The 7s Framework
| STRAT | COM 400 – Richard Wolfe |
[An Analysis of BlackBerry] | Using the 7-S and other relevant frameworks. July 17, 2013. |
Executive Summary
This paper is targeted to anyone interested on further information regarding BlackBerry (investor, prospective employee, management) and is written from the point of view of a former employee. The overarching theme of the analysis is the organizational challenges facing BlackBerry in its competitive environment, where it has already seen a collapse in its share price and reduction of its employees. In an attempt to reverse the decline, the company embarked on a series of organizational changes in an effort to stay relevant and regain its former glory.
The overarching framework for the analysis is the 7-S framework, which identifies key components of organization success and sets standards for their operation. These standards will be contrasted with what was actually observed at BlackBerry. A further analysis will be done on two elements of the 7-S framework: skills and strategy. These will be further examined using Barney’s framework on sustainable competitive advantage and Porter’s Five Forces.
Conclusions will be reached on what BlackBerry is doing right, and where it is in need for improvement across all components identified by the overarching framework. Its sustained competitive advantage will be examined, its industry’s profitability scrutinized and recommendations made on how the company should position itself going forward.
In the last four months of 2012 I was lucky enough to be employed at BlackBerry (then technically still Research In Motion), where I completed my second co-op from within the heart of the company at its R&D headquarters in Waterloo, Ontario. I bore witness to a company in transition. Following a lay-off of nearly a third of its employees, a collapse in its share price, and a fresh onslaught of competition, the company was against the ropes. It had decided
[An Analysis of BlackBerry] | Using the 7-S and other relevant frameworks. July 17, 2013. |
Executive Summary
This paper is targeted to anyone interested on further information regarding BlackBerry (investor, prospective employee, management) and is written from the point of view of a former employee. The overarching theme of the analysis is the organizational challenges facing BlackBerry in its competitive environment, where it has already seen a collapse in its share price and reduction of its employees. In an attempt to reverse the decline, the company embarked on a series of organizational changes in an effort to stay relevant and regain its former glory.
The overarching framework for the analysis is the 7-S framework, which identifies key components of organization success and sets standards for their operation. These standards will be contrasted with what was actually observed at BlackBerry. A further analysis will be done on two elements of the 7-S framework: skills and strategy. These will be further examined using Barney’s framework on sustainable competitive advantage and Porter’s Five Forces.
Conclusions will be reached on what BlackBerry is doing right, and where it is in need for improvement across all components identified by the overarching framework. Its sustained competitive advantage will be examined, its industry’s profitability scrutinized and recommendations made on how the company should position itself going forward.
In the last four months of 2012 I was lucky enough to be employed at BlackBerry (then technically still Research In Motion), where I completed my second co-op from within the heart of the company at its R&D headquarters in Waterloo, Ontario. I bore witness to a company in transition. Following a lay-off of nearly a third of its employees, a collapse in its share price, and a fresh onslaught of competition, the company was against the ropes. It had decided