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Strategic Management: Text and Cases ,written by authors Dess, McNamara, Eisner, and Sauerwald continues itstradition of being readable, relevant, and rigorous. Its engaging writing styleminimizes jargon to maximize readability. It provides examples frommanagement practice and societal themes including environmental sustainability,ethics, globalization, entrepreneurship, and data analytics to make the contentrelevant. It draws on the latest research by management scholars andinsights from executives to balance accessibility with rigor. 

The authors provide separate chapters on the role of intellectualassets in value creation (Ch. 4), entrepreneurial strategy and competitivedynamics (Ch. 8), and fostering entrepreneurship in established organizations(Ch. 12). This version includes all the text and 38 cases. 

PART 1: STRATEGIC ANALYSIS 

Chapter 1: Strategic Management: Creating Competitive Advantages 

Chapter 2: Analyzing the External Environment of the Firm 

Chapter 3: Assessing the Internal Environment of the Firm 

Chapter 4: Recognizing a Firm’s Intellectual Assets: Moving beyond a Firm’s Tangible Resources 

PART 2: STRATEGIC FORMULATION 

Chapter 5: Business-Level Strategy: Creating and Sustaining Competitive Advantages 

Chapter 6: Corporate-Level Strategy: Creating Value through Diversification 

Chapter 7: International Strategy: Creating Value in Global Markets

Chapter 8: Entrepreneurial Strategy and Competitive Dynamics 

PART 3: STRATEGIC IMPLEMENTATION 

Chapter 9: Strategic Control and Corporate Governance 

Chapter 10: Creating Effective Organizational Designs 

Chapter 11: Strategic Leadership: Creating a Learning Organization and an Ethical Organization 

Chapter 12: Managing Innovation and Fostering Corporate Entrepreneurship 

PART 4: CASE ANALYSIS 

Chapter 13: Analyzing Strategic Management Cases

Cases: 

1. Robin Hood

2. The Global Casino Industry: Emerging from the Pandemic 

3. Theorybridge.com: Making Academic Research Relevant to Practitioners 

4. Dirty Laundry in the Fast Fashion Industry: H&M's Dilemma 

5. Pocket Radar: The Disruptive Innovator in the Sports Radar Gun Market 

6. Haribo and the Gummi Bear Business: A Sticky Situation 

7. Coinbase Global Inc. 

8. Moet Hennessey Louis Vuitton 

9. Southwest Airlines: Can “Luv” Be a Competitive Advantage? 

10. JetBlue in 2022 

11. Emirates Airline 

12. Ford: Traveling Two Roads 

13. General Motors: Plugging In? 

14. Lime: Is E-Bike Sharing the Next Uber? 

15. WW in 2022: Can Weight Watchers Shape Up? 

16. The Boston Beer Company: Competition is Brewing   

17. Heineken 

18. Tata Starbucks: A New Brew for India? 

19. Nintendo: Could the Switch Turn on Gamers? 

20. Apple Inc.: Limits to Growth? 

21. Samsung Electronics 

22. Zynga: Is the Game Over?  

23. Flipkart in the Indian E-Commerce Market 

24. eBay: Still Misunderstood 

25. Alibaba Group: Rivals at the Gate? 

26. Venmo: Better than Cash? 

27. Johnson & Johnson 

28. Procter & Gamble 

29. McDonald's in 2022 

30. United Way Worldwide 

31. Campbell: How to Keep the Soup Simmering 

32. World Wrestling Entertainment in 2022 

33. Microfinance: Going Global . . . and Going Public? 34. Greenwood Resources: A Global Sustainable Venture in the Making 

35. Kickstarter and Crowdfunding 2022 

36. QVC in 2022 

37. Cirque du Soleil in 2022 

38. Walt Disney Company 

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Case Studies in Strategic Management

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Book description

Through handpicked cases from a variety of areas and business houses, this book illustrates how strategic management can be used to achieve better operational performance and strengthen their services by aligning business goals with performance measures.

Table of contents

• Copyright (1/2)
• Copyright (2/2)
• ONLINE WEB RESOURCES
• ACKNOWLEDGEMENTS
• BSC PERSPECTIVES
• BSC APPROACH TO BUSINESS VALUE DELIVERY
• FRAMEWORK FOR DESIGNING MIS
• FURTHER READINGS
• INTRODUCTION
• RMRB INTERNATIONAL’S DIVISIONS
• SECTORS RESEARCHED BY RMRB
• SERVICES OFFERED BY RMRB
• SYNDICATED OFFERS
• PARENT COMPANY
• KANTAR GROUP
• RMRB INTERNATIONAL’S DIVISION: SRRI
• INFORMATION SECURITY
• DERIVATION OF OPERATIONAL STRATEGY
• DESIGN OF MANAGEMENT INFORMATION SYSTEM (MIS)
• MIS FOR THE RESEARCH DEPARTMENT
• DISCUSSION QUESTIONS
• COMPANY PROFILE
• HOLDING STRUCTURE
• BUSINESS DIVISIONS
• INDUSTRY OVERVIEW
• BUSINESS STRATEGY
• UNDERSTANDING THE TERM MERGER AND ACQUISITION (M&A)
• M&AS: A BUSINESS STRATEGY
• SOME ISSUES IN M&As
• MANAGING THE CHANGE DURING INTEGRATION
• STAGES IN M&A INTEGRATION
• BUSINESS PROCESS
• MAJOR STAKEHOLDERS
• MANAGEMENT INFORMATION SYSTEM (MIS) FOR INTEGRATION
• OBJECTIVES OF A MIS
• PRE-INTEGRATION STRATEGIC INFORMATION SYSTEM
• STRATEGIC INFORMATION SYSTEM FOR PROCESS INTEGRATION
• ARCHITECTURE FOR STRATEGIC INFORMATION FLOW
• BALANCED SCORECARD FOR M&A
• BUSINESS LOGIC
• MEASUREMENT OF KEY PARAMETERS
• A SAMPLE MIS REPORT
• BUSINESS BENEFITS OF MIS
• ECONOMIC BENEFIT PROJECTION
• BIBLIOGRAPHY
• INTRODUCTION TO TATA CHEMICALS
• GROWTH WITH RESPONSIBILITY
• ENRICHING LIFE
• FERTLIZER SECTOR OF TCL
• INDIAN AGRICULTURE AT A GLANCE
• TATA FERTILIZER
• STATERGIES ADOPTED FOR FERTILIZER BUSINESS
• INFORMATION FLOW FOR MARKETING OF FERTILIZERS BY TATA CHEMICALS
• COST-BENEFIT ANALYSIS FOR TECHNOLOGY INVESTMENT
• COMPETITION ANALYSIS
• SWOT ANALYSIS
• HISTORY OF MONSANTO
• ORGANOGRAM OF MONSANTO
• STAKEHOLDERS OF MONSANTO—A BRIEF REVIEW
• STRENGTHS, WEAKNESSES, OPPORTUNITIES AND THREATS (SWOT) ANALYSIS
• ENTERPRISE RESOURCE PLANNING (ERP) TAKES ROOT
• FUNCTIONAL INTEGRATION
• INFORMATION SYSTEM ARCHITECTURE
• MONSANTO’s BUSINESS STRATEGY
• OPERATIONAL STRATEGY
• DEVELOPING R&D METRICS USING THE BALANCED SCORECARD APPROACH
• STRATEGY TREE
• THE BENEFITS OF INFORMATION SYSTEM (IS) ENABLED MANAGEMENT TRANSFORMATION
• FUNCTIONAL BENEFITS OF FUNCTIONAL INTEGRATION
• COST–BENEFIT ANALYSIS OF FUNCTIONAL INTEGRATION
• EVALUATION OF TANGIBLES
• MODEL FOR EVALUATION OF INTANGIBLES
• SAMPLE ITEMS FOR CUSTOMER SATISFACTION SURVEY
• CBA (TANGIBLES AND INTANGIBLES)
• RECOMMENDATIONS
• WHAT IS EVA?
• EVA COMPUTATION
• INTRODUCTION TO DCM SHRIRAM CONSOLIDATED LIMITED (DSCL)
• HISTORICAL MILESTONES
• DSCL'S BOARD OF DIRECTORS
• CORPORATE VISION OF DSCL
• MISSION STATEMENT OF DSCL
• DSCL AGRIBUSINESS
• STAKEHOLDERS OF DSCL AND THEIR OBJECTIVES
• BUSINESS OBJECTIVES OF DSCL
• BALANCED SCORECARD AND THE DERIVATION OF OPERATIONAL OBJECTIVES AND STRATEGIES
• ARCHITECTURAL DESIGN OF INFORMATION SYSTEMS
• PERIODICITY AND ROLE OF THE ACTIVITIES DESIGNED IN THE INFORMATION SYSTEM
• SAMPLE STATUS REPORT
• INTRODUCTION TO AGRIBUSINESS AND MICROFINANCE
• COMPANY PROFILE OF HDFC
• BUSINESS SEGMENTS OF HDFC
• MISSION AND STRATEGY OF HDFC
• ORGANIZATIONAL HIERARCHY OF HDFC
• AGRIBUSINESS AND MICROFINANCE BUSINESS
• KISAN GOLD CARD (KGC)
• IT AND MANAGEMENT INFORMATION SYSTEM (MIS) IN HDFC BANK
• BUSINESS SOLUTIONS
• INTEGRATED INFORMATION SYSTEM
• TEMPLATE OF BALANCE SCORECARD
• RECENT DEVELOPMENTS AND THE FUTURE
• INSURANCE: AN INDUSTRY OVERVIEW
• ICICI LOMBARD: COMPANY OVERVIEW
• OBJECTIVES OF STAKEHOLDERS
• SERVICES OFFERED BY ICICI LOMBARD
• CHANNELS USED TO TAP CUSTOMERS
• ORGANIZATIONAL STRUCTURE
• CORPORATE STRATEGY OF ICICI LOMBARD
• BALANCED SCORECARD
• BENEFITS OF MIS
• INDIAN LIFE INSURANCE INDUSTRY
• RELIANCE LIFE INSURANCE (RLI)
• VISION, MISSION AND GOALS
• STAKEHOLDERS AND THEIR OBJECTIVES
• STAGE OF THE ORGANIZATION
• PRODUCTS OFFERED BY RLI
• ISSUES AND CHALLENGES FACED BY RLI
• OPERATIONS STRATEGY OF RLI
• STEPS INVOLVED IN THE PREPARATION OF A BALANCED SCORECARD
• USE OF INFORMATION SYSTEM IN INSURANCE INDUSTRY
• FUNCTIONAL AREAS
• SOFTWARE TOOLS USED IN RLI
• REDRESS PERCENTAGE
• PERCENTAGE CONTRIBUTION OF NEW OFFERINGS
• PERCENTAGE OF ACTIVE ADVISORS
• AVERAGE NUMBER OF PRODUCTS SOLD PER ADVISOR
• FREQUENCY OF NUMBER OF CALLS LOGGED
• AVERAGE TURNAROUND TIME (TAT)
• SAMPLE MANAGEMENT INFORMATION SYSTEM (MIS) REPORT
• COST–BENEFIT ANALYSIS
• VISION OF A FIRM
• VISION OF PANTALOONS
• MISSION STATEMENT OF A FIRM
• MISSION STATEMENT OF PANTALOONS
• CORE VALUES AND BELIEFS OF PANTALOONS
• STAKEHOLDERS OF PANTALOONS AND THEIR OBJECTIVES
• BUSINESS MODEL FOR PANTALOONS
• BUSINESS OBJECTIVES OF PANTALOONS
• STEPS TO IMPLEMENT THE BALANCED SCORECARD TO DRIVE PERFORMANCE
• DERIVATION OF OBJECTIVES USING BALANCED SCORECARD FOR PANTALOONS
• MIS TOOLS USED IN PANTALOONS
• DISCUSSIONS AND FINDINGS
• RPG: BACKGROUND
• CURRENT SITUATION
• COMPANY OVERVIEW
• VISION OF THE COMPANY
• MISSION OF THE COMPANY
• VALUES OF THE COMPANY
• OBJECTIVES OF RPG
• CORPORATE STRATEGY
• IT STRATEGY
• CALCULATING THE ROI
• MANAGEMENT INFORMATION SYSTEM (MIS) IMPLEMENTATION
• INDUSTRY ANALYSIS
• ENVIRONMENTAL ANALYSIS
• STRATEGY OF TATA SKY
• PARAMETERS FOR BENCHMARKING
• DISTRIBUTION NETWORK
• FACTORS AFFECTING THE IT STRATEGY OF TATA SKY
• IT STRATEGY FOR TATA SKY
• ROLES AND RESPONSIBILITIES OF CHIEF INFORMATION OFFICER (CIO)
• ORGANIZATION STRUCTURE
• IMPLEMENTATION
• IMPLEMENTATION APPROACH
• BUSINESS INTELLIGENCE
• ARCHITECHTURE
• A COMPONENT-BASED ARCHITECHTURE
• BUSINESS ANALYTICS
• RISK MANAGEMENT
• TECHNOLOGY IN THE INDIAN BANKING INDUSTRY
• ICICI BANK COMPANY OVERVIEW
• CORPORATE STRATEGY OF ICICI BANK DERIVED FROM SWOT ANALYSIS
• STAKEHOLDERS OF ICICI BANK
• CORPORATE STRATEGY TO ADDRESS STAKEHOLDER PERSPECTIVES
• ROLE OF CHIEF INFORMATION OFFICER (CIO)
• IMPLEMENTATION OF MANAGEMENT INFORMATION SYSTEM (MIS)
• PROPOSED BI SYSTEMS FOR ICICI
• BI TOOLS USED IN ICICI BANK
• BUSINESS INFORMATION STRATEGY (BIS)
• RISK MANAGEMENT AND IT SECURITY
• RISK ASSESMENT AND SECURITY SYSTEMS USED BY ICICI
• TECHNOLOGY AND SYSTEMS THAT ARE SECURED AT ICICI
• BUSINESS CONTINUITY PLAN (BCP) AND DISASTER RECOVERY IN ICICI
• RISK MANAGEMENT SOLUTION ARCHITECTURE
• HARDWARE AND NETWORK AT ICICI
• IT-ENABLED SERVICES
• CURRENT SYSTEMS IN PLACE
• WAY FORWARD

Product information

• Title: Case Studies in Strategic Management
• Author(s): Sanjay Mohapatra
• Release date: June 2011
• Publisher(s): Pearson India
• ISBN: 9788131759844

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Examples of Strategic Management: Learn from Industry Leaders

Welcome to the world of strategic management, where businesses navigate the complex landscape of competition, innovation, and growth. In this comprehensive guide, we’ll delve into the fascinating realm of strategic management by exploring real-world examples of how some of the most successful companies and organizations have used strategic thinking to achieve remarkable results.

Strategic management is the art and science of formulating, implementing, and evaluating cross-functional  decisions that enable an organization to achieve its long-term objectives. It’s a critical aspect of business leadership, driving sustainable success and ensuring that companies not only survive but thrive in dynamic markets.

Our journey will take us through various sectors, from technology giants and automotive pioneers to startups, nonprofits, and government entities. By examining both successes and failures, you’ll gain valuable insights into the principles and practices of strategic management, allowing you to apply these lessons to your professional endeavors.

So, without further ado, let’s embark on this enlightening exploration of strategic management through the lens of remarkable examples from the business world.

Strategy Management

Strategy management is the systematic process of formulating, implementing, and evaluating strategies to achieve organizational goals and sustain a competitive advantage.

