Analysis of Innovation and Business Sustainability Levels at Multiplex

This report analyzes the innovation and business sustainability levels of Multiplex Construction Company, focusing on the implementation of the lean startup trend. It defines key concepts like organizational environment, innovation strategy, and capabilities, and describes how innovation strategy can align with overall business strategies. The report analyzes Multiplex using a business model canvas, offering recommendations based on its innovation response, and suggesting the best strategic alignment to address innovation trends. It examines how lean processes can improve operations, reduce resource requirements, and enhance profitability. The report also highlights the importance of innovation capabilities and how Multiplex can leverage them to meet consumer demands and improve its services. The analysis includes key partners, activities, resources, value propositions, customer segments, channels, customer relationships, cost structure, and revenue streams related to Multiplex's operations. The report concludes with recommendations for effective innovation implementation within Multiplex, including leveraging both online and offline services and improving inventory development processes. The report emphasizes the significance of aligning corporate strategies with innovation processes for success.

Running head: INNOVATION AND BUSINESS SUSTAINABILITY LEVELS
INNOVATION AND BUSINESS SUSTAINABILITY LEVELS
Name of the Student
Name of the University
Author Note

1INNOVATION AND BUSINESS SUSTAINABILITY LEVELS
Table of Contents
Task 1.............................................................................................................................2
1. Selection of the organization..................................................................................2
2. About the organization and the selected innovation trend.....................................2
3. Definition of organizational environment, innovation trend, innovation strategy,
innovation capabilities, innovation value creation and capture.............................................3
4. Description of the ways by which creation of innovation strategy can be aligned
with strategies.........................................................................................................................4
Task 2.............................................................................................................................5
5. Analysis of the selected innovation trend on Multiplex.........................................5
Business model canvas of Multiplex..............................................................................5
6. Recommendations based on innovation response by Multiplex............................7
7. Recommendation of best strategic alignment to address innovation trend............8
References....................................................................................................................10

2INNOVATION AND BUSINESS SUSTAINABILITY LEVELS
Task 1
1. Selection of the organization
The company that is chosen for the analysis related to the innovation based trends and
their implementation is Multiplex Construction Company Australia. The innovation trend that
will be related and analysed with respect to this organization is Lean Start up trend. The ways
by which the innovation related to lean start-up has been able to affect the operations of
Multiplex Construction Company is an important part of the analysis that will be made in the
report. The analysis will also be based on the factors that have led to the decrease of market
risks and analysing the demands and needs of consumers as well (Abdelkafi & Täuscher,
2016).
2. About the organization and the selected innovation trend
Multiplex is an international construction based contractor of Australian origin that
has its headquarters in Sydney, Australia. The organization also has its operations in many
other countries like, Canada, India, the Middle East and Europe. The major speciality of the
organization is in the development of stadia, high rise buildings, civil and health based
infrastructure and high end based residential buildings as well. The major projects that have
been developed by the organization include, The Emirates Towers, Dubai, The Royal
Hospital for Sick Children in Edinburgh and many more.
As discussed by Baldassarre et al. (2017), the lean start-up based concept is mainly
related to the development of production facilities that are able to reduce the amount of
resources and time required in the operations. The start-up organizations aim at investing the
time in formation of services and products that are related to the demands of the consumers.
The products are only development when they are actually required by the customers and are
also able to reduce the costs based on inventory (Baumgartner & Rauter, 2017).

