Business Level Strategy

Running head: BUSINESS LEVEL STRATEGY
BUSINESS LEVEL STRATEGY
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1BUSINESS LEVEL STRATEGY
Question 1
Symantec’s comprehensive structure has facilitated a smooth flow of information across
its boundaries. However, regardless of wide ranging communication networks, several
employees working in Symantec has shown apprehension regarding unequal share of
information and the severe lack of communication among employees involved in the product
groups. Several employees have reported the marketing and engineering units of the product
groups intended to gain significant amount of information but often failed to execute them with
utmost proficiency. Furthermore, Symantec has primarily seek the issue of unstable and
inconsistent communication process by efficiently conducting regular product marketing as well
as engineering meetings which enabled Q&A along with Time Line product groups to achieve
daily targets under the supervision of Turner. However, despite of this success, the smooth
running of information from market place to company exhibited high insufficiency. Moreover,
considering communication flow starting from Symantec to the marketplace, certain groups had
grievances of not being able to obtain essential information resulting to critical complexities in
the process of strategy execution.

2BUSINESS LEVEL STRATEGY
Question 2
Turner, CEO of Symantec has strategically continued to make acquisitions in order to
identify company’s acquisition prospects. However, Symantec’s EVP by involving product
group managers in all stages of product life cycle has created criticalities while arranging teams
in order to choose special attributes for product development. With several categorization of
Symantec’s information flow related to shipping, or dealing with corporate communications
majority of employees have showed hesitation for inadequate communications and not
disseminating data to parent organization. Furthermore, contextual performance factors have
been significantly representing the performance mechanisms which aid the organizational, social
in addition to psychological environment whereby the technical core must function. The highly
intricate web of communication and data sharing has resulted to a significant gap of information
sharing which employees failed to communicate. Such a critical lack of communication sharing
resulted employees to critically distinguish differences between other employees’ opinions or
statements and the company policy. When an organization constitutes specific obscurity in
addressing its strategic approaches, employees tend to show significant level of apprehension in
realizing the strategies of the company. Comprehensive studies of Hitt, Ireland and Hoskisson on
strategy execution along with performance have been presumed to be profuse. In Hrebiniak’s
View, interrelated factors such as the organizational structure with organizational culture have
been distinguished as most effectual strategy implementation factors which leverage
organizational performance1. Meanwhile, drawing relevance from Hrebiniak’s view, companies
like Symantec despite of extensive communication network have been facing culture-related
1 Hitt, Michael A., Ireland R. Duane, and Robert E. Hoskisson. 2012. "Strategic Management: Concepts:
Competitiveness And Globalization". https://books.google.co.in/books?id=vwadCAAAQBAJ&dq=Hitt,+Ireland,+
%26+Hoskisson+Version+5,+Grant+6th+%26+8th+Edition&source=gbs_navlinks_s.