Understanding Strategic Management

Before we dive into the captivating examples of strategic management, let’s establish a solid understanding of what strategic management entails.

Strategic management is the comprehensive process of defining an organization’s direction,  making decisions  decisions on allocating its resources to pursue this direction and guiding the implementation of these  decisions .

It’s not a one-time task but rather an ongoing, dynamic process that aligns an organization’s internal capabilities with the demands of its external environment.

Key Components of Strategic Management

• Setting Clear Objectives: Strategic management begins with establishing clear, specific, and measurable objectives. These objectives provide a sense of purpose and direction for the entire organization.
• Environmental Analysis: Understanding the business environment is crucial. This includes analyzing industry trends, competitive forces, market dynamics, and potential risks and opportunities.
• Strategy Formulation: Once the organization’s objectives are defined and the external environment is assessed, the next step is developing a strategy. This involves determining how the organization will achieve its objectives, often considering factors like differentiation, cost leadership, or niche focus.
• Strategy Implementation: Formulating a strategy is only the first step; implementing it is equally important. This phase involves aligning the organization’s structure, processes, people, and culture with the chosen strategy.
• Evaluation and Control: Continuous evaluation and control mechanisms are necessary to ensure that the chosen strategy is producing the desired results. If not, adjustments may be required.

Now that we have a solid foundation in place, let’s explore how these principles are put into action with real-world examples of strategic management across diverse industries.

Strategic Management Frameworks and Tools

Strategic management involves the use of various frameworks and tools to analyze, plan, and execute strategies effectively. Understanding these tools is essential for any business professional.

Here are some of the most commonly used ones:

1. SWOT Analysis: A framework that helps organizations identify their Strengths, Weaknesses, Opportunities, and Threats. It’s a fundamental tool for  strategic planning .

2. PESTEL Analysis: This tool evaluates the Political, Economic, Sociocultural, Technological, Environmental, and Legal factors that can impact an organization.

3. Porter’s Five Forces: Developed by Michael Porter, this framework assesses the competitive forces within an industry, helping organizations determine their competitive position.

4. BCG Matrix: It’s a portfolio analysis tool that helps organizations assess their product offerings and allocate resources effectively. Products are categorized as Stars, Cash Cows, Question Marks, or Dogs.

5. Balanced Scorecard: This performance measurement framework considers financial and non-financial factors, allowing organizations to track progress toward their strategic goals.

6. Scenario Planning: In an uncertain environment, scenario planning involves creating multiple future scenarios to prepare for various outcomes.

7. Key Performance Indicators (KPIs): These are specific metrics that organizations track to measure progress toward strategic objectives.

The 5 Phases of the Strategic Management Process

Strategic management is a comprehensive and iterative process that guides organizations in making informed  decisions , formulating strategies, implementing them effectively, and evaluating their outcomes.

Understanding the various phases of the strategic management process is essential for achieving strategic objectives.

Let’s delve into each phase:

Examples of Strategic Management in Action

In this section, we’ll delve into captivating examples of strategic management from various sectors. These case studies offer valuable insights into how organizations leverage strategic thinking to thrive in competitive markets, innovate, and adapt to changing circumstances.

Stay tuned as we explore the strategic moves and  decisions made by industry leaders that have shaped their success.

1. Strategic Management at Apple Inc.

Our first stop on this tour of strategic management excellence is none other than Apple Inc. Founded in 1976, Apple has become a household name synonymous with innovation and cutting-edge technology.

Apple’s Strategic Vision: Apple’s co-founder, Steve Jobs, was known for his visionary approach to product development. He famously said, “Innovation distinguishes between a leader and a follower.”

Apple’s strategic management has been deeply rooted in this philosophy, focusing on creating products that are not just technologically advanced but also beautifully designed and user-friendly.

Key Strategic Moves:

• Product Diversification: Apple started as a computer company, but it didn’t stop there. The introduction of the iPod, iPhone, iPad, and Apple Watch showcased Apple’s ability to diversify its product portfolio strategically.
• Ecosystem Integration: Apple’s ecosystem is a prime example of strategic management. The seamless integration between devices, software (iOS, macOS), and services (Apple Music, iCloud) fosters customer loyalty and increases brand stickiness.
• Retail Strategy: Apple’s retail stores are strategically positioned in high-traffic locations, offering not just products but experiences. The design of Apple Stores, along with well-trained staff, creates a unique customer journey.
• Supply Chain Mastery: Efficient supply chain management allows Apple to deliver products to customers promptly. The company’s ability to source components globally and assemble them on time is a strategic advantage.
• Brand Image: Apple has meticulously cultivated its brand image as an innovator that challenges the status quo. This strategic positioning has helped Apple command premium prices for its products.

Takeaway: Apple’s strategic management demonstrates the importance of a clear vision, innovation, diversification, and a relentless focus on the customer experience.

2. Toyota: Pioneering Operational Excellence

Our next example hails from the automotive industry, and it’s none other than Toyota. Toyota’s approach to strategic management has revolutionized manufacturing processes and set new standards for operational efficiency.

Toyota’s Strategic Vision: Toyota’s vision revolves around “delivering better products and better services.” Its strategic management is grounded in the philosophy of “continuous improvement” or Kaizen.

• Lean Manufacturing: Toyota pioneered the concept of lean manufacturing, aiming to reduce waste, increase efficiency, and improve quality. The Toyota Production System (TPS) is a renowned example of strategic management focused on operational excellence.
• Global Expansion: Toyota strategically expanded its operations globally, becoming one of the largest automakers in the world. Its diverse product range caters to different markets and customer segments.
• Innovation in Hybrid Technology: Toyota’s introduction of the Prius, the world’s first mass-produced hybrid car, showcased its strategic commitment to sustainability and innovation.
• Quality Control: Toyota’s relentless pursuit of quality and its “stop the line” policy emphasizes its commitment to delivering exceptional products.
• Supply Chain Resilience: Toyota’s strategic management includes building a resilient supply chain. This was evident when the company navigated supply chain disruptions caused by Japan’s 2011 earthquake and tsunami.

Takeaway: Toyota’s strategic management teaches us the importance of operational excellence, continuous improvement, and a long-term commitment to quality and sustainability.

3. Airbnb: Disrupting the Hospitality Industry

Our final example brings us to the world of sharing economy and disruptive innovation—Airbnb.

Airbnb’s Strategic Vision: Founded in 2008, Airbnb’s strategic vision is to “create a world where anyone can belong anywhere.” It disrupted the traditional hospitality industry by leveraging technology to connect travelers with hosts offering unique accommodations.

• Platform-Based Model: Airbnb’s strategic management centers on its platform-based business model. It doesn’t own properties but provides a marketplace for hosts and guests to transact.
• Global Expansion: Airbnb strategically expanded its presence to become a global platform with listings in nearly every country. This expansion was supported by localization efforts and strategic partnerships.
• User-Centric Design: Airbnb’s focus on user experience and design thinking has been a strategic advantage. The platform is user-friendly, with features like reviews, secure payments, and personalized recommendations.
• Community Building: Airbnb strategically built a sense of community among hosts and guests through its branding and initiatives like host meetups and the “Airbnb Community Center.”
• Diversification: Over time, Airbnb strategically diversified its offerings beyond accommodations to include experiences and adventures, further enhancing its value proposition.

Takeaway: Airbnb’s strategic management illustrates the power of disruptive innovation, platform-based models, user-centric design, and the importance of building a strong community.

4. Amazon: Mastering Customer-Centricity

Amazon, the e-commerce giant founded by Jeff Bezos, epitomizes strategic management in the digital age. Its relentless focus on customer-centricity has propelled it to the forefront of the global retail industry.

Amazon’s Strategic Vision: Amazon’s vision is “to be Earth’s most customer-centric company, where customers can find and discover anything they might want to buy online.” Their strategic management revolves around leveraging technology to enhance customer experience.

• eCommerce Dominance: Amazon strategically disrupted the retail industry by pioneering e-commerce. They focused on providing customers with vast product selections, competitive prices, and convenient delivery options.
• Amazon Prime: The introduction of Amazon Prime, a subscription service offering free shipping and access to streaming services, was a strategic move that boosted customer loyalty and retention.
• Innovation Hub: Amazon’s strategic management includes heavy investments in innovation. They introduced the Kindle e-reader, Amazon Web Services (AWS), and Amazon Echo, expanding their reach into various tech sectors.
• Marketplace Model: Amazon’s strategic  decision to allow third-party sellers on its platform broadened its product offerings and created a win-win situation for sellers and customers.
• Supply Chain Optimization: Amazon’s strategic brilliance extends to supply chain management, allowing them to fulfill orders efficiently. This includes investments in robotics and a vast distribution network.

Takeaway: Amazon’s strategic success highlights the significance of customer-centricity, innovation, and adaptability in today’s dynamic business landscape.

5. Coca-Cola: Branding Mastery

Coca-Cola, a global beverage giant, is renowned for its strategic management in brand building and marketing. It’s a classic example of how a company can turn a product into an iconic global brand.

Coca-Cola’s Strategic Vision: Coca-Cola’s vision is “to refresh the world in mind, body, and spirit.” Their strategic management revolves around creating an emotional connection with consumers through their brands.

• Brand Portfolio: Coca-Cola strategically expanded its brand portfolio beyond Coca-Cola to include a variety of beverages such as Diet Coke, Fanta, and Sprite, catering to diverse consumer preferences.
• Global Reach: Coca-Cola’s strategic global expansion made its products available in over 200 countries. This extensive reach bolsters its brand recognition and market presence.
• Marketing and Advertising: Coca-Cola’s iconic marketing campaigns, including the “Share a Coke” campaign and memorable Super Bowl ads, showcase its strategic emphasis on advertising and brand promotion.
• Sponsorships and Partnerships: Coca-Cola’s strategic partnerships with major sporting events like the FIFA World Cup and the Olympics demonstrate their commitment to associating their brand with positive experiences.
• Product Diversification: Recognizing evolving consumer preferences, Coca-Cola has strategically diversified its product offerings to include healthier options and reduced-sugar beverages.

Takeaway: Coca-Cola’s strategic management illustrates the power of branding, marketing, and diversification in building a globally recognized and cherished brand.

6. Netflix: Pioneering Digital Streaming

Netflix, the global streaming giant, is a prime example of a company that strategically disrupted the entertainment industry by transitioning from DVD rentals to digital streaming.

Netflix’s Strategic Vision: Netflix’s vision is “to become the best global entertainment distribution service, licensing entertainment content around the world.” Their strategic management focuses on providing high-quality content to subscribers.

• Content Creation: Netflix strategically shifted from being a content distributor to a content creator. Their original content, like “House of Cards” and “Stranger Things,” has garnered critical acclaim and subscriber loyalty.
• Global Expansion: Netflix strategically expanded globally, making its streaming service available in over 190 countries. This global reach is a testament to their strategic vision of becoming a global entertainment powerhouse.
• Data-Driven Personalization: Netflix’s strategic use of data analytics enables it to personalize content recommendations for each user, enhancing the viewing experience and subscriber retention.
• Subscription Model: Netflix’s strategic  decision to adopt a subscription-based model allows it to generate steady revenue and invest heavily in content creation.
• Technology Investment: Netflix’s strategic investment in streaming technology ensures a seamless and high-quality streaming experience for subscribers.

Takeaway: Netflix’s strategic management highlights the significance of content creation, global expansion, data-driven personalization, and subscription-based revenue models in the digital entertainment industry.

7. Google: Dominating Online Search and Advertising

Google, led by Larry Page and Sergey Brin, is a strategic management powerhouse that transformed online search and digital advertising.

Google’s Strategic Vision: Google’s vision is “to provide access to the world’s information in one click.” Their strategic management revolves around organizing information and making it universally accessible and useful.

• Search Engine Dominance: Google’s strategic focus on delivering highly relevant search results and a user-friendly interface made it the world’s leading search engine.
• Advertising Model: Google’s strategic monetization through pay-per-click advertising, primarily through Google Ads (formerly AdWords), revolutionized digital advertising.
• Android Ecosystem: Google strategically developed the Android operating system, powering a significant portion of the world’s smartphones and expanding its ecosystem.
• Cloud Services: Google Cloud, part of Alphabet Inc. (Google’s parent company), is strategically positioned to compete in the cloud computing market.
• Innovation Ventures: Google’s strategic approach to innovation includes projects like Google X, focusing on moonshot technologies like self-driving cars, and Project Loon for internet connectivity in remote areas.

Takeaway: Google’s strategic management highlights the importance of search engine dominance, advertising revenue models, ecosystem development, and moonshot innovation.

8. Facebook (Meta Platforms): Connecting the World

Meta Platforms, formerly Facebook, under Mark Zuckerberg’s leadership, is a strategic management example that transformed social networking and digital communication.

Meta Platforms’ Strategic Vision: Meta’s vision is “to give people the power to build community and bring the world closer together.” Their strategic management centers on connecting people globally.

• User Base Expansion: Meta strategically expanded its user base by acquiring platforms like Instagram and WhatsApp, diversifying its social media portfolio.
• Advertising Monetization: Meta’s strategic monetization primarily relies on targeted advertising, offering advertisers extensive user data for precise targeting.
• Virtual Reality (VR) and Augmented Reality (AR): Meta is strategically investing in VR and AR technologies, envisioning a future of interconnected virtual experiences.
• Metaverse: The strategic focus on building the metaverse, a collective virtual shared space, aims to redefine digital interactions and experiences.
• Data Centers and Connectivity: Meta’s strategic investments in data centers and internet connectivity infrastructure support its global operations.

Takeaway: Meta Platforms’ strategic management emphasizes user engagement, advertising-driven revenue models, innovation in VR and AR, and the vision of a metaverse future.

9. Nike: Mastering Branding and Innovation

Nike, led by visionary figures like Phil Knight and Mark Parker, showcases strategic brand management and innovation in the sportswear industry.

Nike’s Strategic Vision: Nike’s vision is “to bring inspiration and innovation to every athlete in the world.” Their strategic management revolves around innovation, athlete endorsements, and brand identity.

• Iconic Branding: Nike’s strategic branding includes the creation of the famous “Swoosh” logo, making it one of the world’s most recognizable brands.
• Endorsement Deals: Nike’s strategic partnerships with athletes like Michael Jordan, LeBron James, and Serena Williams bolster brand recognition and aspiration.
• Innovation in Footwear: Nike’s strategic focus on footwear innovation, such as Air Max and Flyknit technologies, sets industry standards.
• Marketing Campaigns: Nike’s strategic marketing campaigns, like “Just Do It,” resonate with consumers and reinforce the brand’s message.
• Sustainability Initiatives: Nike’s strategic commitment to sustainability includes efforts like “Reuse-A-Shoe,” recycling old athletic shoes into sports surfaces.

Takeaway: Nike’s strategic management underscores the power of iconic branding, athlete endorsements, product innovation, emotionally resonant marketing, and sustainability in the sportswear sector.

10. Tesla: Revolutionizing Electric Vehicles

Tesla, spearheaded by visionary entrepreneur Elon Musk, represents a paradigm shift in the automotive industry and strategic management.

Tesla’s Strategic Vision: Tesla’s vision is “to create the most compelling car company of the 21st century by driving the world’s transition to electric vehicles.” Their strategic management revolves around sustainability, innovation, and disruption.

