MBA501 Assignment 3: Dynamic Strategy and Disruptive Innovation - EFS

This report analyzes Essendon Food Solutions (EFS), a holding company with two subsidiaries, EnzymeTech and Essendon Emulsifiers, focusing on dynamic strategy and disruptive innovation. The analysis covers internal, external, marketing, and technology perspectives, offering recommendations for each area. The internal perspective examines the top-down organizational structure, while the external perspective emphasizes relationships and commitment. The marketing perspective suggests improvements to the research and development and marketing departments. The technology perspective recommends forming a team to identify disruptive technologies. Finally, the report assesses strategic leadership, emphasizing the skills and abilities required to identify market opportunities and make decisions, referencing relevant literature to support the findings and recommendations. This assignment is based on workshops 10, 11, and 12, and it provides a comprehensive overview of the case study and its implications.

Title
Name of the Student
Name of the University
Author Note
DYNAMIC STRATEGY AND DISRUPTIVE INNOVATION

I. INTERNAL PERPESCTIVE
The Internal perspective of Essendon
Food solution (EFS) as mentioned in
the case study , consist of a top to
down structure are-
 Human Resource.
 Resources Allocation
 Organizational Structure

INTERNAL PERPESCTIVE :
RECOMMENDATION
 Organizational Structure

II. EXTERNAL
PERPESCTIVE
The major external factor that tends
to have an huge impact in term of
the innovation according to the case
study in The Essendon Food solution
(EFS), can be stated as:
 Relationship and Commitment

EXTERNAL PERPESCTIVE :
RECOMMENDATION
 Keeping the case study of the
Essendon Food solution (EFS) in
mind, the business organization
should try and maintain good
healthy relationships with its
employees to gain their loyalty. The
business organization should
encourage their achievements and
should always motivate them in
order to do better instead of

III. MARKETING
PERPESCTIVE
The various marketing perspective
that can be utilize by the Essendon
Food solution (EFS) to understand
the current market and potential
change is the :
Customer visit programs

MARKETING PERPESCTIVE :
RECOMMENDATION
 In order to increase their overall market sale
and increase their customer base the
Essendon Food solution (EFS) should do
proper evolution of the research and
development department of the
“EnzymeTech” and the marketing
department of the “Essendon Emulsifiers”,
two of the subsidiaries 0f the Essendon Food
solution (EFS). Evalution should be done on
six monthly basis. Application of new training
programm if required.

IV. TECHNOLOGY
PERPESCTIVE
 Technology perspective refers to the
basic technological strategies that
are required for the implementation
of the “disruptive innovation” . The
Essendon Food solution (EFS) along
with the two subsidiaries namely
“EnzymeTech” and the “Essendon
Emulsifiers” mainly focuses on
Human resources more than the
technological resources as per the

TECHNOLOGY PERPESCTIVE :
RECOMMENDATION
 The Essendon Food solution (EFS)
should formulate a new team which
will be able to research the
systematical approach for the
identification of the various
disruptive technologies. They should
very vigilant and quick in identifying
disruptive technologies.

V. Strategic Leadership
 Strategic thinking refers to the various
knowledge, skills, and the abilities of the
manager and leader of a business
organization which are required to indentify
the various market opportunities and
formulates a decision making power.
 According to the Strategic thinking predictor,
a good leader should be experienced, high
cognitive ability and should have good
communication skills and problem solving
ability.

REFERENCES
Christensen, C.M., Raynor, M.E. and McDonald, R., 2015. What is disruptive innovation. Harvard Business Review, 93(12), pp.44-53.
Grillitsch, M., Hansen, T., Coenen, L., Miörner, J. and Moodysson, J., 2019. Innovation policy for system-wide transformation: The case
of strategic innovation programmes (SIPs) in Sweden. Research Policy, 48(4), pp.1048-1061.
Lee, S.M. and Olson, D.L., 2016. Convergenomics: strategic innovation in the convergence era. Routledge.
Oshri, I., Kotlarsky, J. and Gerbasi, A., 2015. Strategic innovation through outsourcing: the role of relational and contractual governance.
The Journal of Strategic Information Systems, 24(3), pp.203-216.
Osiyevskyy, O. and Dewald, J., 2015. Explorative versus exploitative business model change: the cognitive antecedents of firm‐level
responses to disruptive innovation. Strategic Entrepreneurship Journal, 9(1), pp.58-78.
Schoemaker, P.J., Krupp, S. and Howland, S., 2013. Strategic leadership: The essential skills. Harvard business review, 91(1), pp.131-
134.

Shams, S.R., Vrontis, D., Weber, Y. and Tsoukatos, E., 2018. An integrated
cross-functional model of strategic innovation management in business: The
implications of ten cross-functional business areas. In Business Models for
Strategic Innovation (pp. 176-187). Routledge.
Walker, R.M., 2014. Internal and external antecedents of process innovation: A
review and extension. Public Management Review, 16(1), pp.21-44.