3INNOVATION AND BUSINESS SUSTAINABILITY LEVELS
3. Definition of organizational environment, innovation trend, innovation strategy,
innovation capabilities, innovation value creation and capture
Organizational environment – The forces or the institutions that are able to affect the
organizations and are surrounding them in different countries are considered to be a part of
the organizational environment. The environment is also based on the different factors that
cannot be considered to be a part of the organizational boundaries, however are able to affect
the operations of the organization in a huge way (Caiazza, 2017).
Innovation trend – The concept of innovation is defined as a creative thoughts or new
idea which can be considered to be helpful for the organization to develop new methods in an
effective manner. The ways that can be implemented by the organization in order to meet
different requirements of customers and different individuals as well. The trend based on
innovation is an important aspect that supports the organization to face different changes in
the environment (Hallstedt, 2017).
Innovation strategy – The strategy based on innovation can be defined as the ways by
which an organization is able to address innovations based changes and trends which take
place in business environment. The approaches and strategies have the ability to shape the
future based activities of the companies that are part of the industry (Lee & Kim, 2017).
Innovation capabilities – The innovation based process is mainly implemented for
the purpose of ensuring the success that can be gained by an organization. The proper
formation of the technological capabilities is based on the ways by which proper
development of different organizational processes can be ensured (Lobo et al., 2017).

4INNOVATION AND BUSINESS SUSTAINABILITY LEVELS
Innovation value creation and capture – The process of open innovation has the
capability of attracting high levels of attention from researchers in various countries of the
world. Open innovation has the capability of supporting the organization to develop a
competitive advantage in an industry in which it operates (Maletič et al., 2016). Value
creation and effective value capture are considered to be highly important factors that have a
major impact on the innovation based activities that have been performed by organizations
(Morioka, Evans & de Carvalho, 2016).
As discussed by Moyano-Fuentes, Maqueira-Marín and Bruque-Cámara (2018), the
external or macro environment based factors of a company are able to play the most
important role in making decisions based on effective implementation of the innovation in
various processes. The trends related to innovation which are selected by an organization are
mainly related to external environment based aspects. The innovative based capabilities are
thereby considered to be important for improvement of value that is offered by the
organization to its customers (Perl-Vorbach et al., 2015).
4. Description of the ways by which creation of innovation strategy can be aligned with
strategies
According to Petschow, Rosenau and von Weizsäcker (2017), the proper alignment of
the strategies related to innovation with corporate strategies of an organization is also
significant for the success that is gained by them in the industry. Senior managers can thereby
play a leading role in process based on implementation of innovation in different
organizational processes. Innovation is developed in an effective manner with the help of
proper integration of the corporate strategies. The process of effective generation of the ideas
is a significant aspect which needs to be supported by the corporate strategies and the vision
of the organization as well (Rauter, Jonker & Baumgartner, 2017). The process based on
generation of ideas of the company is also significant aspect that will be effectively aligned

5INNOVATION AND BUSINESS SUSTAINABILITY LEVELS
implementation of innovation in different operations. The absence based on the appropriate
alignment of corporate strategies with the innovation process is highly significant and has an
impact on the levels of success that have been gained in the industry (Tsai & Liao, 2017).
Task 2
5. Analysis of the selected innovation trend on Multiplex
The lean start-up based trend will be able to affect the ways by which the operations
of Multiplex can be improved. The organization operates in the development of the high rise
based buildings, civil infrastructure and stadia. The implementation of lean start-up will help
the organization to reduce the levels of resources that are required for effective production
process (Yang et al., 2017). The requirement of resources for development of different types
of buildings will be reduced with the help of lean manufacturing based methods. Lean
manufacturing is able to play the most important role in proper development of
manufacturing plants in different parts of Australia and other countries as well. The
innovation trends are able to play a major role in the ways by which Multiplex will be able to
improve the profitability levels of the organization (Rauter, Jonker & Baumgartner, 2017).