• Electric Vehicle (EV) Leadership: Tesla’s strategic focus on electric vehicles disrupted the automotive industry and accelerated the transition to sustainable transportation.
• Autonomous Driving: Tesla’s strategic integration of autonomous driving features, such as Autopilot, showcases a commitment to innovation and safety.
• Gigafactories: Tesla’s strategic establishment of Gigafactories globally ensures efficient EV production and battery technology development.
• Direct-to-Consumer Sales: Tesla’s strategic approach of selling directly to consumers disrupted traditional dealership models.
• Energy Solutions: Tesla’s strategic diversification into solar energy and energy storage with products like Solar Roof and Powerwall demonstrates a broader vision beyond EVs.

Takeaway: Tesla’s strategic management exemplifies the transformative power of innovation, sustainability, direct sales models, and diversification into complementary industries.

Examples of Strategic Failures

1. nokia: missed opportunities in the smartphone era.

Nokia, once an undisputed leader in mobile phones, serves as a notable example of strategic failure. While they had a strong market presence, Nokia failed to adapt to the smartphone revolution effectively.

Strategic Missteps:

• Lack of Innovation: Nokia was slow to innovate and adapt to changing consumer preferences. They stuck to their traditional mobile phone models while competitors were developing smartphones.
• Ignoring the Ecosystem: Nokia underestimated the importance of a robust app ecosystem, an area where Apple’s iOS and Google’s Android thrived.
• Ineffective Leadership: Frequent changes in leadership and organizational restructuring led to a lack of focus and direction.

Takeaway: Nokia’s downfall underscores the importance of innovation, adaptability, and staying attuned to market trends, even for industry leaders.

2. Blockbuster: Failing to Embrace Digital Streaming

Blockbuster, a giant in the video rental industry, faced a catastrophic strategic failure due to its inability to embrace digital streaming.

• Lagging Technology: Blockbuster was slow to adopt digital streaming technology and underestimated its potential.
• Failure to Adapt: While Netflix was disrupting the industry with its subscription-based streaming service, Blockbuster clung to its brick-and-mortar rental model.
• Missed Opportunities: Blockbuster had the chance to acquire Netflix early on but declined, which proved to be a costly  decision .

Takeaway: Blockbuster’s demise highlights the critical importance of staying ahead of technological trends and being open to strategic partnerships.

3. Kodak: Missed the Digital Photography Wave

Kodak, a pioneer in photography, failed to adapt to the digital photography revolution, leading to a decline in its market presence.

• Overreliance on Film: Kodak was heavily reliant on film-based photography and underestimated the shift toward digital photography.
• Failure to Innovate: While they did develop digital camera technology, Kodak didn’t effectively commercialize it due to concerns about cannibalizing their film business.
• Lack of Vision: The company failed to envision a future where digital photography would dominate.

Takeaway: Kodak’s story emphasizes the importance of continuously innovating and not being afraid to disrupt your business model when necessary.

4. Blackberry: Ignoring the Smartphone Revolution

Blackberry, once synonymous with secure mobile communication, faltered when it failed to adapt to the rise of touchscreen smartphones.

• Innovation Gap: Blackberry’s failure to innovate and transition to touchscreen devices left it behind competitors like Apple and Samsung.
• Inadequate App Ecosystem: Blackberry’s app ecosystem couldn’t compete with the iOS App Store and Google Play Store.
• Complacency: Blackberry’s leadership was slow to recognize the competitive threat posed by touchscreen smartphones.

Takeaway: Blackberry’s decline underscores the need for established companies to remain agile and innovative in the face of evolving technologies and consumer preferences.

5. Xiaomi: Expanding Too Quickly

Xiaomi, a Chinese smartphone manufacturer, experienced a strategic setback when it expanded too rapidly into international markets.

• Overseas Expansion: Xiaomi aggressively expanded into markets outside China, including India and Europe, which stretched its resources.
• Supply Chain Issues: Rapid expansion led to supply chain challenges, including shortages of products in key markets.
• Brand Awareness: Xiaomi faced challenges in building brand awareness and trust outside China.

Takeaway: Xiaomi’s experience emphasizes the importance of measured, sustainable international expansion and the need for strong supply chain management.

These examples of strategic failures serve as cautionary tales, illustrating the significance of adaptability, innovation, foresight, and market awareness in the world of strategic management.

Lessons Learned from Strategic Management Examples

1. innovation is a game-changer.

• Key Lesson: Innovating in products, services, or business models can disrupt industries and create new market leaders.
• Examples: Apple’s continuous innovation in consumer electronics, Tesla’s pioneering electric vehicles, and Dollar Shave Club’s subscription-based razor service.

2. Customer-Centric Approach Pays Off

• Key Lesson: Prioritizing customer needs and preferences can lead to strong brand loyalty and business growth.

Examples: Amazon’s customer-centric e-commerce, Airbnb’s focus on user reviews and trust, and Warby Parker’s “Home Try-On” program.

3. Adaptability is Crucial

• Key Lesson: Being adaptable to changing market conditions and consumer trends is essential for long-term success.
• Examples: Netflix’s shift from DVD rentals to streaming, Slack’s evolution as a workplace collaboration platform, and Airbnb’s expansion into experiences.

4. Effective Marketing Matters

• Key Lesson: Creative and effective marketing strategies can generate significant attention and customer acquisition.

Examples: Dollar Shave Club’s viral marketing video, Airbnb’s storytelling approach, and Apple’s iconic advertising campaigns.

5. Ecosystem Development Drives Growth

• Key Lesson: Building an ecosystem of products, services, or partnerships can enhance value for customers and drive business growth.

Examples: Apple’s ecosystem of devices and services, Slack’s third-party integrations, and Tesla’s Supercharger network.

6. Sustainability is a Competitive Advantage

• Key Lesson: Incorporating sustainability and environmental responsibility into business strategies can attract socially conscious consumers and enhance brand reputation.

Examples: Tesla’s commitment to sustainable transportation, Airbnb’s Green Hosting program, and Patagonia’s eco-friendly practices.

7. Digital Transformation is Inevitable

• Key Lesson: Embracing digital technologies and online platforms is crucial in today’s business landscape.

Examples: Amazon’s digital retail dominance, Netflix’s streaming platform, and Tesla’s over-the-air software updates.

8. Diversification Reduces Risk

• Key Lesson: Diversifying product or service offerings can mitigate risk and expand revenue streams.

Examples: Tesla’s expansion into solar energy and energy storage, Amazon Web Services (AWS), and Apple’s ecosystem diversification.

9. Trust and Transparency Build Loyalty

• Key Lesson: Establishing trust through transparent practices and customer reviews can foster loyalty and credibility.

Examples: Airbnb’s user review system, Tesla’s commitment to safety and quality, and Amazon’s customer feedback-driven improvements.

10. Long-Term Vision is Essential

• Key Lesson: Maintaining a clear and ambitious long-term vision guides strategic decisions and sustains business growth.
• Examples: Amazon’s focus on long-term value over short-term profits, Tesla’s mission to accelerate the world’s transition to sustainable energy, and Apple’s dedication to innovation.

These lessons illustrate the diverse strategies and approaches employed by successful companies across various industries.

By studying these examples and applying the core principles to your own business, you can develop more effective strategic management practices and enhance your organization’s competitiveness and growth prospects.

In this comprehensive exploration of strategic management, we’ve dissected a multitude of examples, both successes and failures, from diverse industries. Through these cases, we’ve unearthed invaluable lessons that can guide businesses towards prosperity and sustainability.

Key takeaways include the paramount importance of innovation, adaptability, customer-centricity, and sustainability.

It’s not enough to merely acknowledge these lessons. To thrive in today’s competitive landscape, businesses must actively apply strategic management principles. Whether you’re a startup seeking growth, a corporate giant aiming to stay agile, or an organization striving for a brighter, more sustainable future, strategic management offers the compass to navigate these endeavors.

Lastly, it’s crucial to understand that strategic management is not static; it evolves alongside technology, market trends, and consumer behaviors. The examples we’ve examined serve as beacons of innovation and adaptation.

As we move forward, new case studies will emerge, reshaping our understanding of effective strategic management. Stay vigilant, stay adaptable, and continue learning from the ever-changing landscape of strategic management.

Tumisang Bogwasi

2X Award-Winning Entrepreneur | Empowering Brands to Generate Leads, Grow Revenue with Business Strategy and Digital Marketing | Founder, CEO of Fine Group

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Microsoft: A Case Study in Strategy Transformation

If you’re leading your team through big changes, this episode is for you.

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In early 2015, Microsoft’s senior leaders were facing a set of difficult decisions. The firm had been struggling to innovate and grow as fast as its competitors. Now they were considering new opportunities that would yield higher growth but lower margins — like shifting away from perpetual licensing to focus on subscription sales.

Harvard Business School professor Fritz Foley studied this period of transformative change at Microsoft for a business case study he wrote. In this episode, he shares how Microsoft’s leaders analyzed different options and worked to get both investors and employees on board with new ideas about growth. He also explains how the company’s risk-averse culture evolved in order to execute such a huge transformation.

Key episode topics include: strategy, growth strategy, business models, corporate governance.  

HBR On Strategy curates the best case studies and conversations with the world’s top business and management experts, to help you unlock new ways of doing business. New episodes every week.

• Listen to the original Cold Call episode: The Transformation of Microsoft (2018)
• Find more episodes of Cold Call
• Discover 100 years of Harvard Business Review articles, case studies, podcasts, and more at HBR.org

HANNAH BATES: Welcome to HBR On Strategy , case studies and conversations with the world’s top business and management experts, hand selected to help you unlock new ways of doing business.

In early 2015, Microsoft’s senior leadership team was facing a set of difficult decisions. The firm had been struggling to innovate and grow as fast as its competitors. Now, they were considering new opportunities that would yield higher growth, but lower margins like shifting away from perpetual licensing to focus on subscription sales.

Today, we bring you a conversation with Harvard Business School professor Fritz Foley, who studied this period of transformative change at Microsoft for a business case study he wrote. In this episode, you’ll get a window into how Microsoft’s leaders analyzed different options and got both investors and employees on board with a different idea of growth. You’ll also learn how the company’s risk-averse culture had to evolve in order to execute such a huge transformation.

This episode originally aired on Cold Call in July 2018. Here it is.

BRIAN KENNY: Electronics enthusiasts in the 1970s looked forward to it every year: the January issue of Popular Electronics . That is because that issue was known for featuring the coolest up-and-coming products in the world of electronics. And when the January 1975 issue hit newsstands, it did not disappoint. The cover was adorned with the first available image of the Altair 8,800, the world’s first mini-computer kit. It may not have been the shot heard around the world, but many say that it was the spark that ignited the home computer revolution. That very magazine inspired a young Paul Allen and Bill Gates to turn their passion for computers into a business that subsequently became an empire.

Today, Microsoft Corporation is the third most valuable company in the world and the world’s largest software company. But after four decades of buffeting the headwinds of the very industry it helped to create, Microsoft is at a turning point and the way forward is not entirely clear. Today we’ll hear from Professor Fritz Foley about his case entitled “The Transformation of Microsoft.” I’m your host, Brian Kenny, and you’re listening to Cold Call .

SPEAKER 1: So, we’re all sitting there in the classroom.

SPEAKER 2: Professor walks in.

SPEAKER 3: And they look up and you know it’s coming. The dreaded cold call.

BRIAN KENNY: Professor Fritz Foley’s Research focuses on corporate finance. He’s an expert on investment capital structure, working capital management, and a range of related topics, all of which probably factor into the case today. Fritz, thanks for joining us.

FRITZ FOLEY: Thanks so much for having me.

BRIAN KENNY: So, everybody pretty much knows who Microsoft is, and I think people will be really interested in getting a glimpse into where they were at this turning point in the company’s history. Still a very, very important company in the landscape of the technology industry and beyond. So, I think people will relate right away to this, but let me ask you, if you could start just by setting the stage for us. How does the case begin? Who’s the protagonist and what’s on her mind?

FRITZ FOLEY: Yeah, so the protagonist is Amy Hood, who is Microsoft’s CFO. She also was a student here at HBS at the time that I was in the PhD program. So, I’ve known her for some time and she’s facing a set of choices that really revolve around whether or not Microsoft should try to pursue increased margin or increased growth.

BRIAN KENNY: Okay. What prompted you to write the case? Your connection with Amy obviously is part of that, but why Microsoft and why now?

FRITZ FOLEY: I think I have been struck by the transformation that they are in the midst of. This is a company that… I mean, it’s hard to remember this. In the early two thousands, the stock price was stuck in the 20 to $30 a share range. And there was a group of people who were calling for the firm to be managed essentially for cash distributions and for increased margins. And then there were some growth opportunities that the company faced simultaneously. So, there was a real choice as to what direction to head. And I think this is a compelling choice that many other companies face. So, it’s a powerful example for me to highlight in course I teach about chief financial officers.

BRIAN KENNY: Microsoft was the first player on this stage really, but then Apple came along and I think many people look at these two as fierce competitors. But can you just talk about the difference between these two companies in terms of how they manage their financial strategy?

FRITZ FOLEY: Yeah, I can say a bit about that. So, at one level, they certainly are similar. They’re in tech space and in fact, many things that Microsoft was attracted to phones in particular, is something that Apple has excelled at. And I think that at the time of the case, they were quite different in the eyes of investors, I would say. I would say that investors still viewed Apple as having a lot of a growth emphasis of a commitment to innovating new products and solving problems that people weren’t even sure they had. Whereas Microsoft was the older, more established tech firm that I think, in the eyes of some, had become not a relic of the past, but less relevant when thinking about future innovations. And in some sense, the cases about how Microsoft tried to shed that view and become a relevant growth-oriented entity again.

BRIAN KENNY: And they’d certainly been criticized over the decades for not moving quickly enough to innovate and getting caught up in their own. And you think about IBM maybe as a company that faced similar criticisms getting caught up in just their size and the bureaucracy of the place. What did Microsoft’s business look like in 2012? Because that seemed to be the beginning of the turning point?

FRITZ FOLEY: Yeah. I mean, it was one where there was varying performance across divisions. There was interest by value activist investors given the large cash holdings that the firm had. Obviously, their market share when it came to the office suite of products and windows, those were quite high. And they were obviously very successful in continuing to provide versions of that to a whole variety of users. They had emerging cloud business, but it wasn’t clear that they would win in that space and had really struggled in other spaces.

In search, Bing never got traction relative to Google. In phones, they were really struggling in 2012 right before they tried to make more headway in phones by buying Nokia, which also subsequently didn’t work out as well as they had hoped. So, I think along a series of dimensions, they were really trying to get some traction, trying to get footing in new spaces. And there were a group of investors that actually felt like that wasn’t what they should do. That they should just focus on Office, focus on Windows, enjoy the high margins that came with their on-premises server and tool business offerings. So, they faced some really hard choices.

BRIAN KENNY: And they were also, in terms of just the organization itself up against some issues, what were some of the things they were encountering culturally at the time?

FRITZ FOLEY: Yeah. I mean, it’s a fascinating story from a cultural standpoint. It was an environment where there were high returns to showing that you were the smartest person in the room. Some of the stories that I have heard are a little jarring. I am not sure I would’ve survived in this environment. There were these very long mid-year reviews that took place and were incredibly demanding. It was an environment that was beginning to really emphasize the desire to be efficient, to be right, and in fairness to them, and Microsoft was coming from a culture or their culture came from a place where they were selling a product that couldn’t really fail. People had very high expectations for the performance of everything Microsoft provided them. And unlike today where there’s more room to update things through online updates, a lot of the software, it shipped and it had to be close to perfect when it shipped.

