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lecturer of Innovation and change module, BA B&M - Coventry University x NEU

3 words: extroverted, strange, creative

Life's goal: generating the values for myself and others

Module expectation: everyone including me is happy

Connect with me: www.linkedin.com/in/tranlanhuong123

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Failed Innovation Case: Kodak Disc Camera

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Failed Innovation Case: Kodak Disc Camera

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3. Legacy of the C5:

Financial Failure: Only around 12,000 units of the C5 were sold before the project was shut down. Sinclair lost millions of pounds, and his reputation suffered significantly.

Pioneering Vision: Despite its failure, the C5 is seen as an early effort to promote personal electric vehicles. The ideas of environmentally friendly transport Sinclair pursued are now widely embraced.

Collector’s Item: Today, the Sinclair C5 is considered a nostalgic icon, valued by vehicle collectors and tech enthusiasts.

In conclusion, the Sinclair C5 failed not because of its concept but due to poor execution and an unsuitable context. Its impractical design, misguided marketing, and unprepared traffic infrastructure led to its quick demise. However, it left behind valuable lessons on combining innovative vision with effective strategy.

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2. Reasons for Failure:

1. Design and Features:

Lack of Safety:

The vehicle was too low to the ground, making it hard for drivers to be seen by larger vehicles like cars and trucks.

It lacked safety features such as a cabin or seatbelts.

Poor Performance:

The battery’s range was limited to around 30 km (19 miles) per charge.

Its low top speed made it impractical for urban commuting or long-distance travel.

Weather Issues: The C5 had no roof, making it unsuitable for use in rain or cold weather.

2. Market Strategy:

Targeting the Wrong Audience:

Sinclair aimed the C5 at urban commuters, but in reality, it was more suited to small, quiet areas with minimal traffic.

The marketing campaigns were seen as unrealistic and unconvincing.

Unclear Positioning: The C5 was positioned between a bicycle and a car, but it couldn’t replace either. It wasn’t as practical as a bike or as safe as a car.

3. Social and Cultural Challenges:

Social Perception:

The C5 was viewed more as a “toy for kids” than a serious mode of transportation.

Media outlets mocked the image of adults driving the C5.

Infrastructure Issues: In the 1980s, road systems and policies were not designed to accommodate small electric vehicles.

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The Sinclair C5 was a personal electric vehicle designed by Sir Clive Sinclair and launched in the UK in 1985. Despite its innovative concept and forward-thinking vision, the C5 failed commercially and became a symbol of technological failures. Here’s a deeper look into its history and the reasons for its lack of success:

1. History and Background:

The Creator: Sir Clive Sinclair, a British inventor and entrepreneur, was renowned for products like the Sinclair ZX Spectrum home computer. He dreamed of creating an affordable, emission-free, and easy-to-use personal urban transport solution.

Initial Idea: Sinclair believed that electric vehicles were the future of transportation. The C5 was designed as a three-wheeled vehicle powered by a 12V battery, with a maximum speed of around 24 km/h (15 mph).

Development: The design was crafted by Lotus Cars, while production was handled by Hoover, a company better known for household appliances.

Launch: The C5 debuted in January 1985 at a price of £399 (equivalent to around £1,200 today).

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PITCHING IC - YEAR 4 - PEOPLE + ACTION 28/11

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Thinking: Lê Hải Minh

Action: Nguyễn Phương Linh, Lê Ái Linh, Đỗ Hương Liên

People: Chu Khánh Linh, Trần Khánh Linh, Nguyễn Khánh Linh, Ngọc Lan

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Updated 28/11

2 Thinhking: Phương Nguyễn, Huy Thanh

2 coordinate: Hà Phương, Thiên Phương

4 Action: Minh, Ngọc , Tham Nhung,Thành

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IC2 - Group 2: 3 billion - Informal eatery 

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Report: What will you do if you have 3 billions VND (business)

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Report: What will you do if you have 3 billions VND (business)

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REPORT: What would you do if you have 3 billion VND (Business proposal: Workshop agency in partnership with Coffee shops)

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REPORT: What would you do if you have 3 billion VND (Business proposal: Workshop agency in partnership with Coffee shops)

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Brief Brainstorming -  What will you do if you have 3 billions VND 

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Brief Brainstorming -  What will you do if you have 3 billions VND 

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Pub Business

1.5 billion (premises, decor, processing, materials (tables, chairs), food

maintenance fee: premises, materials (food), human resources, electricity,

fixed fee (purchased from the beginning): tables and chairs,...

