliness to the customer operations and requirements. The products and services are of high quality while the same products can be used easily by the different customers (Osterwalder & Pigneur, 2013). Hence, different processes and approaches have been employed in fulfilling the design requirements and integrating the requirements of the customers to the development of products and services. In conclusion, Apple has employed different strategies to champion its technological development. It ranges from effective leadership to the design of the workplaces. The aim of these different strategies and approaches are to encourage creativity and innovation through collaboration, teamwork, discussions and allowing the employees to think outside of the box. The Apple culture and determination has resulted in maintaining high standards of design and products, which are easier to use and resonates with the requirements and expectations of the consumers. References Apple. (2016). Homepage. Retrieved from http://www.apple.com/ Elliot, E. A., & Nakata, C. (2013). Cross‐Cultural Creativity: Conceptualization and Propositions for Global New Product Development. Journal of Product Innovation Management, 30(S1), 110-125. Johnston, R. E., & Bate, J. D. (2013). The power of strategy innovation: a new way of linking creativity and strategic planning to discover great business opportunities. AMACOM Div American Mgmt Assn. Osterwalder, A., & Pigneur, Y. (2013). Business model generation: a handbook for visionaries, game changers, and challengers. New York: John Wiley & Sons. Sonenshein, S. (2014). How organizations foster the creative use of resources. Academy of Management Journal, 57(3), 814-848. Verganti, R. (2013). Design driven innovation: changing the rules of competition by radically innovating what things mean. Chicago: Harvard Business Press. Read More