BRIAN KENNY: Actually, I can remember a time when the launch of a new Windows system was similar to the launch of a new iPhone. People were really excited to get the new system, but inevitably there were bugs and those were highly publicized, and so they fell under a lot of criticism. They were really operating under a microscope for a long time.

FRITZ FOLEY: For sure. And we’re keenly aware that time to fail in their products, which is a measure of how long it took for some product or process to break down, had to be very long. Otherwise, they would meet with a lot of customer dissatisfaction.

BRIAN KENNY: Yeah. Okay. So, let’s move into the transformation phase for them. What was the fundamental shift they made in terms of changing or restructuring the organization?

FRITZ FOLEY: In my view, I think that they did a variety of things to adopt more of a growth orientation. And some of this dealt with their metrics. Some of it dealt with very explicit changes to the culture, and I think some of it also dealt with a realization that pursuing growth would enhance value much more than trying to increase margins and have large dividend payouts or larger dividend payouts to shareholders. So this was, I would say in the 2012, 2013 timeframe, we began to see pieces of this. And they also faced significant managerial changes at that time. That’s when Steve Ballmer retired and they needed to pick a new CEO and could have gone a variety of directions there. And by picking Satya Nadella, effectively we’re committing to more of a growth path.

BRIAN KENNY: Can you think of an example of a company that chose the margins path? And I mean, these are both potentially successful choices, but I would guess.

FRITZ FOLEY: For sure. And it’s a very hard trade-off to make. In teaching my MBA students and executive education students I’m always struck, when I ask them, “Would you sacrifice some margin for growth,” how hard that question can be and how many people don’t have much intuition for it. So, other companies did go the margin route.

BRIAN KENNY: Yeah. Is it a situation where the margin choice is one that’s probably more comfortable and the returns are going to come sooner and the growth choice is a little riskier, and for a risk-averse culture probably harder to implement and you’re betting on the future? Is that fundamentally what the choice is?

FRITZ FOLEY: Yeah. I think that’s a really good way of putting it. Many people find it easier to see the benefits that come with cutting costs and looking for efficiencies and worry that what may come with growth could be elusive. And in some regards, I have heard senior finance managers say that they had to earn the permission to go after growth. They have to get the buy-in from a group of investors who feel as if the senior leadership team has credibility in pursuing growth.

BRIAN KENNY: So, here we have Microsoft, an enormous company, 130,000 or so employees, something like that, large by any measure about to pursue an option that is in many ways counter to the culture of the organization. How do you do that? How do you cascade this kind of a change through an organization of that size?

FRITZ FOLEY: On the cultural side, one thing that they did was very explicitly dropped a growth mindset culture. And Satya Nadella writes about this in his recent book, Refresh. The story is, for me, very compelling. It’s incredibly hard to get any organization to change its culture. Whenever I’ve been a part of an organization that tried to engage in a cultural shift, whatever the tagline was, quickly became the punchline for a set of office jokes.

BRIAN KENNY: I’ve been on the other side of that. I’m the guy who writes the punchlines most often.

FRITZ FOLEY: Yeah. So, you know how hard this is. And I think that they were very wise in picking Kathleen Hogan who had led one of the divisions of Microsoft to head up the charge to describe and roll out this cultural change. They brought senior leaders on board, and ultimately, I think there was a lot of demand for it that many people who were working at Microsoft were innovative engineers and a very creative set of employees who wanted to pursue growth. And when given the choice to move away from review processes and given the opportunity to go to meetings where they didn’t feel like they had to be exactly right in making a point, but could stimulate the beginning of a discussion set of ideas that could lead to something that was new, people embraced that.

BRIAN KENNY: And here we are in the age of the millennial worker. Millennials don’t want to work for the old Microsoft for sure. And Microsoft is competing with the likes of Google and Apple and other firms that are definitely perceived as open and innovative, and they want people with energy and ideas. So, they have to adopt that same personality, I guess.

FRITZ FOLEY: Yeah, I agree with that. I think there’s a new buzz about Microsoft, at least among my students, they’re much more intrigued by what it would mean to work there and what opportunities exist to do some things that would be truly novel and have a big impact on how people get work done.

BRIAN KENNY: So, let’s go back to our protagonists. Amy Hood in the case actually delves into her mindset a little bit. She’s getting ready to communicate these changes to the financial community. What are the kinds of things a CFO would have to think about? Because I can imagine the financial probably is more comfortable with the margin choice than the growth choice

FRITZ FOLEY: Yeah, for sure. It’s fun for me to imagine her faced with this choice really of, okay, I can go this path of growth, but if I do this, I am going to have to go to my investors and say, our margins are going to go down for some period of time, and you’re not going to like that. But there’s going to be some upside and it will take some time for that upside to show up. So, I think she needed to find ways to communicate or signal what that upside would be and how big it might be to the investors so that she wouldn’t lose credibility with them and would have the permission essentially to pursue growth.

BRIAN KENNY: Yeah. Now we hear it all the time about the emphasis on the short-term, short-termism in the financial community, and people want returns and they want them right away. In your experience, are you seeing a shift in the financial community, or are the analysts getting a little more comfortable with this notion of you can’t always go for the margins, you’ve got to find some sustainable growth in the long term?

FRITZ FOLEY: Yeah. It’s a great question. It’s one that troubles me or is something I think about our financial system generally. I happen to be probably more optimistic relative to many when it comes to how short-term-oriented, or really how financial markets aren’t as, as some might worry, or that concern about short-termism doesn’t resonate as much with me. I do think there is a big burden on senior finance teams to explain how value is created by thinking long-term and embracing growth opportunities. And in some sense, when I look at what Amy has been doing at Microsoft, I applaud her and her team for taking on that challenge. They quite explicitly set a target of a $20 billion run rate for their commercial cloud business, and once analysts had that number, they could begin to build off of it and get a feel for how much value could be created if Microsoft succeeded at pulling this off.

So, by having the courage to commit to that path and help analysts understand what the path meant, I think that they have been effective in pursuing it. More generally, I do worry that there are some analysts that simply take an earnings-per-share number and apply some current multiple and don’t think much about what the future will look like. I am hopeful that finance teams and organizations will play a role in educating analysts as to how they should think about the future, when growth opportunities do exist and are attractive.

BRIAN KENNY: Yeah. You mentioned earlier that you’ve talked about this in class, and I’m just curious, do the MBA students come at this differently than the executive education students who have been in fiduciary roles and organizations already?

FRITZ FOLEY: Yeah. That’s an interesting question. Let me reflect on that for a moment. I think the approach is fairly similar. I would say that some MBA students are probably less aware of the constraints that capital markets may put on senior management teams to pursue growth. They’re less aware of what an activist who wants cash now might push management to do, whereas executive education students tend to be keenly aware of those pressures. If anything, I find that MBA students, it’s a little bit harder for them to articulate what is the case for pursuing margin for Microsoft in 2012, 2013. Many executive education students are quick to come up with lists of things that could be done strategically financially in picking leadership.

BRIAN KENNY: Yeah, it’s interesting. And anybody who’s worked in an organization for any period of time, going back to that whole notion of how hard it is to change a culture, it’s pretty easy to think of reasons why not to pursue that path. So, I thought maybe some of the exec ed students might come at with those constraints already wrapped around themselves.

FRITZ FOLEY: Yeah, I agree.

BRIAN KENNY: Yeah. Fritz, thanks for joining us today.

FRITZ FOLEY: Thanks very much for having me.

HANNAH BATES: That was Harvard Business School Professor Fritz Foley in conversation with Brian Kenny on Cold Call . We’ll be back next Wednesday with another handpicked conversation about business strategy from Harvard Business Review.

If you found this episode helpful, share it with your friends and colleagues and follow our show on Apple Podcasts, Spotify, or wherever you get your podcasts. While you’re there, be sure to leave us a review. And when you’re ready for more podcasts, articles, case studies, books, and videos with the world’s top business and management experts, find it all at HBR.org.

This episode was produced by Ann Saini and me, Hannah Bates. Ian Fox is our editor. Special thanks to Maureen Hoch, Adi Ignatius, Erica Truxler, Ramsey Khabbaz, Nicole Smith, Anne Bartholomew, and you, our listener. See you next week.

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Jeffrey H. Dyer , Paul C. Godfrey , Robert J. Jensen , David J. Bryce

Students enjoy the concise and approachable style of Strategic Management: Concepts and Cases, 4e . Written in an accessible Harvard Business Review style with lots of practical examples and strategy tools, this course engages students with an easy-to-understand learning experience to strategic management concepts that will help students succeed in today's workplace. The newest edition of Strategic Management sparks ideas, fuels creative thinking and discussion, while engaging students via contemporary examples, outstanding author-produced cases, and much more.

Every chapter has been thoroughly revised for currency and new examples, such as:

• Updated State Farm vignette
• New coverage on climate change as an environmental factor
• New coverage of social activism

Chapter 3 :

• Updated Disney to Disney+ streaming discussion
• New coverage on racial equality, diversity, and inclusion
• Revised Strategy and Your Career section to include racial equality and inclusion issues
• Updated Cisco opening vignette
• New coverage on COVID-19 winners and losers
• New coverage on the power of diversification

Chapter 13 :

• New coverage of COVID-19 issues related to ethics and governance
• New coverage of racial equality issues around ethics and governance.

Chapter 14:

• New coverage of COVID-19 and racial equality issues
• New insert, the rise of companies being forced to take social positions
• Additional coverage of Risks and Opportunities

New and Updated Cases:

• Walmart Stores: Gaining and Sustaining a Competitive Advantage (updated, Ch. 1)
• ESPN in 2021 (new, Ch. 3)
• Southwest Airlines: Flying High with Low Costs (updated, Ch. 4)
• Zoom versus Teams (new, Ch. 9)
• Tesla Panasonic Alliance (new. Ch. 10)
• Smartphone Wars in 2021 (new, Ch. 11)
• Uber Technologies, Inc. (updated, additional case Ch.16)

Drive engagement and strategy formulation with cases featuring classic and modern companies.

Strategy Tools such as calculating a scale or experience curve, creating a net promoter score, and animations teach students to apply different theories and frameworks by actually "doing" analysis to help them make strategic decisions.

Original case studies illustrate strategic management topics in diverse business environments. Cases include Zoom versus Teams, Facebook and the US Elections, Smart Phone Wars in 2021, Vivant Smart Home, ESPN in 2021, Uber Technologies, Tesla Panasonic Alliance, Amazon, Valient Pharmaceuticals, Walmart, Coke, Pepsi, Intel, Southwest, Nike, and more. We also provide author-created Case Notes, Discussion Questions, and PowerPoints to summarize key points for each case.

Prepare students for the changing workforce with strategy and career readiness tools.

Career Readiness Tools link course concepts to career readiness in the real world and provide tips on landing a job and succeeding in your role via career sidebars and author Strategy and Your Career videos for each chapter.

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Department : The York Management School Module co-ordinator : Dr. Ali Naqvi Credit value : 20 credits Credit level : M Academic year of delivery : 2022-23 See module specification for other years: 2021-22 2023-24 2024-25

Module will run

Module aims

This module is concerned with the strategic management process. Corporate complexity and market uncertainty result in ambiguous and political processes. Many of the concepts, frameworks, and tools that are proffered for strategic managers appear straightforward in theory but can be difficult to apply in practice. This may be for two reasons: First, theories are abstractions used to capture a complex world and inevitably have limiting assumptions; Second, because at its heart strategy is a social process, which can be difficult to quantify or to analyse objectively. The module starts from the premise that it is these social processes that underpin economic performance.

This module aims to develop an in-depth knowledge of strategic management and to integrate knowledge from previous learning and experience to identify and address strategic concerns of firms. Key themes include strategic leadership, social responsibility, and ethics, the context of strategic management, competitive analysis, strategy in the multi-business firm, disruptive innovation, transformation and renewal, and strategic resilience. Themes are based around case studies in strategic management.

The case studies in strategic management that students will examine, provide technology for the application of theory and analysis, providing a proxy for practical decision making and problem-solving. The case method provides an opportunity for students to deal with ambiguity. The module aims to develop important employability skills in persuasive argumentation, critical thinking, problem definition, problem-solving, analysis and application and evaluative and integrative thinking.

Module learning outcomes

Academic and graduate skills

The ability to manage and synthesise relevant information about firms explicitly and rigorously Broad, integrative thinking; The ability to use management concepts to produce persuasive conclusions Ability to apply theories and models to new environments and contexts Ability to evaluate and critique business theories and models Ability to analyse complex business situations

Other learning outcomes (if applicable) Skills of argument development and persuasion Group working and presentation skills The ability to communicate analyses and conclusions clearly and persuasively

Module content

Subject content

The nature and source of competitive advantage and the fundamental drivers of strategic performance;

Business level and multi-business level strategy, organisational design, synergy, and responsiveness

The complexity of strategic management, including organisational purpose, the business environment, competitive analysis, and the firm

Key concepts associated with strategic management processes for formulating and implementing strategy, providing different perspectives for managing strategically;

The current issues being faced by strategic managers, including knowledge, information and technology management, strategic management of social responsibility, sustainability and business ethics

Special assessment rules

Reassessment, module feedback.

A comprehensive module assessment report is released to students after the spring term exam board (within six weeks of the assessment submission). Individual written feedback is made available to students at the same time.

Indicative reading

Carter, C., Clegg, S.R. and Kornberger, M. (2008). Strategy, Theory and Practice , Sage, London

Grant, R. (2010). Contemporary Strategy Analysis . Wiley

Mintzberg, H., Ahlstrand, B. and Lampel, J. (2008). The Strategy Safari . NY: Free Press.

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Top 40 Most Popular Case Studies of 2019

In the 2019 top 40 list, cases centered around food dominated the top 10, with the 2016 Coffee case retaining the top spot.

According to the Yale School of Management Case Research and Development Team (SOM CRDT) 2019 top 40 list, cases centered around food dominated the top 10, with the 2016 Coffee case retaining the top spot, a case on Cadbury taking second, and a case about Shake Shack taking third. A 2018 case about the Volkswagen emissions scandal made the Top 40 this year, shooting up to number four. Cases about Aadhaar , India’s universal ID project, the Nathan Cummings Foundation’s move to all-impact investing , business efforts to bridge the divide between Israel and Palestine , and New Haven’s own 360 State Street development all joined the list this year. Other popular topics in the top 10 include the marketing of financial services, organizational structure, and entrepreneurship.

SOM CRDT compiled its third annual Top 40 list by combining data from publishers, Google Analytics, direct sales, and other measures of interest and adoption. Other year-end data for 2019 showed:

• Over 30K users from 161 countries viewed 133 “raw” cases online.
• Just over a third of raw case users were from the U.S.
• Customers purchased 127 different case titles from the online store.
• Twenty-five percent of this year’s cases in the top 40 featured women protagonists.
• Traffic to the SOM CRDT case directory increased by 30% over 2018, with almost 150K page views.
• Sixty percent of those who perused the SOM case directory were from outside the U.S.
• The top 40 cases were supervised by 33 different Yale SOM faculty members.

All cases listed here are available for purchase through our online store . 

The top 10 cases of 2019 included:

#1 - Coffee 2016

Faculty Supervision: Todd Cort

Coffee 2016 asks students to consider the coffee supply chain and generate ideas for what can be done to equalize returns across various stakeholders. The case draws a parallel between coffee and wine. Both beverages encourage connoisseurship, but only wine growers reap a premium for their efforts to ensure quality, while coffee farmers barely eke out an existence. The case describes the history of coffee production across the world, the rise of the “third wave” of coffee consumption in the developed world, the efforts of the Illy Company to help coffee growers, and the differences between “fair” trade and direct trade. Faculty have found the case provides a wide canvas to discuss supply chain issues, examine marketing practices, and encourage creative solutions to business problems.