Business model

Type of pub: popular (suitable for a variety of customers, usually middle class, workers)

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Nhóm 4: nền tảng e-commerce Styleloop bán quần áo secondhand 

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Nhóm 4: nền tảng e-commerce Styleloop bán quần áo secondhand 

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Nhóm 4 - nền tảng E-commerce (StyleLoop) bán đồ cũ

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Through the brainstorming process, the group came up with five ideas: renting premises to operate a Pickleball practice field, opening a greengrocer, operating a commercial intermediary service, opening a sidewalk ice tea shop, and franchising F&B.

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Hard: Metaphor, dream, ambiguity, direct, reality, paradox, diffuse, hunch, adult.

Soft: Logic, reason, precision, humor, consistency, play, work, exact, approximate, focused, fantasy, analyze, generalization, specific, child

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Soft:

1. Metaphor

2. Dream

3. Humor

4. Ambiguity

5. Fantasy

6. Play

7. Hunch

8. Diffuse

9. Child

10. Approximately

11. Generalization

12. Humor

Hard:

1. Logic

2. Reason

3. Precision

4. Exact

5. Direct

6. Reality

7. Analysis

8. Paradox

9. Specifics

10. Adult

11. Consistency

12. Work

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Soft: metaphor, dream, humor, ambiguity, play, fantasy, reality, paradox, hunch, generalization, child, adult.

Hard: logic, reason, precision, consistency, exact, approximate, direct, focused, diffuse, analysis, specifics.

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Because I have ADHD and can't focus on one thing for too long, when I saw videos about the Pomodoro technique, I came up with the idea of creating a YouTube channel about this method with a cat theme. It’s both cute and can be helpful for people like me

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A pop-up gallery featuring artwork made entirely from recycled materials, includes 4 concepts of season. Each concepts will have an art book to display the material being used in these collection. This would make the audience immense thoroughly, feeling themselves in these piece of clothes.

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The last time I developed new ideas was last Monday, as the clinic’s work and growth direction need to be redefined and adjusted to create a stronger appeal and attract a wider audience. These ideas were developed to maximize connection and build trust with clients while showcasing the expertise of Skin Wisdom Clinic. The clinic aims to provide comprehensive, safe, and effective solutions for acne and scar treatment, so these ideas are both educational and inspiring, helping clients understand their skin better. Small C content, like the "Myth or Fact?" Q&A series and the "7 Days to Better Skin" challenge, helps to dispel misconceptions and provides accessible knowledge tailored to daily skincare routines. Meanwhile, Big C ideas, such as the "Decode Your Skin" talk show or the "Skin Revival Journey" mini-series, enhance Skin Wisdom Clinic’s credibility by highlighting the professionalism and depth of their treatment processes. The blend of everyday creativity and larger projects presents the clinic as both trustworthy and approachable, setting Skin Wisdom Clinic apart in the skincare market and making it more appealing to clients.

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Idea: Custom bánh sinh nhật và quà tặng dựa trên đặc điểm tính cách, độ nhận diện của người đó (Last 2 year)

Ngoại hình: béo

Tính cách: funny, kind, romantic

Color that pop in to my mind when i see that person or friend: green

Result: Birthday cake with that person's face on shrek body

Present: a custom cup i made for him that has Shrek on it

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A birthday cake that has someone face on Shrek body with the wing 

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This idea stemmed from a desire to establish a personal connection and subtly remind the customer of the brand. When I noticed that a previously loyal customer had stopped purchasing, I leveraged her personal information, including her son's birthday. Knowing that she would likely celebrate and announce his birthday, I decided to send a gift for her son along with a small gift for her. I included a card with the message, “Happy day you welcomed your son into the world.”

The card, featuring the brand's logo, was designed to remind her of the brand while creating a special, close connection. This gesture not only pleasantly surprised her but also left a positive impression, making her feel valued and appreciated. Following the event, she reached out to ask about the gift, which led to her once again purchasing from and supporting the brand.

