Acorn Industries
Acorn Industries 09/10/2007
ACORN INDUSTRIES
I THE UNDERSIGNED, HEREBY DECLARE THIS ASSIGNMENT AS MY OWN WORK. IT HAS NOT BEEN PREVIOUSLY SUBMITTED FOR ANY OTHER EXAMINATION.
ASSINGMENT BY:
RADEN VAN JAARSVELD (7107125222089) ………………………………..
2007/10/09
CONTENTS
Executive summary p 3
Problems and causes p 4
Recommendations p 5
Organizational Structure p 7
Human Resources p 8
Programme Management p 9
Process Management p 10
Vision and Mission p 11
Culture p 13
Balance Scorecard p 14
Conclusion p 19
Bibliography p 20
EXECUTIVE SUMMARY
It is the rare corporation that can recognizes the need to integrate its resources, policies, people, assets and procedures with changing business strategies. Rarer still is the organization that acts on this need. Yet, in today's competitive global market, an integrated strategy is increasingly necessary. Given the speed with which change occurs in the global business environment, standard planning techniques and asset allocation methods have become woefully outdated. Indeed, achieving new levels of business sophistication is a never-ending process, requiring Acorn to rapidly a strategic organizational transformation to meet changing conditions. To effectively accomplish this transformation the company needs a system that provides continuous evaluation and improvement, ensuring effective use of both business (hard) and organizational (soft) assets. In particular, what is required is a balance and alignment between customer, organizational and business investment. In today's market, organizations not taking such an approach run the serious risk of failing to meet the expectations of shareholders.
The case of Acorn Industries highlights the lack of strong leadership, the need for a transformation in its organizational structure, the need for a balance scorecard system, the need for a programme manager and the effective operation and utilization of such a structure.
Among the distinguishing characteristics of
ACORN INDUSTRIES
I THE UNDERSIGNED, HEREBY DECLARE THIS ASSIGNMENT AS MY OWN WORK. IT HAS NOT BEEN PREVIOUSLY SUBMITTED FOR ANY OTHER EXAMINATION.
ASSINGMENT BY:
RADEN VAN JAARSVELD (7107125222089) ………………………………..
2007/10/09
CONTENTS
Executive summary p 3
Problems and causes p 4
Recommendations p 5
Organizational Structure p 7
Human Resources p 8
Programme Management p 9
Process Management p 10
Vision and Mission p 11
Culture p 13
Balance Scorecard p 14
Conclusion p 19
Bibliography p 20
EXECUTIVE SUMMARY
It is the rare corporation that can recognizes the need to integrate its resources, policies, people, assets and procedures with changing business strategies. Rarer still is the organization that acts on this need. Yet, in today's competitive global market, an integrated strategy is increasingly necessary. Given the speed with which change occurs in the global business environment, standard planning techniques and asset allocation methods have become woefully outdated. Indeed, achieving new levels of business sophistication is a never-ending process, requiring Acorn to rapidly a strategic organizational transformation to meet changing conditions. To effectively accomplish this transformation the company needs a system that provides continuous evaluation and improvement, ensuring effective use of both business (hard) and organizational (soft) assets. In particular, what is required is a balance and alignment between customer, organizational and business investment. In today's market, organizations not taking such an approach run the serious risk of failing to meet the expectations of shareholders.
The case of Acorn Industries highlights the lack of strong leadership, the need for a transformation in its organizational structure, the need for a balance scorecard system, the need for a programme manager and the effective operation and utilization of such a structure.
Among the distinguishing characteristics of
Bibliography: PROBLEMS AND CAUSES Many new projects implemented within organizations either partially or fully fail because the intervention does not adequately address the enabling environment within which the organization operates (UNDP, 1993) PROGRAMME MANAGEMENT According to Booth (1998), the term "programme management" is used mainly by two groups of professionals in ways that are consistent