6INNOVATION AND BUSINESS SUSTAINABILITY LEVELS
Business model canvas of Multiplex
Key Partners
 The
technology
suppliers of
Multiplex
are the key
partners of
the
company.
 Regulators
and
government
that can
support the
initiatives
implemente
d by
Multiplex
(Rauter,
Jonker &
Baumgartne
r, 2017)
Key Activities
 The designs
of the
buildings are
based on the
implementati
on of
progressive
technologies.
 The
conservation
of the
construction
based
facilities
(Tsai & Liao,
2017)
Value Proposition
 High quality
based
building and
construction
sites.
 Technologies
and
sustainability
in the
buildings.
 The services
provided by
the buildings
developed by
the
organization
(Perl-
Vorbach et
al., 2015).
Customer
Relationships
 The growth
of the
website of
the
organizatio
n in an
active way
(Morioka,
Evans & de
Carvalho,
2016).
 The
developmen
t of
customary
and
conventiona
l
promotional
approaches
that are
implemente
d by
Multiplex
(Lee & Kim,
2017).
Customer
Segments
 The B2B
and B2C
customer
segments
that are
related to
the needs
and
demands of
consumers.
 The
company
has been
able to
implement
the new
lean
technologie
s in an
active way
(Lobo et al.,
2017).
 The B2B
organizatio
ns who aim
at using the
building for
developmen
t of
business
purposes
(Hallstedt,
2017).
Key Resources
 The
automated
research and
development
activities.
 Building
manufacturin
g facilities.
 Network of
the suppliers
Channels
 The online
marketing
related
websites of
the
organizatio
n are
significant
channels
for the

7INNOVATION AND BUSINESS SUSTAINABILITY LEVELS
(Osterwalder
& Pigneur,
2010).
operations
of
Multiplex
(Osterwalde
r &
Pigneur,
2010).
 The sites of
Multiplex
that have
been
developed
in diverse
parts of the
world are
also able to
act as a key
channel for
the
developmen
t of
operations
of
Multiplex
(Osterwalde
r &
Pigneur,
2010).
Cost Structure
 The costs are mostly related to the research and
development related actions that have been formed
(Osterwalder & Pigneur, 2010).
 The growth of manufacturing based facilities of
Volvo is also related to the application of high costs.
 The investments that are mandatory by the company
for development of lean manufacturing based
operations are significant costs based on operations
of Multiplex (Osterwalder & Pigneur, 2010).
Revenue Streams
 The growth of revenue streams of the
company is based on the development
of the buildings for business related
purposes.
 The licensing related fees that are
gained by the company are also
considered to be a major stream of
revenue of the organization in
automobile industry (Osterwalder &
Pigneur, 2010).

8INNOVATION AND BUSINESS SUSTAINABILITY LEVELS
6. Recommendations based on innovation response by Multiplex
The most significant recommendations that are offered to Multiplex is related to
effective implementation of the innovation based trends an include,
The different activities that are related to the innovation based activities performed by
Multiplex are based on the ways by which the organization has been able to shape the major
assets and social infrastructure as well. The different sectors in which the organization has
provided services include, residential, commercial, health, education, tourism, retail and
leisure. The lean processes can help in development of projects based on demands and need
based levels of the consumers (Baumgartner & Rauter, 2017).
The additional levels of innovation related capabilities can be formed by Multiplex
with respect to the two most significant sections which can be divided into the online based
activities and the offline services. The buildings that are developed by the ways by which
different processes have been able to affect the levels of profitability and revenues as well.
The inventory development process had also been affected in a huge manner (Hallstedt,
2017).
The company has always used new and improved types of innovation processes in
order to fulfil the demands of the consumers in the construction based industry. The
development of skylines in a proper manner has been able to affect the ways by which
Multiplex Construction is able to use the lean processes. The time that is required for the
development of new sites and buildings is also reduced with the help of lean process
implementation (Rauter, Jonker & Baumgartner, 2017).
The innovative capabilities of the organization are also quite high and this has been
able to play a major role in the ways by which Multiplex has offered its services to the
customers. The changing trends in the market have been taken into consideration for the