The effectiveness of this idea went beyond simply bringing a customer back; it also helped build a stronger relationship by showing that the brand cares not only about transactions but also values significant personal moments in customers' lives.

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Last weekend, I went on a trip with my family. We participated in many recreational activities there together and enjoyed a good time talking to each other. That outing made me very comfortable and happy after stressful working days

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My idea was to create a 30-40 second TikTok video script to promote Vietnamese Herbal Cosmetics. This video is designed to grab the viewer's attention from the start with a direct, engaging hook and uses real-life visuals along with direct narration in a sales-driven concept. The main content focuses on the story behind the product's ingredients, highlighting the benefits each component offers to the user. To increase credibility, I added elements such as product inspection certificates, official product announcements, or reputable reports like “among the top-selling products on TikTok” or “a top Vietnamese cosmetic brand.” This part can be filmed with voice-over and scenic cutaways or in a single-shot concept. Finally, the video ends with a genuine, relatable call-to-action (CTA) encouraging viewers to try the product.

The motivation behind this idea was the need to provide users with an authentic experience and build trust in the product. I noticed that today’s consumers often want to see product quality and credibility through realistic visuals and transparent information. Therefore, offering inspection certificates, official announcements, and reputable evaluations were key to fostering trust. Specifically, for Vietnamese Herbal Cosmetics, the story of natural ingredient origins also adds a unique touch to create a lasting impression.

This idea not only attracted the attention of customers but also enhanced the brand's credibility and trustworthiness. Customers were presented with clear, accessible information through a short yet engaging video. Additionally, the sincere call-to-action fostered closeness, motivating customers to try the product. After implementation, I noticed a significant increase in engagement and interest in the product, demonstrating the effectiveness of using authenticity and credibility to connect with customers.

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Recently, I have been brainstorming ideas for Christmas gifts for friends and family members. It's about making a keychain of each person's chibi image. The special thing is that it's not the beautiful image they post on social, I will choose their image that I find the funniest and most unique. I think this will be a very lovely gift, creating curiosity and surprise.

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The last time I had a creative idea was last week when I was thinking about decorating my house for Christmas. With the holiday season quickly approaching and in the spirit of Christmas, I wanted to decorate my house to celebrate with family and friends. My idea revolved around making every corner of my house look warm and magical. I wanted to turn my house into the most beautiful Christmas house in the apartment.

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A mobile app that could help people to styling their outfits for different occasions:

First, you upload photos of your own fashion items on the app. Then you tell the app the activities or the event you are prepare to participate in. After that it will work to suggest you the appropriate and styling outfits from your own wardrobe for you.

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When playing soccer, I'm not good at controlling the ball in the air, but once in a tournament in high school, I had the idea of ​​pumping the ball up really hard and that helped me control the ball much better.

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Normally, when i go out for a workdate with my friends or hang out in the weekend, we often go for dinner or a internet cafe session afterwards, which is kinda standard and repetitive. So last weekend, we decided to change things up, we went to a Escape Room playground to get our brain think out side of the box, to temporary forget the deadlines stress. Then we went to play badminton afterwards, to get our body exercises after a week full of deadlines, which made us sitting infront of a computer for hours. Overall, it was fun and worth for the time we spent.

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Yesterday I have a task to take photos for my company's products. Me and my college come up with some ideas to decorate to backgroud and prepare light effects to make the products look impressive on photos

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Nguyen Quynh Anh - "Sip & Study Wednesday"

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Nguyen Quynh Anh - "Sip & Study Wednesday"

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I recently came up with a marketing idea called "Sip & Study Wednesdays" for a small coffee shop to attract more weekday customers. We offered discounted coffee for anyone with study materials or laptops and set up a loyalty program for weekday visits. The goal was to create a productive, welcoming environment for students and remote workers who might bring friends on weekends, building a steady weekday crowd. We promoted this through local student groups and online communities, aiming to make the shop a go-to spot for both work and relaxation.

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Nguyễn Lê Phương - Optimize Slide Process

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Nguyễn Lê Phương - Optimize Slide Process

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Nguyễn Lê Phương: Last week, I created a new way of creating professional slide for work/study.