#2 - Cadbury: An Ethical Company Struggles to Insure the Integrity of Its Supply Chain

Faculty Supervision: Ira Millstein

The case describes revelations that the production of cocoa in the Côte d’Ivoire involved child slave labor. These stories hit Cadbury especially hard. Cadbury's culture had been deeply rooted in the religious traditions of the company's founders, and the organization had paid close attention to the welfare of its workers and its sourcing practices. The US Congress was considering legislation that would allow chocolate grown on certified plantations to be labeled “slave labor free,” painting the rest of the industry in a bad light. Chocolate producers had asked for time to rectify the situation, but the extension they negotiated was running out. Students are asked whether Cadbury should join with the industry to lobby for more time?  What else could Cadbury do to ensure its supply chain was ethically managed?

#3 - Shake Shack IPO

Faculty Supervision: Jake Thomas and Geert Rouwenhorst

From an art project in a New York City park, Shake Shack developed a devoted fan base that greeted new Shake Shack locations with cheers and long lines. When Shake Shack went public on January 30, 2015, investors displayed a similar enthusiasm. Opening day investors bid up the $21 per share offering price by 118% to reach $45.90 at closing bell. By the end of May, investors were paying $92.86 per share. Students are asked if this price represented a realistic valuation of the enterprise and if not, what was Shake Shack truly worth? The case provides extensive information on Shake Shack’s marketing, competitors, operations and financials, allowing instructors to weave a wide variety of factors into a valuation of the company.

#4 - Volkswagen: Engineering a Disaster

Faculty Supervision: David Bach

In September 2015, Volkswagen admitted to installing defeat switches in their diesel cars to fool environmental regulators. The fraud could cost the company billions in fines and lost revenues, leaving all to wonder, "How could this have happened?" The case considers the company’s history and culture, as well as looking at how regulatory environments in Europe and the U.S. differed. What combination of these factors led to this wide-spread ethical disaster?

#5 - Netflix

Faculty Supervision: Arthur Swersey

The case describes how Netflix optimized the rental of DVDs by mail to become a major media company. In 2007, the company faced two challenges. The first was increased competition in the DVD-by-mail business. The second was challenges from various streaming services. For all its operational savvy, had Netflix’s time passed?

#6 - Ant Financial

Faculty Supervision: K. Sudhir in cooperation with Renmin University of China School of Business

In 2015, Ant Financial’s MYbank (an offshoot of Jack Ma’s Alibaba company) was looking to extend services to rural areas in China by providing small loans to farmers. Microloans have always been costly for financial institutions to offer to the unbanked (though important in development) but MYbank believed that fintech innovations such as using the internet to communicate with loan applicants and judge their creditworthiness would make the program sustainable. Students are asked whether MYbank could operate the program at scale? Would its big data and technical analysis provide an accurate measure of credit risk for loans to small customers? Could MYbank rely on its new credit-scoring system to reduce operating costs to make the program sustainable? What are the social costs of introducing credit scoring to China?

#7 - Mastercard

Faculty Supervision: Ravi Dhar, Vineet Kumar, and Amy Wrzesniewski

When Raja Rajamannar became Mastercard's CMO in 2013, the company had already created one of the most successful brand-building campaigns in history. Yet he decided to substantially change the marketing strategy – and transform his department. The case examines the premises behind “experience marketing” and considers the dynamics of a department where traditional marketers must work with new internet marketers who bring new skills and sensibilities.

#8 - Golden Agri Resources and Sustainability

Golden Agri, a major Indonesian palm oil producer and exporter, and Greenpeace reached an unprecedented agreement to limit deforestation in Indonesia in 2012. But would the agreement survive and increase sustainability standards in the palm oil industry?

#9 - AgBiome

Faculty Supervision: James Baron

Can a company grow while eschewing hierarchy in favor of commitment? From its founding, AgBiome has adopted a flat structure, where committees of employees make the key decisions. The case describes the structures and principles that make this agricultural R&D firm run. With a few successful innovations under its belt, can the company grow while maintaining its commitment model?

#10 - Bovard and Majid

Faculty Supervision: AJ Wasserstein

Lia Majid had spent nearly a year and a half searching for a business to acquire and thought she’d finally found a deal worth pursuing. She spent months negotiating with the firm’s sellers and believed she was on the verge of a purchase. However, at the last minute, her backers and mentors at the Search Fund Accelerator (SFA) wanted her to completely restructure the deal. Faced with their concerns, Majid had to decide whether to re-engage the target firm or move on to investigate other prospects.

Complete list of the 40 Most Popular Case Studies of 2019

W                     Case features a woman in a major leadership role

Click on the case title to learn more about the dilemma. A selection of our most popular cases are available for purchase via our online store .

Naresh Sekar

Strategic Management Process at Apple Inc.

Apple Inc., a global leader in technology and consumer electronics, has consistently maintained its competitive edge through a focused strategy on innovation and premium products. This case study explores Apple’s strategic management process, including vision and mission alignment, market analysis, product innovation, and the use of strategic analysis tools. It also examines the implementation of this strategy through investment in research and development (R&D), product launches, marketing campaigns, and global retail expansion.

Strategy: Focus on Innovation and Premium Products

Vision and Mission Alignment

Apple’s strategy is deeply rooted in its vision and mission. The company’s vision is to create the best products on earth and to leave the world better than we found it. Its mission focuses on bringing the best user experience to its customers through innovative hardware, software, and services. This alignment ensures that every strategic decision supports Apple’s overarching goals.

Market Analysis and Competitive Positioning

Apple conducts thorough market analysis and competitive positioning to understand industry trends, customer needs, and the competitive landscape. This analysis informs Apple’s strategic decisions and helps the company maintain its market leadership.

Strategic Analysis Tools

SWOT Analysis

SWOT analysis helps Apple identify its internal strengths and weaknesses, as well as external opportunities and threats.

• Strengths : Strong brand reputation, loyal customer base, innovative product line, robust financial performance.

• Weaknesses : High price point, dependence on key products (e.g., iPhone), limited market share in emerging markets.

• Opportunities : Expansion into new markets, development of new product categories, advancements in technology.

• Threats : Intense competition, rapid technological changes, economic downturns, regulatory challenges.

PESTEL Analysis

PESTEL analysis allows Apple to evaluate external factors that impact its business environment.

• Political : Trade policies, international relations, regulatory changes.

• Economic : Global economic conditions, currency fluctuations, consumer spending trends.

• Social : Changing consumer preferences, demographic shifts, cultural trends.

• Technological : Technological advancements, innovation cycles, cybersecurity threats.

• Legal : Intellectual property laws, antitrust regulations, labor laws.

• Environmental : Environmental regulations, sustainability initiatives, climate change impacts.

Porter’s Five Forces

Porter’s Five Forces framework helps Apple assess the competitive intensity and attractiveness of the industry.

• Threat of New Entrants : High barriers to entry due to significant capital investment and brand loyalty.

• Bargaining Power of Suppliers : Moderate, as Apple has strong relationships with key suppliers but relies on a limited number of them.

• Bargaining Power of Buyers : Low to moderate, as Apple’s strong brand loyalty and unique product offerings reduce buyer power.

• Threat of Substitutes : High, with numerous alternative products available in the market.

• Industry Rivalry : High, with intense competition from companies like Samsung, Google, and Microsoft.

Implementation

Consistent Investment in R&D

Apple consistently invests heavily in R&D to drive innovation and maintain its competitive edge. The company’s commitment to R&D ensures that it remains at the forefront of technological advancements and continues to develop cutting-edge products.

Launch of Innovative Products

Apple’s strategy of focusing on innovation is evident in its successful product launches. Iconic products like the iPhone, iPad, and MacBook have revolutionized their respective markets and set new industry standards.

• iPhone : Launched in 2007, the iPhone redefined the smartphone market with its intuitive interface, powerful performance, and seamless integration with Apple’s ecosystem.

• iPad : Introduced in 2010, the iPad created a new category of tablet devices, offering versatility and functionality for both personal and professional use.

• MacBook : The MacBook line has consistently evolved to offer high-performance laptops with sleek designs, catering to both casual users and professionals.

Strong Marketing Campaigns and Premium Pricing Strategy

Apple’s marketing campaigns are known for their creativity and effectiveness. The company’s premium pricing strategy reinforces its brand image as a provider of high-quality, innovative products.

• Marketing Campaigns : Apple’s marketing campaigns focus on the unique features and benefits of its products, creating a strong emotional connection with customers. The “Think Different” campaign and product launch events have been particularly impactful.

• Premium Pricing : Apple’s premium pricing strategy positions its products as luxury items, which enhances their perceived value and maintains high profit margins.

Expansion of Retail Stores Globally

To support its global strategy, Apple has expanded its retail presence worldwide. Apple Stores provide a premium shopping experience, showcasing the company’s products and offering personalized customer service.

• Retail Expansion : Apple’s retail stores are strategically located in high-traffic areas to maximize visibility and accessibility. The design and layout of Apple Stores reflect the company’s commitment to innovation and customer experience.

• Customer Experience : Apple Stores offer a unique customer experience, with knowledgeable staff, hands-on product demonstrations, and dedicated support services. This approach helps build brand loyalty and drives sales.

Key Concept: Product Innovation and Development

The most crucial concept in this case study is Apple’s focus on product innovation and development. This focus is fundamental to maintaining the company’s competitive edge and achieving its strategic objectives.

Objectives and Goals

Apple’s product innovation strategy aims to create groundbreaking products that enhance the user experience and set new industry standards.

• Technological Leadership : By investing in R&D, Apple seeks to maintain its position as a technological leader, continually pushing the boundaries of what is possible.

• User Experience : Apple’s focus on user experience ensures that its products are intuitive, reliable, and seamlessly integrated with the company’s ecosystem.

• Market Differentiation : Through innovative product design and features, Apple differentiates itself from competitors, attracting a loyal customer base and commanding premium prices.

Implementation and Monitoring

Implementing and monitoring Apple’s product innovation strategy involves coordinated efforts across the organization.

• R&D Investment : Apple allocates significant resources to R&D, with dedicated teams working on various aspects of product development, from hardware design to software engineering.

• Product Development Process : Apple’s product development process is highly collaborative, involving cross-functional teams that work closely together to bring new products to market. This process includes rigorous testing and quality assurance to ensure that products meet Apple’s high standards.

• Market Feedback : Apple gathers feedback from customers, market trends, and competitive analysis to inform its product development decisions. This feedback loop helps Apple refine its products and stay ahead of industry trends.

Continuous Improvement

Apple continuously seeks to improve its product innovation strategy based on emerging technologies, market feedback, and performance outcomes.

• Feedback Mechanisms : Regular feedback sessions, customer surveys, and market analysis provide valuable insights into the effectiveness of Apple’s products. This feedback helps refine product features and identify areas for improvement.

• Adaptation and Evolution : Apple remains adaptable, evolving its product innovation practices as the company grows and market conditions change. This flexibility allows Apple to maintain its agility and innovative edge in a dynamic industry.

Apple’s journey in maintaining its competitive edge through a focus on innovation and premium products offers valuable lessons for organizations seeking to enhance their strategic positioning. By aligning its vision and mission, conducting thorough market analysis, and using strategic analysis tools, Apple has successfully implemented a strategy that drives continuous innovation and market leadership. The company’s commitment to product development, strong marketing campaigns, and global retail expansion demonstrates that a strategic and cohesive approach can drive substantial positive change. This case study underscores the importance of a clear strategy and a commitment to innovation, illustrating that businesses can thrive by fostering a culture that embraces technological leadership, user experience, and market differentiation.

If you’re eager to expand your knowledge and enjoy a case-study-based approach, you might find the book series “ Management In Action ” interesting. Since I firmly believe that the pursuit of knowledge should never be limited by financial constraints, you can access all my content for free on my Substack account .

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• MGMT 310: Management Principles and Practices and MKTG 300: Marketing Principles and FIN 390: Principles of Finance

Special information

Effective August 1, 1998 to present

Learning outcomes

• To integrate your knowledge and skills obtained in prior business courses and other courses in your degree plan to utilize an interdisciplinary approach to problem analysis and solution.
• To develop your capacity to think strategically about a company, its business position, and how it can gain and maintain a competitive advantage.
• To learn from others and to increase your capacity to challenge others and jointly develop strategic objectives within a multi-faceted organization.
• To provide an opportunity to enhance both your cooperative learning and communication skills (both oral and written) via presentations, written cases, and group interdependences.
• To provide an understanding of strategic analysis, formulation, and implementation from the general manager's perspective.

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Home > Walden Dissertations and Doctoral Studies > Walden Dissertations and Doctoral Studies > 15715

Walden Dissertations and Doctoral Studies

An effective, robust, and strategic succession plan for a primary law enforcement agency in guyana, south america.

Nicola Denise Kendall , Walden University Follow

Date of Conferral

Date of award.

Doctor of Public Administration (D.P.A)

Public Policy and Administration

Dr. Raj Singh

The client organization, Guyana’s principal law enforcement agency, lacked a robust, effective, and strategic succession plan to fill vacancies for senior leadership and management. The current qualitative case study was to ascertain the appropriate strategies that could be employed for this organization, and by extension public organizations and law enforcement agencies, to have a robust, effective, and strategic succession plan. The conceptual framework was based on the succession planning model, which focused on key concepts such as strategy, knowledge management, talent management, organizational culture, leadership development, and management commitment. Data were collected from interviews, with 23 participants and a review of organizational documents. Findings from coding and thematic analysis indicated that an effective, robust, and strategic succession plan encompasses elements of strategy, knowledge management, talent management, organizational culture, leadership development, and management commitment, and was vital for public organizations and law enforcement agencies’ leadership and management continuity and success. The implications for positive social change include the promotion of succession planning as an organizational culture to replace promotion policy and replacement planning in the client organization.

Recommended Citation

Kendall, Nicola Denise, "An Effective, Robust, and Strategic Succession Plan for a Primary Law Enforcement Agency in Guyana, South America" (2024). Walden Dissertations and Doctoral Studies . 15715. https://scholarworks.waldenu.edu/dissertations/15715

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Green business process management in a Polish municipal waste treatment plant-regional case study

• REGIONAL CASE STUDY
• Open access
• Published: 10 July 2024

Cite this article

You have full access to this open access article

• Renata Brajer-Marczak   ORCID: orcid.org/0000-0003-3920-2016 1 ,
• Przemysław Seruga   ORCID: orcid.org/0000-0003-1210-1063 2 ,
• Małgorzata Agnieszka Jarossova   ORCID: orcid.org/0000-0003-2006-8339 3 &
• Małgorzata Krzywonos   ORCID: orcid.org/0000-0002-2947-0503 4  

Despite COVID-19, the world economy still contributes to the growth of production and consumption worldwide. Waste disposal, recycling management and energy generation are challenges for many companies in developing economies, including Poland. This article aims to assess the operation of a municipal waste treatment plant (MWTP) from the perspective of green business process management (BMP) solutions. The processes implemented in the MWTP were discussed, with specific consideration of the mechanical waste processing (sorting) process, including the reuse and recycling of materials, composting, energy production (anaerobic process), landfill storage and efficiency parameters of the sorting line. A sustainable waste management system was identified; the cost as well as social and environmental perspectives were analyzed. Also, strategic goals and key performance indicators were considered. The performed analysis included costs, environmental criteria and key environmental indicators. This paper has shown the successful implementation of green BPM, with potential cost and material savings results. The findings of this case study are expected to inspire other waste management companies to adopt green BPM. The presented case study might help raise awareness and promote the implementation of green BPM in municipal plants in Eastern and Southern Europe.