9INNOVATION AND BUSINESS SUSTAINABILITY LEVELS
purpose of development of innovative processes that can solve major issues related to
organizational processes (Hallstedt, 2017).
The value that can be captured by the organization is also affected in a huge manner
by the innovation based activities that are performed by Multiplex. Value provided to the
customers is thereby considered to be the most important part of the effectiveness of the
operations of Multiplex in the construction based industry. The innovation trends are
considered to be important for the value that can be gained (Tsai & Liao, 2017).
7. Recommendation of best strategic alignment to address innovation trend
The vision or strategy which has been developed and further implemented by
Multiplex is mainly considered to be highly important for the formation of the new trends in
the organizational processes. The development of a culture that is highly collaborative in
nature is important for the future operations of Multiplex in the construction industry. The
partnerships that have been made by Multiplex in order to maintain its operations is highly
important for the ways by which the services can be provided to the consumers. The future
operations of construction industry is affected in a huge manner by the different innovation
based initiatives that have been applied in the organization (Petschow, Rosenau & von
Weizsäcker, 2017).

10INNOVATION AND BUSINESS SUSTAINABILITY LEVELS
References
Abdelkafi, N., & Täuscher, K. (2016). Business models for sustainability from a system
dynamics perspective. Organization & Environment, 29(1), 74-96.
Baldassarre, B., Calabretta, G., Bocken, N. M. P., & Jaskiewicz, T. (2017). Bridging
sustainable business model innovation and user-driven innovation: A process for
sustainable value proposition design. Journal of Cleaner Production, 147, 175-186.
Baumgartner, R. J., & Rauter, R. (2017). Strategic perspectives of corporate sustainability
management to develop a sustainable organization. Journal of Cleaner
Production, 140, 81-92.
Caiazza, R. (2017). Innovation for sustainability: a conceptual framework. Journal of
Management Development, 36(1), 37-47.
Hallstedt, S. I. (2017). Sustainability criteria and sustainability compliance index for decision
support in product development. Journal of Cleaner production, 140, 251-266.
Lee, J., & Kim, S. J. (2017). Curvilinear relationship between corporate innovation and
environmental sustainability. Sustainability, 9(7), 1267.
Lobo, J., Arnold, M., Taylor, T. G., Strumsky, D., & Tainter, J. A. (2017). Depletion vs.
innovation: The fundamental question of sustainability. In Physical Limits to
Economic Growth (pp. 65-93). Routledge.
Maletič, M., Maletič, D., Dahlgaard, J. J., Dahlgaard-Park, S. M., & Gomišček, B. (2016).
Effect of sustainability-oriented innovation practices on the overall organisational
performance: An empirical examination. Total Quality Management & Business
Excellence, 27(9-10), 1171-1190.

11INNOVATION AND BUSINESS SUSTAINABILITY LEVELS
Morioka, S. N., Evans, S., & de Carvalho, M. M. (2016). Sustainable business model
innovation: exploring evidences in sustainability reporting. Procedia CIRP, 40, 659-
667.
Moyano-Fuentes, J., Maqueira-Marín, J. M., & Bruque-Cámara, S. (2018). Process
innovation and environmental sustainability engagement: An application on
technological firms. Journal of cleaner production, 171, 844-856.
Multiplex.global (2019). Construction – Multiplex. [online] Multiplex. Available at:
https://www.multiplex.global/company/regions/australia/construction/ [Accessed 29
Apr. 2019].
Osterwalder, A., & Pigneur, Y. (2010). Business Model Generation. Hoboken, New Jersey:
Wiley.
Perl-Vorbach, E., Rauter, R., Globocnik, D., & Baumgartner, R. J. (2015). Sustainable Open
Innovation and its influence on economic and sustainability innovation performance.
In ISPIM Conference Proceedings (p. 1). The International Society for Professional
Innovation Management (ISPIM).
Petschow, U., Rosenau, J., & von Weizsäcker, E. U. (Eds.). (2017). Governance and
sustainability: New challenges for states, companies and civil society. Routledge.
Rauter, R., Jonker, J., & Baumgartner, R. J. (2017). Going one's own way: drivers in
developing business models for sustainability. Journal of Cleaner Production, 140,
144-154.
Tsai, K. H., & Liao, Y. C. (2017). Sustainability strategy and eco‐innovation: A moderation
model. Business Strategy and the Environment, 26(4), 426-437.