Utilizes and combine several AI tools to generates slides in just 5 minutes.

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Recently, I have been planning to find new partners for my travel company. In the past, I mainly served familiar clients with pre-designed service packages, as our current travel products had already been thoroughly researched and developed by my team of experts. Fortunately, I met Mr. Minh, the owner of a 3,000-square-meter plot of land in the local Quân Chu area of Thái Nguyên. He had previously collaborated with me to set up a homestay that includes a traditional stilt house for relaxation. Taking advantage of this opportunity, I came up with the idea to implement more innovative marketing strategies. Together with my partners, we plan to embark on a multi-day market trip to gather materials and content for promotional purposes. This will enable us to run advertisements across various platforms and start building a multimedia digital marketing system focused on homestay destinations that showcase Vietnam’s indigenous culture. Our content will highlight tourism services centered on experiences and exploration of the cultural beauty of ethnic communities, aiming to attract travelers seeking peaceful and liberating experiences.

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Life Story Podcast: This is where I share personal stories about the challenges and lessons in life. Each episode will tell a story of resilience, how to adapt to difficulties and personal growth. I’ll invite friends and people with rich life experiences to share their perspectives and lessons. The goal is to inspire and help us find ways to overcome obstacles, be more creative, and live more positively every day. What motivates me to create this idea is that, in life, I too sometimes face moments of confusion and a lack of direction, not knowing how to cope or who to share with in order to feel more at ease. I want this podcast to be a space where everyone can freely share their thoughts, grow together, and improve themselves step by step. That’s the biggest driving force for me behind this creative idea.

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Creative idea - Lecture 6 - Trần Ngọc Thành

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Creative idea - Lecture 6 - Trần Ngọc Thành

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As a dancer, i have to regularly choreograph. The last time I build a choreography, I came up an idea with a new trick. I call the momentum spiral. You start by throwing your body into a sick barrel turn, spinning through the air like you're floating. The moment you touch down, you drop straight into this smooth knee slide, using that spinning energy to glide across the floor. After that, you channel that slide into a modified kip-up that morphs into a cork twist. The whole thing lands in a deep lunge, making it look effortless even though it's actually crazy technical. It's basically taking moves from contemporary, breaking, and tricking, and mashing them together in a way that just flows.

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Late birthday service

Sometimes you accidentally forget your friends' birthday

This service will help you send gifts and wish you a happy birthday saying you sent them a gift on your birthday but we sent it late

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Yesterday I played the game “Tai Ương/ The Scourge” and there were many puzzles to solve. In a moment, I didn't expect that I could come up with many good ideas to decode the secret messages in that game.

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Xuân Tùng: In lieu of keeping writing reports unefficiently without the assistance of technology, recently I was scouting for proficient AI tools & applications that could accelerate my writing progress in making reports and research.

Thảo: I am a designer for my print-on-demand shop. I often have to create designs for customers to buy. The most popular creation from my customers is the shirt with pictures of lover printed on it. In addition, I have to work with customers every day to create designs according to their requests.

Uyên: I really like fried food. However, that food is not good for my health. So I bought an air fryer last month to reduce oil and still satisfy my eating habits.

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A Tickleball Day promises a fun-filled day of friendly competition and exciting games. Whether you're an experienced player or a beginner, there's something for everyone. Organize a tournament with different skill levels, set up skill stations for practice, or create a family-friendly atmosphere with mini-games and picnics.

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I've been working on a fun and memorable way to teach my foreigner students the Vietnamese tones. They've been having a hard time distinguishing between words like quả "dưa", "dứa", and "dừa". To make it more engaging, I created a little story about these fruits. I told them to imagine the 'dứa' fruit has leaves that point up to the sky, so it's an 'up tone' (dấu sắc). The 'dừa' coconut has leaves that hang down, making it a 'down tone' (dấu huyền). And the 'dưa' melon sits on the ground, so it's a 'flat tone' (no tone). Visualizing these images has really helped them remember the tones!

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The last time I had a creative idea was yesterday afternoon between 1:30pm and 4:30pm, my team and I were filming short promotional videos and I came up with ideas about camera angles, speech details, and actions while I was holding the camera. The fact that I came up with ideas right away while working helped me feel that my work progress was faster and the results I created were better and more satisfying.

