D081 Task 1 Template Completed.docx D081 Task 1: Innovative and Strategic Thinking Cou

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D081 Task 1 Template Completed.docx D081 Task 1: Innovative and Strategic Thinking Course Code: D081 A1. Discuss how ALL of the following aspects from the scenario affect the companys decision-... making process (Unit 3: Module 2) 1. Company culture The Company Culture is one of Innovation and encouraging not only new and revolutionary designs, but to also be sustainable in the environment. They incentivize employees for being creative and created their own testing labs for customers to put the designs and products through their paces. 2. Organizational structure They also have tried to keep the separation between founders and employees to a minimum, treating the relationship as one of equal partners, and where collaboration is encouraged. They also have a decentralized and, for lack of a better term, democratic, decision making process, leading to shared decisions rather than just one or two individuals making the final call regarding to business or relationships. 3. Mission and vision statements (as they affect the strategic direction) The Mission statement reads, “We will provide the most innovative customer- driven design and growth in the industry,” and the vision statement reads, “We will be the most sustainable company in the industry.” The company culture and structure support these statements and help to guide the company to be open to ideas, no matter where they come from. This includes allowing customers to view, test, and critique the existing designs and allowing and . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . .. .. . . . . . . . . . . . . . . . . . .. . . . . [Show More]

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