Avoid common mistakes on your manuscript.

Introduction

Today’s consumption-oriented society produces vast amounts of waste. The large volume of waste puts considerable pressure on the waste management sector. Moreover, waste management systems include many stakeholders and include socioeconomic, political, environmental and technological considerations [ 1 ]. It is assumed that waste should be treated as a resource and energy source [ 2 ]. The practical implementation and application of sustainable development principles in the waste management system require finding measures, criteria and indicators to evaluate the proposed solution and make measurements that will test its operation in a practical way.

According to Kaur et al. [ 3 ] ‘the long-term success of companies can only be ensured if they adjust their strategic and structural orientation to the changing environmental and technological scenario.

Natural environmental changes and limited access to resources in many industries and sectors require a well-planned reorganization of business processes. For about a decade, companies have been interested in adapting business process management (BPM) to sustainable development [ 4 ].

Sustainable development is now defined as development that meets the needs of the present without compromising the ability of future generations to meet their needs. It is a stable development, taking into account such processes of change in which the exploitation of resources, the main areas of investment, the direction of technological development and institutional changes remain in a harmonious relationship, allowing meeting current needs as well as needs and aspirations in the future [ 4 ]. As suggested by Smith et al. [ 5 ], companies interpret sustainability as “meeting the local community’s needs”. Sustainable development has four dimensions: society, the environment, culture and the economy, while these four dimensions are not separate but interdependent [ 6 ].

Today companies, while improving their business processes, focus mainly on economic criteria: time, costs, efficiency and flexibility [ 7 ]. Many recognize the needs related to the climate and natural environment while they try to base their business model on the values of the social dimension of their activities, responsibility for the natural environment and the orientation of their activities towards sustainable development. Researchers are increasingly advocating for extending the scope of conventional business process management [ 8 ] and the dimension of environmental sustainability [ 9 ]. In the case of solid waste management, sustainability is practically established and based on the 3Rs principle: reduce, reuse and recycle [ 10 ]. Although prevention and recycling are identified as the best strategies, landfill disposal will not be eliminated; it still plays an essential role because a complete zero-waste scenario is impossible [ 11 ]. As suggested by Amato et al. [ 11 ] it is worth emphasizing that wrong decisions might negatively affect the environmental, economic, and social spheres.

Due to the energy crisis, research on municipal solid waste as an energy source is increasingly popular, and the approach might change the potential direction of environmental and energy management [ 12 ]. However, waste management in Eastern/Central European countries focuses on low-cost solutions, and the most important obstacle is the lack of cooperation between different lawyers of multi-governance in waste management [ 13 ].

It is observed trend in combining sustainable development with corporate strategy and implementing it in business activities. However, the main challenge to implementing sustainability in the organization is the technical and organizational integration; mainly, this intensive dialogue across management levels depends on management control practices [ 14 ].

Therefore, the concept of green BPM appeared. In addition to the classic criteria for evaluating the efficiency of processes, it also considers environmental issues and promotes the balance between individual criteria. Green BPM can therefore be seen as the evolution of classic BPM toward environmental and social issues. Consequently, the modeling and implementation of processes were enriched with an environmental dimension. Although the authors define the term green BPM differently [ 15 ], there is agreement that this concept relates to supporting the sustainable improvement of business processes and increasing the importance of a new approach. It has been assumed that each business process has a particular impact on the natural environment; therefore, business process management (BPM) should also be oriented toward the environmental perspective. Managers are required to use methods, techniques and indicators for assessing the implementation of business processes [ 15 ], which are aimed at environmental protection, recycling, reducing resource consumption, reducing CO 2 emissions and reducing greenhouse gas emissions. An important issue in this approach is the care for the well-being of employees, which is in line with Corporate Social Responsibility (CSR), involving various stakeholders in the company. In order to ensure a compromise between the economic and environmental objectives under green BPM, it is proposed to extend the classic Key Performance Indicators (KPIs) with environmental indicators (KEIs, Key Environmental Indicators). It becomes crucial to define them concerning the organization’s strategic goals, identify and select methods for their measurement, obtain information about the impact of the processes being carried out on the environment and indicate the possibilities for improvement.

Couckuyt and van Looy [ 15 ] and Gohar and Indulska [ 16 ] indicated the need to use KEIs. Elkington [ 17 ] stated that organizations, to be successful in the long run, should focus on all three interdependent dimensions, i.e., economic, social and environmental. It is a relatively new approach to process management and an emerging research discipline [ 15 ]. There is little research on this subject, but efforts have been made to identify the key factors influencing the implementation of green BPM. The most frequently mentioned factors are the sector, organization size and market competition [ 15 , 18 , 19 , 20 , 21 ].

Levina [ 22 ] showed that green BPM is used to achieve resource efficiency, which is expected to lead to more sustainable company operations. It becomes more and more important if the adoption of a "green" strategy is supported by top management. Loepp and Betz [ 23 ] came to the same conclusion when investigating German companies. According to Bossle et al. [ 24 ] companies operating in sectors such as health, finance and insurance are likely to face more difficulties with implementing green BPM compared to sectors where environmental policy and the reduction of harmful emissions are inherent. Bossle et al. [ 24 ] results are consistent with those obtained by Couckuyt and van Looy [ 15 ]. Other researchers stated that organizations that operate in a less competitive market would have less incentive to adopt green BPM [ 25 , 26 ]. Additionally, smaller companies lacking organizational resources may be less interested in green BPM solutions [ 27 ]. According to Couckuyt and van Looy [ 15 ], future research in this area should focus more on case studies to supplement existing results.

Therefore, in this article, practical experiences related to implementing green Business Process Management in the Polish municipal waste treatment plant (MWTP), named ZGO will be considered a case study because, nowadays, avoiding and reducing waste is crucial. However, improving plant processing is also a current topic, confirmed by the growing requirements regarding the levels of recovery and recycling. In recent years, the issue of waste management has become a global problem. Waste disposal, recycling management and energy generation are challenges for many companies in developing economies, including Poland.

According to the World Bank report "What a Waste 2.0: A Global Snapshot of Solid Waste Management to 2050" [ 28 ], approximately 2 billion tons of solid waste is generated yearly. Experts predict that in 30 years, we can expect annual waste at 3.4 billion tons. Poland is one of the largest European Union countries in terms of population (4th place) and area (5th place) [ 29 ], which means that the waste problem is also regional. In Poland, the amount of collected municipal waste is increasing year by year [ 30 ]. Most came from households and amounted to 11.7 million tons, which is 85.5% of all waste generated [ 30 ]. The waste amount is inseparably linked to very high consumption.

Regarding waste generated per capita, Poland occupies a very high position in Europe. In 2021, out of 13.7 million tons of municipal waste, 5.4 million tons were collected selectively. Despite significant progress in the quality and quantity of selective collection, the result is far from satisfactory. According to the European Union law requirements, in 2025, 55% of municipal waste in Poland should be reused and recycled. However, in 2022, 26.9% of municipal waste was recycled, which is only 0.2 percentage points more than in 2021 [ 30 ].

The green BPM method is a relatively new approach to process management. It is more often described in the conceptual layer. There are relatively few examples of its use and there is still a lack of practical knowledge on this subject. It is also difficult to describe the use in waste treatment plants. The ZGO case study is the first example to be published when it comes to implementing the green BPM concept in a waste processing plant. The scarcity of the description of the use of this type of plant has been found. This research gap was why the authors referred to examples other than waste treatment plants. According to the authors, this is the value of this study, as well as its novelty and originality.

This article aims to evaluate the green BPM solutions in the functioning municipal waste treatment plant. The processes implemented in the MWTP were discussed, with the specific consideration of the process of mechanical waste processing (sorting), including the reuse and recycling of materials, energy consumption, landfilling and the efficiency parameters of the sorting line. Then a sustainable waste management system was identified, considering the cost as well as social and environmental perspectives. In this approach, strategic goals, KPIs and KEIs were considered.

The following research questions were formulated:

RQ 1: To what extent does the presented company consider green BPM’s aspects (social, economic and environmental) when implementing the processes?

RQ 2: What is the relationship between the economic efficiency of the processes implemented and the environmental efficiency?

RQ 3: What environmental performance indicators reflect the effects of improvement obtained?

RQ 4: What should be the company’s further improvement directions to minimize the negative environmental impact?

The rest of the article is divided into four sections: Sect. Background and definitions describes the relevant literature on green BMP. The methodology of research is described in Sect. Methodology . Section Results highlights the results and discussions. Finally, the article concludes in Sect. Discission , stating the present study’s impacts, limitations and future research directions.

Background and definitions

Based on the systematic review of the literature, Couckuyt and van Looy [ 15 ] stated that there is no uniformity in defining green BPM, a relatively new approach to process management. Green BPM can be seen as a general approach to management [ 31 ] that extends the existing BPM [ 8 ] and in which not only technical but also management aspects play an essential role.

Regarding green BPM to the classic project management methodology (BPM Project Framework), the authors referred consideration formulated by Jenston and Nelis [ 32 ]. It presupposes identifying, modeling, controlling, measuring and optimizing business processes; it considers the implemented strategy. As a result, the entire organization’s efficiency increases [ 32 ]. Organizations should take into account the demonstrated aspects in the implementation of process management in the following areas: social, economic and environmental, which include: leadership and appropriate process competencies, favorable organizational culture; appropriate law and order, which means governance, using a design approach and appropriate technological solutions.

One of the first articles on this subject was published in 2009 in the Australasian Journal of Information Systems [ 33 ]. Therefore, there are still attempts to define green BPM. It is combined with IT solutions to minimize the company’s negative impact on the natural environment [ 16 , 34 ]. However, it is not only about introducing technological changes but also about reconfiguring processes and considering the expectations of many stakeholders [ 15 ]. In this approach, green BPM is defined as the sum of all management activities supported by IT systems that help to monitor and reduce the negative impact of business processes on the natural environment; at the stage of design, improvement, implementation or operation, as well as leading to cultural changes of process contractors [ 34 ]. The concept focuses mainly on changes in the implementation of processes that go beyond IT and relate to reducing the negative impact on the environment, using fewer resources, reducing CO 2 and greenhouse gas emissions, as well as caring for the well-being of employees and other interested parties. Not only technical aspects but also management and those related to organizational culture play an essential role here. It requires an integrated approach and the introduction of significant changes of different natures.

The implementation of the company’s business processes plays a vital role in contributing to the carbon footprint that the organization leaves in the environment [ 35 ]. Today, the challenge is the implementation of processes that reconcile the conflict between human activity as well as the natural and social environment. Therefore, BPM is environmentally sustainable and focuses on understanding and improving the company’s business processes [ 36 ]. In green BPM, more attention is paid to the environmental effects of business processes [ 9 ] and their optimization considering the ecological dimension and striving to support environmental goals [ 8 ].

According to Seidel et al. [ 9 ], companies’ sustainable development can be perceived as a goal of action and a tool for managing changes within the implemented business processes. It concerns understanding, documenting, modeling, analysis, simulation, implementing and introducing continuous changes in business processes, with particular emphasis on the environmental consequences of process implementation. Murugesan [ 37 ] proposes a comprehensive approach that follows four complementary pathways: use of green resources, green disposal, green design, and green production. In practice, it covers environmental sustainability projects and strategies, including data center design and location; energy-efficient processing, such as energy management and virtualization; responsible and regulatory-compliant disposal, recycling, and pollution prevention practices; and the use of green metrics, assessment tools, and methodologies like the ISO 14001 standard for efficient practice. However, Sohns et al. [ 41 ] indicated that while many organizations have put considerable effort into reducing the environmental impact of their business processes, the operational aspects of green BPM are poorly developed. The dominant barriers are limited availability of time, lack of resources, expertise, and knowledge, high implementation costs, and bureaucracy, and resource consumption and emissions are measured, monitored, and utilized by only a limited number of SMEs.

Bocken et al. [ 38 ] define green BPM as “a sustainable business model of innovations with a significant positive environmental impact.” In turn, Maciel [ 39 ] describes green BPM as the result of combining the concept of sustainable development and BPM. Therefore, it defines them as BPM that generates business value with minimal impact on the environment and therefore does not violate the availability of environmental resources for future generations [ 40 ]. Hernández-González et al. [ 40 ] stated that implementing the green BPM concept is usually associated with achieving two goals: reducing the negative impact on the natural environment and introducing cultural changes that promote specific values and attitudes among members of the organization.

Couckuyt and Van Looy [ 15 ] extensively reviewed the definition of green BPM concerning information systems and sustainable BPM. The same authors also propose their definition of green BPM and stated that it “extends the optimization of cost, quality, time, and flexibility of business processes with an environmental sustainability dimension.” Green BPM is concerned with modeling, implementing, optimizing and managing business processes with particular attention to their environmental implications while not overlooking organizational capabilities such as culture and structure.

Assuming that every business process has an environmental impact to some extent and can be considered in terms of energy consumption, water use of other resources, greenhouse gas emissions, carbon footprint and waste production, etc., a new approach to business process management has been proposed. As a result, while improving processes, such solutions are implemented, which, on the one hand, will contribute to economic success, but on the other hand, will take into account the ecological and social aspects, balancing the perspective of economic efficiency and environmental considerations. The environmental friendliness of a business process is the degree in which the process is carried out in terms of environmental impact, energy consumption, use of resources and/or recycled, the allocation of the required amount of resources and their use, greenhouse gas emissions and waste production and destination. Transitioning to green BPM and institutionalizing it in the long term requires a set of specific management mechanisms and the definition of new roles, duties, competence and responsibility. It can be introduced following the plan-do-check-act cycle in connection with management activities and cultural changes promoting specific values, thinking, and attitudes among process managers and contractors.”

Wrong choices can negatively affect the environmental, economic, and social spheres [ 11 ]. Sohns et al. [ 41 ] identified barriers that hinder the implementation of green BPM in SMEs, the main ones being limited time availability, lack of resources, knowledge and experience, high implementation costs and bureaucracy. In the case of ZGO, implementation was forced by external factors such as changes in law regulations, as well as knowledge and experience.

As pointed by Shibamoto [ 42 ], companies are focused on managing day-to-day cash flow and less long-term profits or solving social problems. ZGO is a not-for-profit organization that should serve the local community.

Taking into account the critical success factors of BPM, such as strategic management, applied methods, information technology, people and organizational culture [ 39 ], the critical capabilities required in green BPM can be identified. They can help design improvements in business processes from the perspective of reducing the negative impact on the natural environment.

In order to ensure a compromise between economic and environmental objectives, green BPM proposes to extend the classic KPIs with ecological indicators (KEI). It becomes crucial to define them concerning the strategic goals of the organization, identification and selection of methods of their measurement, obtain information about the impact of the processes being carried out on the environment and society as well as indicate the possibilities for improvement.

The key capabilities required in green BPM can be indicated. They can help design improvements in business processes from the perspective of reducing the negative impact on the natural environment. Various researchers point out the need to use KEI [ 8 , 15 , 16 , 33 ]. The priority here is to define new strategic goals for the company, adjust new indicators and plan new measurement methods and aggregation of KPI and KEI.

Table 1 presents the perspective of BPM elements from the green BPM. They can help design improvements in business processes from the perspective of reducing the negative impact on the natural environment.