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Phương Hà: Coach + Nurturer: 4.25

Ánh Dương: Director + Navigator + Interpreter: 4.5

Mai Hạnh: Director: 4.5

Đức Bảo: Navigator: 4.5

Khánh Bằng: Director: 4.75

Quế Chi: Coach: 4.25

Thu Hà: Coach 4.75

Hồng Hạnh: Coach + Interpreter: 4

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.) Innovation and risk taking: Medium

Subject teachers are changed frequently.

Not much creative activities for students

.) Attention to detail: Low

Mostly, Students have to figure it out themselves all the information relate to administrative

.) Outcome orientation: High

The institute focuses on the final results of students (the dregee), not paying much attention to the cumulative scores during the learning process.

.) People orientation: High

The Institute has many ways to care about students and teachers such as surveys, direct questions regularly.

.) Team orientation: Medium

Most student bonding group activities are only for first-year students (OW). Clubs are only for a specific group of students.

.) Agressiveness: Relatively low

Students and teachers are encouraged to freely exchange ideas.

.) Stability: High

The institute still maintains ties with old foreign partners, at the same time, aims to develop ties with new partners (Japan).

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1. Introduction

Starbucks, founded in 1971, has always been considered the third place between home and work. At the 27th annual shareholders meeting, the COO Roz Brewer discussed upcoming changes at Starbucks with: innovation, technology, delivery service, rewards program to improve the convenience in their stores. Hence, they can improve customer experience and attract talent in a tight labor market.

2. Change

Name: delivery service

Description: When it comes to the store in New York City, an area like Financial District will require fast delivery. The customers there also always in an office, dense area, or metro suburban area all want their coffee right away. So, Starbucks has cooperated with UberEats, they have rolled it out to 7 different metro areas, next is to expand to Seattle and broaden in San Francisco Bay Area. The greatest thing about this is that they can integrate their technology with Ubers technology, so they don't have a separate order unit in the store, which is also great for their partners.

3. SWOT

Strengths:

- Strong brand recognition

- Great supply chain

- Advanced technology to support digital orders

- Established partnership with UberEats to expand delivery reach

Weaknesses:

- High delivery costs could reduce profit margins

- Dependence on third-party platforms for delivery

Opportunities:

- The rise in consumer demand for delivery and mobile ordering

- Potential to expand delivery services to new markets and customer segments.

Threats:

- Intense competition in the delivery from local cafes and larger chains.

- Economic downturns could reduce spending on premium coffee products.

4. PEST

Political: Regulatory changes in labor laws could affect delivery workers. Trade wars, especially between the U.S. and China, could affect Starbucks' supply chain, as coffee beans and other supplies may become more expensive due to increased tariffs on imports.

Economic: Rising delivery costs and external factors like inflation could increase operational expenses.

Social: Growing consumer demand for convenience and time-saving options like delivery.

Technological: Expansion of digital platforms and mobile apps.

5. Porter's 5 Forces

Threat of New Entrants: Moderate - while many new cafes and local chains could enter the market, Starbucks' established brand and delivery partnerships are barriers.

Bargaining Power of Suppliers: Low - Starbucks controls much of its supply chain.

Bargaining Power of Buyers: High - customers can easily switch to other delivery options or coffee brands.

Threat of Substitutes: High - numerous alternatives, including homemade coffee, other cafes, and fast-food chains offering delivery.

Competitive Rivalry: Intense - competition from Dunkin', McDonald's, and independent coffee shops, all increasing their delivery and convenience options.

6. Nadler’s Types of Organizational Changes:

Tuning: because the company was already successful but proactively improve customer convenience and expand delivery options to meet growing consumer demand and to create convenience for customer. The change was incremental, as Starbucks already had digital and mobile-ordering capabilities, and the addition of delivery was an extension of existing services, rather than a fundamental shift in operations or response to an immediate crisis.

