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Innovation Management for Designed Company PDF

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Added on  2022-01-23

Innovation Management for Designed Company PDF

   Added on 2022-01-23

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‘Individual assignment on Innovation Management
for Designed Company’

Innovation Management

(MANM115)

Submitted in part fulfilment of the requirements for the degree of Master of

Science in Entrepreneurship

By

Name: Petr Alekseev; Student ID: 6327618
Innovation Management for  Designed Company PDF_1
2
FACULTY OF ARTS AND

SOCIAL SCIENCES

INDIVIDUAL COURSEWORK COVERSHEET

Coursework Details

Module Name and Code

(please check front of module handbook)
Innovation Management (MANM115)
Coursework Title
Innovation assignment on Innovation Management for
Designed Company

Date of Submission
10/06/2018 Word Count 2998
Student Details

Student URN

(7 digit number on U
ni card) 6327618 Student
Name
Petr Alekseev
Programme
MSc Entrepreneurship
Student
Declaration
To be agreed by Student

Please refer to the University of Surrey Regulations for the Conduct of Examinations and Other Forms of Assessments and
your departmental Student Programme Handbook for more information on Academic Misconduct and Plagiarism.

Declaration:

I confirm that the submitted work is my own work and that I have clearly identified and fully acknowledged all material that is
entitled to be attributed to others (whether published or unpublished) using the referencing system set out in the programme
handbook. I agree that the University may submit my work to means of checking this, such as the plagiarism detection service
Turnitin® UK. I confirm that I understand that assessed work that has been shown to have been plagiarised will be penalised.

'In completing this work I have been assisted with its presentation by [state name and contact details of assistant] and, if requested,
I agreed to submit the draft material that was completed soley by me prior to its presentational improvement.' (This paragraph is
to be deleted where it is not relevant).

By completing and submitting this form, I confirm that:

I have read and fully understand the University’s Regulations and guidance on Academic Misconduct and Plagiarism

This submission is my own work and all coursework is the product of my own research and study.

All quotes and sources have been fully and properly attributed and referenced.

This work has not been previously submitted, in full or in part, for the purpose of assessment at this or any other
institution

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This submission may be transferred to and stored in the Turnitin Plagiarism Detection database for the purpose of
plagiarism detection now and in the future

I understand that all required work must be received within the published deadline

I understand that work received after the published deadline will be penalised in line with University Regulations

I understand that any request for mitigating circumstances must be made formally via the Student Liaison Officer, using
the appropriate form and including evidence; the application and associated evidence must be received by the stipulated
date
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I have not lent my work to any other student.

I have not colluded with any other student in the production of this work.

The word count I have declared is precise.
Innovation Management for  Designed Company PDF_3
4
Executive summary

Section A of the report primarily focuses on theoretical background and driving forces of
innovation. The whole retailer sector is not a stranger to the waves of innovation because
digital economy is currently disrupting the retail industry. Debenhams Plc Share price
plummeted when online retailers penetrated the market in 2008. The downward trend in the
number of physical stores forces Debenhams to identify new online distribution channels in
order to continue generating revenues.

Section B analyses Debenhams internal factors. It is notable that both previous leaders Mr.
Sharp and Mr. Templeman did not adopt the Debenhams existing business model to the new
digital environment due to poor innovative climate within organisation and strong
organisational foundations that were formed more than 200 years ago. In 2016, Sergio
Bucher, used his knowledge, gained in Amazon, and announced new strategy with focus on
online selling and better customer experience by introducing social shopping within physical
stores. Debenhams, headed by Sergio Bucher started moving towards entrepreneurial culture
and organic structure. Nonetheless, interviews conducted with employees in Debenhams
Guildford department has showed that Debenhams did not introduce a fully organic
structure.

Section C analyses how Debenhams competitors adopted their business models to the new
environment. For example, Marks & Spencer as well as John Lewis almost doubled their online
sales, while Debenhams continued to focus on physical stores. Section D evaluates new
Debenhams strategy with focus on online sales and better customer experience. However, in
must be remembered that Debenhams introduced their new strategy only in 2016-2017,
therefore it is too early to expect positive changes in profitability and share price index.

The last section E of the report suggest recommendations for Debenhams. It is notable, that
Debenhams is moving into the right direction. However, there are some internal issues that
should be considered. For example, shared vision is not set among all employees.
Furthermore, there is no direct communication channel between regular employees senior
management. The following report suggests to implement the employee cross functional
suggestion program to improve communication channels and align all employees in
innovation process. Finally, Debenhams should better encourage career progression to make
employees motivated.
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Table of Contents

Executive Summary .......................................................................................
4
Part A Introduction .......................................................................................
6
1.1 Introduction
..........................................................................................................................6
1.2 Debenhams Profile
..............................................................................................................7
1.3 Debenhams SWOT Analysis
...............................................................................................8
Part B Debenhams Internal Factors................................................................
9
2.1 Debenhams Leadership and Structure
.................................................................................9
2.2 Debenhams Culture
............................................................................................................10
Part C Debenhams External Factors .............................................................
12
3.1 E-commerce Trends
...........................................................................................................12
3.2 Debenhams Porters 5 Forces Analysis
.............................................................................13
3.3 Debenhams Other External Factors
...................................................................................14
Part D Debenhams Strategy .........................................................................
15
Part E Recommendations for Debenhams ...................................................
16
List of Figures

Figure 1.1 Organizational Architecture
.....................................................................................6
Figure 1.2 Debenhams Plc Share Price
.....................................................................................7
Figure 1.3 Debenhams Business Cycle
......................................................................................7
Figure 2.1 Debenhams Organizational Structure
.......................................................................9
Figure 2.2 Three Levels of Culture
.........................................................................................11
Figure 3.1 World E-commerce Growth
..................................................................................12
List of Tables

Table 1.1 Debenhams SWOT Analysis
....................................................................................8
Table 3.2 Debenhams Porter’s 5 Forcers Analysis
.............................................................13-14
List of References...................................................................................................17

Appendices.............................................................................................21
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Part A Introduction

1.1 Introduction

In businesses, innovation often results when companies want to further satisfy the needs and
wants of their customers. When organizations set an innovation strategy, they face with a
dilemma whether they should choose incremental or radical innovation path. Incremental
innovation is a reduced risk approach that focuses on adding new features to the existing
product or service to make it more competitive, while radical innovation is about absolutely
new products that transform the market or even creates the new ones (Drucker; 2014).

According to Schumpeter (1939) and Kizner (1976), every business is linked to the waves of
innovation, because when a product changes positively, other organizations must seek
innovations in order compete and continue making profits. In order to innovate successfully
and quicker respond to external factors, organizational architecture should be created based
on trust, openness and self-interest. Figure 1.1 shows that organizational architecture
consists of both internal and external components.

Figure 1.1 Organizational Architecture

Source: Burns; 2013

Internal architecture primarily focuses on employees generating a strong sense of collectivism
based on shared objectives and commonly accepted strategies. The leader is responsible for
creating a structure and culture within organization. External environment effect culture
constantly and the leader must be responsive to it and being able to adopt the strategy to the
new environment.

The whole retail sector is not a stranger to innovation. Digitalisation of economy and mobile
shopping are currently disrupting the retail industry (Hendrikzs; 2018). Retail firms that
operate online have much less operating expenses compared to firms with physical store.
Therefore, online retailers could afford spend more funds on promotion. The downward
trend in the number of physical stores forces existing retail firms to find innovative

Internal Architecture
External Architecture
Innovation Management for  Designed Company PDF_6

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