Methodology

This study employs a case-based research methodology [ 43 , 44 , 45 ]. One of the main advantages of case studies over other methods is collecting evidence from multiple sources (triangulation) [ 46 ]. Most remarkable characteristics of case studies is that they study phenomena in their natural environment in the real environment [ 43 ]. Due to case studies, both complex and rich, detailed social processes can be studied from a holistic perspective [ 47 ].

To understand the researched phenomenon as well as possible, which currently exhibits dynamics different from the conditions mentioned above and is very up-to-date, the article adopts the method of a single case study. The main research intention was to recognize the current phenomenon in real conditions at an early stage of knowledge in a given research area [ 48 ]. The pragmatic criterion of data availability dictated the purposeful selection of the case. The criterion related to ensuring data reliability, the possibility of conducting research in the enterprise with data triangulation and maintaining scientific independence were considered. Following the statement that a process implemented by an enterprise can be a research object [ 49 ], attention was paid to improving processes following the green BPI approach. The study was intended to describe a specific situation and the mode of action and to identify key, distinctive problems that a given case highlights [ 48 ]. The study was descriptive. The "gaps and holes" approach was adopted, in which theory is the starting point for research design [ 50 ]. According to Yin [ 48 ] the adopted framework determined by theory defines the research question, the direction of the data search and the analysis method. It is worth emphasizing that variables and the research question "how and why" can be modified during the work. According to Ridder [ 50 ], gaps and holes were revealed and after identification within the existing theory, are "filled" with empirical data. This approach can be used both to develop the theory and test it. Theory development refers to phenomena that are already partially described and understood.

The source of information was semi-structured interviews with senior executives and other board members from the company’s management, based on open-ended leading questions and documents about the company. Interviews with respondents lasted about 60 min and included detailed notes. The interviews took place from December 2021 to May 2022 and concerned all areas of activity of the analyzed company. The interview began with collecting data about each of the respondents, i.e., their position, length of service in a given organization, how many years they have been working in a given position and their responsibilities.

Respondents were asked to present the audited entity’s characteristics to obtain basic information such as the subject of activity, the scope of activity, legal and organizational form, time of operation on the market, source of capital, number of employees and applied management concepts and methods. Respondents shared their organization’s experience in business process improvement (scope of business process improvement, implementation/ participation in process improvement projects). They were also asked about the implementation of business process improvement. In this case, the emphasis was placed on the premises for improving business processes (environmental, economic and social); methods used to improve business processes (what technological changes); planning activities to improve business processes (such as projects, investments, optimization, modernization); selection of processes for improvement (RDF, composting, digestion and which processes are most important and why). Questions were asked about the implementation of business process improvement (decision on the project initiation and realization; source of the finance for the projects, feasibility study, a study on conditionality) and then about the assessment of the benefits obtained from the point of view of the three pillars: environmental, economic and social. The study considered the perspective of one selected company. Finally, the respondents were asked to identify problems that hinder the improvement of processes (e.g., still large amounts of waste sent to the landfill, the exhausting capacity of the environment, energy purchase costs, RDF fees, increase in environmental fees, low effectiveness of educational activities, low social awareness in sorting). Respondents were also asked to list the factors that favor and hinder the improvement of business processes. Ten people from different levels of company management (top, middle and lower) were interviewed. The top management was represented by the Plant Director, who provided general information on the projects underway and the company’s ownership structure. The Mechanical Waste Processing Department manager and his deputy represented the middle management level, who provided data on the sorting plant and the RDF line. The landfill manager was also part of this group. Information on the electricity balance and historical data, i.e., before 2015, was obtained from him. The Head of the Biological Waste Processing Department provided information on the functioning of the fermentation department and composting plant, including electricity production since 2015. The Sales Manager was also interviewed, which provided data on the sale of raw materials. The lower level was represented by the Sorting Foremen (2 persons) (information on the Sorting Cabinet and the RDF line); records and reporting specialists (2 persons) (amounts of accepted and processed waste).

In addition, data from the company’s internal reports, electricity invoices, project implementation reports, data on waste data records, as well as sales statements were analyzed.

The questions asked provided information on:

the amount of waste generated in the region where the company is found,

projects (activities) aimed at expanding the company’s existing infrastructure and introducing new innovative technologies to better manage the current waste in the period from 2000 to 2022,

implementation of new technology in the company enabling the management of new waste (expansion of the enterprise’s activity),

defining the company’s strategic goals on the environment, economic and social aspects,

defining indicators related to the environment, economic and social aspects that help achieve the strategic goals of the company related to functioning as a green BMP,

establishing KPIs and methods of measuring them to verify the achievement of the planned goals,

comparison of the values of indicators (environmental, economic, social) before the introduction of improvements in the described enterprise, also after the implementation of the first, second and third projects,

The purpose and legitimacy of conducting the information and educational campaign as part of the project.

Consequently, retroactive data were collected in real-time to ensure the validity of external and internal data [ 51 ]. However, the information about the number of sorting personnel, the layouts of the processing lines, the composition of MSW and recyclable materials, the specifications of the equipment, the process mass balance and financial details, e.g. maintenance costs, income, revenue, etc. were classified as internal/confidential data, thus it could not be presented in the study.

The respondents explained uncompleted questions via email and telephone. Case studies are rich empirical descriptions of specific phenomena based on various data sources [ 52 ]. To gain additional insights and improve the accuracy of the conclusions, the authors analyzed the company website and reports on the completed projects.

The presented municipal waste treatment plant, ZGO, is in Lower Silesia (NUTS2), Poland.

The owner of the MWPT is the local government (NUT5 region), co-owners are three partners: 1. Ecological Association of Municipal Waste Management "EKOGOK"; 2) Ślęza-Oława Inter-Commune Association, 3) Jelcz-Laskowice [ 53 ]. It serves approximately 260,000 inhabitants from 17 communes (NUTS5): cities: Oława, Brzeg; communes: Oława, Lubsza, Skarbimierz, Żórawina, Domaniów, Czernica, Cieplowody, Przeworno, Borów; urban–rural communes (Jelcz-Laskowice, Siechnice; Bierutów, Strzelin, Wiązów, Ziębice) [ 54 ].

It is not a commercial entity, a not-for-profit organization, meaning it does not earn profit for its owners. The owners care about keeping the price as low as possible for residents, and all money earned through pursuing business activities or donations goes back into running the organization and only covers operating costs.

ZGO has all the necessary decisions and permits to operate [ 55 ]. The level of decision-making in communes was delegated from the central to the local government. That means that decisions in the entity are made on local levels by local government.

The main responsibilities of ZGO is the management of waste other than hazardous and inert, production of electricity and heat from biodegradable waste, waste sorting (selective collection and municipal waste), recovery of bulky waste, transfer of separated waste for recovery and recycling, neutralization of waste by depositing it in a landfill, sale of secondary raw materials: paper (newspaper mix); cardboard; plastic packaging (PET) by color: colorless, blue, green, mix; household chemicals; mixed foil; mixed glass packaging; aluminum can; steel can; combustible waste (RDF alternative fuel); batteries [ 53 ].

Regulations for the provision of waste acceptance and management services are clearly defined [ 55 ]: the service price lists [ 56 ], general conditions of sale of raw materials [ 57 ].

In 2020, Lower Silesia region has the highest indicator of the amount of municipal waste generated per capita in Poland (400 kg/capita with the national average being 342 kg/capita) [ 30 ]. MWTP has been operating since 1999. It serves a region inhabited by more than 250 thousand people, although it should be emphasized, that there is currently no regionalization of waste management in Poland.

The enterprise operates following the applicable provisions of Polish law, including the Act of Waste (14.12.2012), on waste and the relevant ordinances of the Minister of Climate and Environment (formerly the Minister of Environment), European Union directives, assumptions of the National Waste Management Plan, and Provincial Management Plan Waste. However, the latter is planning, not decision-making, for implementation process changes. They specify the necessary infrastructure for municipal waste and the processing capacity to prevent and manage this waste, ensuring the achievement of the objectives set out in the regulations.

From the beginning, the company has been consistently developing the waste treatment process and systematically introducing improvements to the processes.

During 2000–2002, the plant was expanded, a waste sorting line was launched and a composting facility was made available. Behind that decision were law regulations changes [Environmental Protection Law; (OJ L, 62, item 627, 20.06.2001); Act on Waste (OJ L, 62, Item 628, 27.04.2001]..

In 2008 Directive 2008/98/EC on waste and repealing certain Directives (OJ L 312, 22.11.2008, pp. 3–30) and the company needed to adjust to this regulation. In December 2008, the Ślęza-Oława Inter-Commune Association (owner then) commissioned the development of full documentation for extension and modernization. In June 2009, the General Meeting of Shareholders of the Company decided to accept the extension and modernization for implementation. Waste management system Ślęza – Oława”, co-financed from the Cohesion Fund under the Operational Program Infrastructure and Environment and by the National Fund for Environmental Protection and Water Management, project value was PLN 129,598,908 (gross). The value of the co-financing was PLN 61,707,457 [ 58 ].

The planned investment included: an installation for processing biological waste in fermentation and oxygen stabilization, a modern sorting line and an alternative fuel production line (refuse-derived fuel, RDF). In 2009 ZGO was the first plant in Poland that used two optopneumatic separators to sort plastic and paper waste. In the second half of 2011, the General Meeting of Shareholders of the Company decided to carry out construction and installation works for individual installations as part of the expansion of the mechanical and biological parts of the plant.

In June 2012, the Lower Silesian Voivodeship authorities adopted a resolution on the implementation of the Voivodeship Waste Management Plan [ 58 ], in which the ZGO installation was recognized as the Regional Municipal Waste Processing Installation for the eastern region of the Voivodeship Waste Management Plan for the Lower Silesian Voivodship, inhabited by over 250,000 residents.

Later on, still changes in law requirements appeared. For example, the Waste Act has been amended and the Ordinance of the Minister for the Environment of 29th December 2016 on the detailed method of selective collection of selected waste fractions has been implemented. This regulation was the reason for further expansion of the entity.

As a consequence, in 2017–2019, the company implemented a project co-financed by the EU funds called "Optimizing processes and adjusting the plant to operate in a circular economy." under Priority Axis No. 4 "Environment and resources" Measure No. 4.1 "Waste management" of the Regional Operational Program for the Lower Silesian Voivodeship 2014–2020 Project value was PLN 25,667,214.09 (gross). Co-financing value amounted to PLN 16,978,839.38 [ 59 ].

The National Fund for Environmental Protection and Water Management [ 60 ], was responsible for both projects implementation and monitoring (the national level of governance).

As part of the project, modern equipment was purchased for the sorting process and a refuse-derived fuel – RDF production line with fuel-drying equipment was equipped with new machines. The construction of a bulk waste warehouse with a recovery segment and a warehouse for waste recovery and selectively collected waste was also started. A line was launched for the thorough cleaning of selectively collected biowaste. An information and educational campaign were also carried out, addressed to residents of the municipalities from which the waste processed by the MWTP originates. The MWTP’s expansion aimed to adjust the waste treatment process to changes in the waste morphology and introduce a large-scale separate collection system.

Considering Commission Implementing Decision (EU) 2018/1147 (10.08.2018) establishing best available techniques (BAT) conclusions for waste treatment, under Directive 2010/75/EU of the European Parliament and of the Council (OJ L, 208/38); in 2020, an EU project called “Implementation of new waste treatment and recovery processes to increase the levels of recycling” meets the environment’s needs, such as the need to combat climate change and adapt to the best available techniques (BAT) conclusions. Plant development project POIS.02.02.00–00-0036/18–00 under Measure 2.2 Municipal waste management priority axis II Environmental protection, including adaptation to climate change of the Operational Program Infrastructure and Environment 2014–2020. The total cost of the Project PLN 85,070,928.13 gross, co-financing value of PLN 47,243,141.42 [ 61 ].

The project involved the modernization and expansion of the installations and facilities on the enterprise’s premises. It is expected that as a result of the project, the amount of landfilled municipal waste should be reduced, and the amount of waste processed and recycled is to increase.

As a result, a complex mechanical and biological waste treatment plant was established, for which a schematic diagram of the management of unsorted (mixed) municipal solid waste (MSW) is presented in Fig.  1 .

Schematic diagram of mixed municipal waste management in the analyzed plant

It was also assumed that project implementation would improve the natural environment condition in the region and beyond, mainly through:

Increasing the recovery and recycling of waste,

Production of compost from biodegradable waste, which should reduce the use of artificial fertilizers,

Reducing the use of natural energy resources through the production of electricity and heat from biogas,

Increasing awareness of the local society through educational campaigns and activities to prevent waste generation.

An essential element of this project was to conduct educational and information workshops in educational institutions and prepare a waste management guide. The implementation of the project goals defined in this way relates to all installations used in the enterprise for waste processing. In connection with all of the above, it was planned, among other things, the expansion of the sorting plant with a second reception hall and a sorting line for collected source waste.

Before process investment (Fig.  1 ) in 1999, when the whole amount of municipal solid waste collected by ZGO after manually sorting valuable raw materials was sent to a landfill.

In the next stage of Green BPM improvement (Goal 1, Fig.  1 ), a sorting facility with two optopneumatic separators was introduced into the process, which allowed for higher recovery of valuable materials (from 2 to 5%) and a caloric fraction (5%). However, most of the waste was still sent to the landfill. Compost and the rest fraction were more than 75% of the treated waste.

The MWTP was expanded to process more efficiently with the introduction of waste collection at the source (Goal 2). This process improvement caused the reduction of the landfilled waste amount. The process development included (1) increasing the number of optopneumatic separators to five; (2) building an RDF production hall and (3) an anaerobic digestion facility (dry, continuous digestion in thermophilic conditions with yearly capacity 32,000 Mg). This improvement aimed to obtain the level of landfilled rest fraction after waste sorting to be no more than 35% (Goal 2). As a result, OFMSW and rest fraction amount decreased and caloric fraction increased to 10%. However, the process still needed to be improved because of the amount of landfilled waste.

Produced RDF was characterized by its low quality because of its very high water content. The low quality of RDF fuel caused problems with selling it; the selling price was too low compared to the production costs. This poor quality was the reason behind the business operator’s decision to purchase the drying RDF. Introducing the drying process of RDF also reduced the waste volume sent to the landfill (e.g., sorting ballast or bulky waste) by using them as components for RDF.

During the most recent expansion of the plant (Target, Fig.  1 ), a sixth optopneumatic separator for separating PET bottles into colors was installed and a ballast sorting line was constructed and introduced into the process to reduce the amount of landfilled rest fraction to less than 27% together with caloric fraction increase to 15%.

It can be seen that the sorting effect of the sorting line is not easily improved. However, it was observed that the total and processing capacity had been improved (Fig.  1 ). Also, when we assume that the efficiency of the sorting line is the amount of the recovered secondary raw materials which was sold,and it is increasing (Table  2 ). What is more, comparing data on the volume of sold raw materials before (2011) and after (2020) process improvement, it was more than 220%.

Changing the sorting method by residents (at source) was forced by law regulations (Regulation of the Minister of the Environment, 29.12.2016 on the precise method of selective collection of selected waste fractions (OJL of 2016, item 19), in which it was indicated. that municipal waste is subject to separate collection and that it is collected separately: glass. paper. metals. plastics and biodegradable waste. with particular emphasis on bio-waste. Its last update took place in May 2021: Regulation of the Minister of Climate and Environment (10.05.2021) on the method of selective collection of selected waste fractions (OJ L 2021, item 906), which provides for the selective collection of fractions: paper, glass, metals, plastics, multi-material packaging (these three can be collected together) and biowaste.