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1. Innovation and risk-taking: Average - Assessment Criteria and Learning Outcome change

2. Attention to detail: Low - Low facilities,

3. Outcome orientation: High - Focus on asm, high scoring

4. People orientation: Average - balance between students and university

5. Team orientation: Low - low teamwork activities

6. Aggression: Low - less team work --> low

7. Stability: High - Less change

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1. Innovation and risk taking: ISME has applied many modern teaching methods, international environment, encourage students to think out of the box, prepare many practical skills to adapt to working environment. (High)

2. Attention to detail: Advanced academic lessons require students to do research by themselves, providing students deep knowledge resources. (High)

3. Outcome orientation: assist students to have high competitive ability (critical thinking, problem solving,...) in labour market. (High)

4. People orientation: self-improvement during classes and career development through the mentor 1:1 program. (High)

5. Team orientation: Create teamwork in almost subjects, many clubs' activities and workshops, which helps students to grow in an international culture. (High)

6. Agressiveness: Let students seek chances by themselves in studying and working environment; competitiveness amongst grades, scholarships. (Medium)

7. Stability: ISME has many long-term partnership with UK universities (CU, UWE,...) with high reputations, ensure the quality and programs for every student. (High)

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SWOT Analysis of Starbucks’ Digital Shift:

Strengths:

1. Strong Brand Loyalty: Starbucks has a loyal customer base, which makes it easier to encourage customers to adopt new digital methods (e.g., mobile apps, rewards).

2. Technological Leadership: Starbucks already had a strong digital platform, and their experience in using technology for customer engagement (like the mobile app) made the shift more seamless.

3. Improved Customer Experience: Digital ordering reduces wait times, offers convenience, and enhances customer personalization with the use of data analytics.

Weaknesses:

1. Operational Complexity: Managing in-store, drive-thru, and digital orders simultaneously increased pressure on staff and created logistical challenges.

2. Digital Divide: Not all customers are comfortable with using technology to order coffee, potentially alienating a portion of the customer base.

3. Higher Investment in Technology: The shift required significant capital investment in updating the digital infrastructure and training employees to manage new systems.

Opportunities:

1. Increased Customer Data: The digital platform allows Starbucks to gather more data on customer preferences, enabling more personalized offers and targeted marketing.

2. Expansion of Revenue Streams: With an enhanced digital platform, Starbucks can further capitalize on delivery services and increase revenue beyond physical locations.

3. Global Reach: The expansion of digital services makes it easier for Starbucks to cater to international markets, especially those with a popular delivery culture.

Threats:

1. Competitive Pressure: Competitors like McDonald's and Dunkin' are also advancing their digital offerings, forcing Starbucks to innovate continuously.

2. Cybersecurity Risks: Increased reliance on digital platforms heightens the risk of data breaches, which could damage Starbucks' reputation.

3. Technological Glitches: If the digital platform malfunctions or has technical issues, it can disrupt the customer experience and lead to negative feedback.

Lewin’s Force Field Analysis of Starbucks’ Digital Shift:

Driving Forces:

1. Customer Demand for Convenience: Customers increasingly prefer the convenience of ordering online or through an app, a trend accelerated by the pandemic.

2. Efficiency in Operations: Digital orders streamline the in-store workflow, reducing physical interaction and improving order accuracy.

3. Adaptation to Health and Safety Needs: The pandemic made it necessary to offer low-contact services such as delivery and mobile ordering.

4. Loyalty Program Integration: Expanding the rewards system digitally drives more customer engagement and fosters brand loyalty.

5. Emerging Technology: The development of mobile payment solutions and AI-powered customer services provided opportunities for Starbucks to implement more advanced tech in operations.

Restraining Forces:

1. Employee Resistance to Change: Shifting to a digital model increased stress on baristas who had to manage both in-store and digital orders.

2. Higher Operational Costs: Investments in digital infrastructure, staff training, and logistics for delivery services created financial pressure.

3. Customer Adaptation: While some customers embraced digital ordering, others, especially older demographics, found it difficult to adjust to mobile apps and online ordering systems.

4. Technical Challenges: The transition required overcoming technical difficulties such as app crashes, payment failures, and ensuring smooth user experience across platforms.

Result of the Change:

Driving forces ultimately outweighed the restraining forces, as Starbucks has successfully implemented the digital shift. By 2023, the company had experienced increased digital sales, higher customer engagement through its rewards program, and improved efficiency in managing orders. The company also became better positioned to handle future shifts in consumer behavior, such as increased demand for online ordering and delivery services.

However, the change also brought challenges, particularly in operational complexity and managing increased costs, which Starbucks continues to address through ongoing improvements in technology and staff training. Overall, this strategic digital shift has helped Starbucks to remain competitive in a rapidly changing retail landscape.

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1. Introduction

Leicester Royal Infirmary, one of England's largest teaching hospitals, had 1,100 beds and 4,200 staff.

By the late 1980s, it was highly regarded for its efficiency, ranking near the top of NHS efficiency league tables.

Gained NHS trust status in 1993, increasing its independence from the Department of Health.

Despite these successes, it faced growing pressures due to local competition, NHS internal market reforms, and demands for greater cost-efficiency and shorter patient waiting times

2. Changes

Traditional cost-cutting measures were not viable, so the hospital introduced a comprehensive business process re-engineering strategy in 1994.

The focus was on redesigning two core processes: patient visits and diagnostic tests.

The goal was to shift from fragmented functional thinking to a more integrated, process-based approach, breaking down departmental silos.

Early experiments showed success, such as reducing neurology diagnosis time from 12 weeks to 1 day and hearing aid fitting from 14 months to 6 weeks.

These successes encouraged hospital-wide adoption of process-based re-engineering to improve efficiency and patient care.

3. SWOT

1. Strengths:

Strong reputation: The hospital was already known for its efficiency and high ranking in NHS league tables, which provided a solid foundation for change.

Innovation leadership: Early adoption of general managers, clinical directorates, and NHS trust status demonstrates a culture of embracing new ideas and change.

Successful pilot projects: Initial re-engineering efforts showed dramatic improvements in patient care, such as reducing wait times, proving the effectiveness of the change strategy.

Government support: The leadership secured additional government funding, providing the financial resources needed to support the ambitious transformation

2. Weakness:

Complex organizational structure: The existing fragmented functional structure created challenges in aligning departments and processes across the hospital.

Few easy cost-cutting targets: Earlier success in eliminating inefficiencies led to few easy targets for further cost cutting

3. Opportunities:

Increased efficiency: The change strategy aimed to make the hospital more efficient by integrating processes and reducing patient wait times.

Improved patient care: By streamlining diagnostic and care processes, the hospital had the opportunity to improve patient outcomes and satisfaction

Government funding: Secured additional resources for a major change program, enabling transformation.

4. Threats:

Increased local competition: Creation of three separate NHS trusts introduces direct competition for contracts and patients.

NHS market reforms: The NHS internal market introduced new competitive dynamics and pressure from primary care sectors, potentially disrupting the hospital’s position.

National efficiency targets: Continuous pressure to find new cost savings, challenging given LRI's already high efficiency.

IV. Lewin’s force field model

1. Driving Forces

Strong reputation: A well-established reputation for efficiency and innovation creates momentum for change, making it easier to build support internally and externally.

Innovation leadership: Early adoption of clinical directorates, general managers, and trust status demonstrates a willingness to embrace new approaches, providing organizational experience in managing change.

Successful pilot projects: Positive outcomes from initial re-engineering efforts (e.g., reduced wait times) act as proof that the change strategy can be effective, encouraging broader organizational buy-in.

Government support and funding: The leadership secured additional funding for the transformation, providing the financial backing needed to drive change and meet efficiency targets.

Opportunities for increased efficiency and patient care: The potential for improved efficiency and patient outcomes provides a clear incentive for change, as it aligns with both organizational goals and external pressures (like competition and NHS reforms).

2. Restraining Forces

Complex organizational structure: The hospital’s existing functional, fragmented structure makes it difficult to coordinate across departments and implement process-based changes efficiently.

Few easy cost-cutting targets: Earlier success in eliminating inefficiencies means there are few low-hanging fruits left, making it harder to meet further cost-cutting and efficiency targets.

V. TYPOLOGY

Adaptation – Funding acquisition and initial experiments:

Reactive Nature: The hospital's leadership sought government funding in response to external pressures such as increasing competition, NHS market reforms, and the purchasers push for cost-efficiency. While the hospital was already efficient, it needed extra resources to continue meeting these external demands, which makes the change reactive.