The regulations mentioned above caused the introduceda separate waste collection system. For example, "door-to-door" in the case of rural and single-family housing and assuming disposal in various standard bins regarding multi-family housing is bringing the expected results. It should also be noted that ZGO organized informative campaigns about separate waste collection, with each development addressed mainly to children and adolescents.

Process improvement of effected on electricity consumption and production and recovered secondary raw materials during process development in ZGO is presented in Table  2 . In terms of energy, it has been observed that process improvement needs more energy (an increase of 364.21% when comparing 2011 versus 2020). The increased demand for energy was related to new equipment and facilities in the whole treatment process, e.g., the number of conveyors increased from about 10 to about 100 in this time; furthermore, the RDF production line and RDF drying line which require much energy were installed. On the other side, introducing anaerobic digestion into the process and better separating the waste biodegraded generated more energy and less was purchased. Additionally, there was a decrease in the maximum adsorbed power during the analyzed period.

Furthermore, the introduction of the RDF drying process allowed for improved fuel quality and enhanced cooperation conditions with the cement plant. The parameters of wet and dried RDF were presented in Table  3 .

Considering changes in electricity consumption it can be assumed that the company development was mainly possible thanks to the AD facility and its own electricity and heat generation. In addition, the last analyzed development was also aimed at increasing the biogas yield by introducing biowaste (from approx. 105m 3 to 111 m 3 per ton) and its losses reduction (e.g., additional biogas storage tank).

In order to present the activities undertaken by the analyzed company, it should be looked at from the economic, environmental and social perspectives (Table  4 ). We rely on the model proposed by Zaman [ 62 ].

The MWTP focus on environmental aspects and implementing the described projects caused specific effects. Their interpretation is based on the adopted strategic goals, KPIs and measurement methods presented in Table  4 . The goals achieved are compared to the base value before the investment process. It can be seen that the strategic goal, which was to improve the technological process by increasing investments in waste processing technologies, was achieved to the highest degree. There is a significant improvement in the recycled materials used and a visible increase in revenues related to the dimensions of sustainable development.

Furthermore, a 50% reduction in CO 2 produced was reached compared to the baseline value, which entailed an improvement in the use of renewable sources. However, the low return on investment is due to the local government ownership of the waste management plant, which is not-profit-oriented and only covers operating costs. Social goals, such as establishing relationships with stakeholders, increasing employee satisfaction and introducing social marketing policy, are also partially or not entirely achieved. Obtained values of social indicators mean that the social area should be focused on managing in MWTP. Social indicators might also be an interesting area for future research in other case studies.

The article assessed the operation of a municipal waste treatment plant (MWTP) from the perspective of green business process management (Green BMP) solutions. It discusses the processes implemented at the MWTP, with particular emphasis on the process of mechanical processing (sorting) of waste, including the reuse and recycling of materials, composting, and energy production via anaerobic digestion, landfill storage, and efficiency parameters of the sorting line.

As for research question RQ1, it was observed that in the analyzed municipal waste treatment plant, the share of renewable energy grew with each completed investment project. Before the anaerobic digestion facility construction, all electricity was purchased, which in Poland is practically from burning coal. The biogas recovery in CHP units allowed MWTP to produce a significant part of electricity demand through renewable sources (Tab. 2 ). The waste management improvement and resource recovery have fostered technological developments.

The introduced changes resulted mainly from the changing external conditions of MWTP’s operation, such as changes in legal regulations, development of technology, and increased public awareness of climate change. The literature recognizes the relationship between many external factors and waste management development [ 63 ]. These factors include waste legislation and infrastructure (e.g., landfill taxes, local duty rates, waste management efficiency, and strict waste policies). However, it should be noted that the efficient operation of waste management systems requires enormous investment and labor. Therefore, when designing waste disposal technology, economic benefits are most often put in the first place [ 62 ], which can be considered an obstacle to Green BPM.

Sohns et al. [ 41 ] identified barriers that hinder the implementation of Green BPM in SMEs, i.e., limited time availability, lack of resources, knowledge and experience, high implementation costs, and bureaucracy. In the case of ZGO, implementation was forced by external factors such as changes in law regulations, as well as knowledge and experience.

As pointed out by Shibamoto [ 42 ], companies are focused on managing day-to-day cash flow and less long-term profits or solving social problems. ZGO is a not-for-profit organization that should serve the local community.

As for the research question RQ2, the processes implemented at the MWTP were analyzed, with particular emphasis on the process of mechanical processing (sorting) of waste, including the reuse and recycling of materials, composting, incineration and energy production, landfill storage and efficiency parameters of the sorting line. An attempt was made to assess the waste management system’s sustainable dimension, considering the costs incurred, the results obtained, and the social and environmental perspectives. It corresponds to the statement that a comprehensive view of business is impossible without omitting social and environmental aspects, and emphasizing only the economic aspect does not reflect the diversity of processes in the company.

The results show the relationship between the economic efficiency of the implemented processes and environmental efficiency. Before the construction of the biogas plant, all electricity, which in Poland comes from burning coal, was purchased. The structure of the biogas facility allowed to cover the demand for electricity from renewable sources. Generating own electricity and heat resulted in savings. At the same time, sorting line development affected an increment in the volume of raw materials and the company’s revenue.

Regarding research question RQ3, the analysis included costs, environmental criteria, and key environmental indicators. It has been noticed that despite progressing development and investment in MWTP, some indicators are not monitored, especially social factors. It is worth mentioning that factors such as population, amount of waste generated, human behavior, local waste management practices and urbanization are crucial to designing waste management systems [ 62 ]. It can be said that the higher the ecological awareness of the society, the more pro-ecological activities can be expected from people and institutions generating waste. Undoubtedly, regulations enforcing specific waste segregation methods and implementing business processes by waste disposal plants may play a primary role in this regard. The need to consider environmental indicators in the decision-making system of companies dealing with waste management and implementing green processes seems indisputable. Elements of environmental management should be included in all stages of business process management, such as planning, measurement and improvement. These are indicators relating to process inputs (e.g., rational use of raw materials, materials, energy) and those relating to outputs (reduction of waste and emissions) while maximizing the reuse of waste [ 64 ]. At the same time, it can be noted that there is still very little analytical data available on the interdependence of social, economic and environmental requirements for waste management systems [ 62 ]. In the analyzed MWTP, indicators verifying progress in this area could be used to a greater extent: the degree of energy recovery, recycling and reuse of materials, implementation of policies similar to reducing the emission of harmful substances or landscape design, including tree planting. These indicators should help measure progress toward sustainable development and show environmental, social and economic impacts.

Introducing indicators other than financial ones is not easy to implement. Rajnoha et al. [ 65 ] conducted a sample analysis of all relevant sectors (164 companies). They showed that only traditional financial indicators influence the overall results. While the use of the balanced scorecard method was envisaged, the system initially focused solely on economic indicators based on accounting data from previous years. While enterprises do not operate in a closed system of relationships but in a dynamically changing environment, it is necessary to look at the functioning of business differently and consider its nature. Attention was paid to non-financial indicators and more complex systems supporting business results, emphasizing the strategy and business goals (concerning technological innovation, environment, social aspects, and IT). However, some limitations remain, especially in combining economic, environmental and social outcomes.

Regarding research question RQ4, it should be emphasized that waste disposal, recycling management and energy generation are challenges for many companies in developing economies, including Poland. Despite the perceived depletion of natural resources, the decline in biodiversity and observed climate change, the global economy continues to contribute to increased production and consumption worldwide. In this situation, economic, social and environmental factors significantly impact the development of waste management [ 62 ]. Waste management is a complex system with different impact aspects, and its functions are also dynamic and interdependent. Recovery of resources from waste is one of the primary goals of waste management systems in developed countries. The development of the presented MWTP should also go in this direction. Many companies today focus on waste-to-energy technology, but for Eastern/Central European countries, the priority is low-cost options. However, advanced waste management systems are associated with various environmental and socio-economic problems. Due to the development of awareness about environmental pollution and the various consequences of climate change, a sustainable waste management system is required, which is relatively difficult to achieve.

To further enhance its environmental impact, the MWTP could consider expanding the waste-to-energy technology to increase the efficiency of energy generation from waste, thereby reducing reliance on fossil fuels and lowering greenhouse gas emissions. Implementing advanced composting methods can improve the quality and efficiency of compost production, enhancing soil health and reducing the need for chemical fertilizers. Increasing the recovery of valuable materials from waste, such as metals and plastics, through improved sorting and recycling technologies can reduce the extraction of raw materials and promote a circular economy. Adopting and rigorously applying ISO 14001 standards for environmental management can systematically mitigate environmental impacts, ensure regulatory compliance, and improve overall sustainability practices. Enhancing community outreach programs to educate the public on waste reduction, recycling, and the benefits of composting can lead to better waste segregation at the source and higher-quality recyclable materials. Establishing a robust system for monitoring and reporting environmental performance, including regular assessments of energy use, emissions, and resource recovery rates, can inform continuous improvement efforts.

By focusing on these areas, the MWTP can further its commitment to green BPM, resulting in positive environmental changes such as reduced emissions, improved resource efficiency, and increased community engagement in sustainable waste management practices. These targeted improvements will help the MWTP meet regulatory requirements and contribute significantly to the broader goals of environmental sustainability and climate change mitigation.

Future improvement directions should include educating households about the importance of reducing waste, increasing recycling rates, and composting. Public education that raises ecological awareness directly impacts the minimization of MWTP’s negative environmental effects. Research conducted by SEC [ 66 ] indicates that in 2022, Poland saw a significant increase in public awareness related to the value of sustainable development (ESG), but it still remains significantly below the global average. A well-planned advertising campaign can also play a significant role, as its message can influence the attitudes and behaviors of the local community regarding waste generation and segregation methods. The potential of social marketing to shape desired social behaviors is very large. Research shows [ 67 ] that the high awareness of the importance of separating waste could further be strengthened through the tools of social marketing as a factor for social change. Changing people’s attitudes, mindset, and behaviors is the way to positively impact the environment, Changing people’s attitudes, mindset, and behaviors is crucial to positively impact the environment [ 68 ]. This applies not only to promoting individual environmentally-friendly lifestyles, but also in the context of building support for systemic changes so that each entity (e.g., at the individual and business level) behaves in accordance with ecological values [ 69 ].

The development of green BPM can take place in stages. Such transformation should be planned and structured, considering the needs of various stakeholders, including the local community. The change towards green BPM requires that all process improvement initiatives align with the organization’s strategic goals, considering the process architecture and the operational plane (implementation of changes). There is a close relationship between process architecture, process management across the organization, redesigning business processes in a "green" direction and adapting technological changes. Sustainable development issues usually involve a combination of three pillars: economic, social and environmental [ 70 ]; the decision-making approach should consider and integrate all three. These aspects may lack relevant data, have multiple (sometimes controversial) goals, or have different stakeholders responsible and interested in achieving those goals. It is also difficult to talk about the advantage of one group over the other.

The approach to gain empirical insights into how Green BPM is implemented at different maturity levels in manufacturing SMEs was applied. The business sustainability practices of waste management in Eastern/Central European countries focus on low-cost options. There are vast discrepancies in waste management performance across different regions.

Different factors influence whether companies integrate economic, social and environmental indicators into their performance management system. Larger companies and companies in environmentally low-impact industries generally integrated more sustainability indicators into their performance management systems, especially if sustainability managers considered them important to performance. Large companies and companies from environmentally high-impact industries integrated social, but generally not environmental indicators into their performance management systems. Conspicuously, whether or not an indicator was included in corporate sustainability reports did not influence its integration into a company’s performance management system. The results thus highlight the lack of synergy between external corporate sustainability reports and internal sustainability performance management, which organizations need to address to become more sustainable.

Furthermore, it is imperative to acknowledge the limitations within the research, which can impact the extent to which these findings can be generalized. The study primarily shows the perspective of a single selected company, which naturally restricts the broader implications of the introduced changes across the entire network of connections. An intriguing avenue for future research lies in exploring the comprehensive effects of these alterations, including a thorough assessment of the CO 2 emissions associated with utilizing the produced RDF throughout various sectors. Regrettably, due to the case study design, it was confined to the examination of a solitary company. As a result, the authors could not provide information regarding the specific CO 2 emissions resulting from using RDF as a fuel in cement plants.

Moreover, the study encountered constraints stemming from the unavailability of specific data. The company deemed some data confidential and proprietary, precluding their inclusion in this research. These classified data were, therefore, omitted from the study, limiting our ability to present a complete and comprehensive analysis.

Conclusions

The MWTP’s performance has been monitored for 12 years while the financial and environmental impact of the implementation of green BPM has been studied. This paper has shown a successful implementation of BPM, with promising results when it comes to costs and material savings. The study also shows how implementing green BPM makes the municipal waste treatment company environmentally aware and economically feasible. These results must be interpreted cautiously because this case study deals only with the Polish municipal waste treatment plant. The authors are aware that their case study is limited and may not represent Polish waste treatment plants and that the conclusions may not be transferable to other settings due to the difficulty of replicating the results. The case study’s findings are expected to inspire other waste treatment plants to adopt green BPM. Perhaps the following case study will help raise awareness and promote the implementation of green BPM in municipal plants in Eastern and Southern Europe. Future research is needed to confirm statements among other companies to get more representative results. It is extremely important to verify the implementation of green BPM because of a lack of practical knowledge on this subject. Our research fulfills the gap in practical studies in implementing green BPM. Various factors drive the trends in the development of waste treatment technology. Their identification is essential to understanding and planning the design of a new system in the waste management sector. However, the development of waste technology also involves other issues, such as changing personal and social viewpoints. Therefore, the MWTP still needs to develop the green BPM approach; it still does not implement such strategic goals as increasing social awareness, the impact of human behavior, local management practices and the introduction of social marketing. To further minimize its negative environmental impact, the MWTP should consider several specific directions for improvement. First, expanding waste-to-energy technology can increase the efficiency of energy generation from waste. Second, implementing advanced composting techniques can enhance the quality and efficiency of compost production. Third, increasing the recovery of valuable materials from waste through improved sorting and recycling technologies can foster a circular economy. Adopting ISO 14001 standards can reduce environmental impacts, ensure regulatory compliance, and enhance sustainability practices. Enhancing community outreach programs can lead to better waste segregation and higher-quality recyclable materials. Finally, establishing a robust monitoring and reporting system for environmental performance can support continuous improvement efforts.

These targeted improvements will help the MWTP meet regulatory requirements and significantly contribute to broader environmental sustainability and climate change mitigation goals. The positive outcomes of these efforts include reduced emissions, improved resource efficiency, and increased community engagement in sustainable waste management practices.

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Acknowledgements

Małgorzata Agnieszka Jarossova acknowledges support provided by project VEGA no. 1/0398/22 “The current status and perspectives of the development of the market of healthy, environmentally friendly and carbon-neutral products in Slovakia and the European Union.” funded by The Ministry of Education, Science, Research and Sport of the Slovak Republic.

Renata Brajer-Marczak, Przemysław Seruga and Małgorzata Krzywonos declare that there was no funding for this study.

Agentúra Ministerstva Školstva,Vedy,Výskumu a Športu SR,1/0398/22,Małgorzata Agnieszka Jarossova

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Brajer-Marczak, R., Seruga, P., Jarossova, M.A. et al. Green business process management in a Polish municipal waste treatment plant-regional case study. J Mater Cycles Waste Manag (2024). https://doi.org/10.1007/s10163-024-02025-2

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