Incremental: The initial experiments in process improvement (e.g., reducing waiting times for neurology and hearing services) were targeted, small-scale changes that improved specific services. These changes were incremental as they focused on improving existing processes rather than overhauling the entire system.

Reorientation – Moving from a functional to a process-based structure:

Proactive Nature: Following the success of improving service quality, the move to a process-based organizational structure was driven by the hospital’s forward-thinking leadership, who recognized that a significant transformation was needed to address long-term challenges. This was not just a reaction to external pressures but a proactive strategy to ensure sustainable improvement.

Transformational: Shifting the entire hospital from a functional structure (where departments operated independently) to a process-based structure (focused on core processes like patient visits and diagnostic tests) was a radical transformation. This change aimed to fundamentally restructure the way the hospital functioned, breaking down departmental silos to enhance collaboration and efficiency.

VI. CONCLUSION

Leicester Royal Infirmary successfully addressed external pressures through a mix of incremental adaptations (e.g., funding and pilot projects) and transformational reorientation (shifting to a process-based structure). Despite challenges like organizational complexity and competition, leadership's proactive strategy and government support led to sustainable improvements in efficiency and patient care.

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Introduction

Starbucks is one of the world’s most recognizable coffeehouse chains, known for its high-quality coffee, inviting atmosphere, and innovative beverages. Founded in 1971 in Seattle, Washington, Starbucks has grown from a small coffee bean retailer to a global brand with thousands of stores worldwide. The company is celebrated for not only its expertly crafted drinks but also its commitment to sustainability and ethically sourced ingredients. With a focus on providing a welcoming "third place" between home and work, Starbucks offers a personalized coffee experience that has attracted a loyal customer base and has become a cultural icon in the coffee industry. This analysis will examine the impact of these changes on Starbucks using the SWOT analysis and Lewin Forcefield Model.

Changes at Starbucks

Starbucks has been undergoing several notable changes, including:

New store formats: The company has introduced new store designs with updated interiors, technology, and amenities to enhance the customer experience.

Delivery partnerships: Starbucks has partnered with delivery services like Uber Eats to expand its reach and convenience for customers.

Rewards program updates: The company has modified its rewards program to make it more accessible and attractive to a wider customer base.

Partner development: Starbucks has invested in its employees by offering new benefits, development opportunities, and support.

Gender pay equity: The company has committed to gender pay equity and expanded its pay equity program to multiple countries.

SWOT Analysis

Strengths

Strong brand recognition and loyalty: Starbucks has a well-established brand reputation and a loyal customer base.

Global presence: The company operates in numerous countries, providing a wide customer reach.

Innovative product offerings: Starbucks continuously introduces new products and beverages to cater to diverse customer preferences.

Strong partnerships: The company has formed strategic partnerships with various brands and delivery services.

Weaknesses

Market concentration: Starbucks relies heavily on the U.S. and China for revenue, making it vulnerable to economic fluctuations in those regions.

Dependency on coffee beans: Starbucks' business is heavily reliant on the availability and price of coffee beans.

Opportunities

Growing demand for premium, personalized beverages: There is a rising demand for high-quality and personalized coffee experiences, which aligns with Starbucks' offerings.

Expanding into new markets: Starbucks can continue to explore untapped markets and expand its global footprint.

Leveraging technology: The company can further utilize technology to enhance customer experiences, streamline operations, and improve efficiency.

Threats

Increasing competition: Starbucks faces competition from other coffee chains, independent coffee shops, and convenience stores.

Economic fluctuations: Economic downturns can impact consumer spending and affect Starbucks' sales.

Changing consumer preferences: Shifts in consumer tastes and preferences can pose challenges to Starbucks' product offerings.

Lewin Forcefield Model

Driving Forces

Growing demand for convenience: Customers increasingly value convenience, making delivery and mobile ordering services attractive.

Advancements in technology: Technological innovations can enhance customer experiences and improve operational efficiency.

Increasing focus on sustainability: Consumers are becoming more environmentally conscious, driving demand for sustainable products and practices.

Restraining Forces

High costs associated with changes: Implementing new initiatives and innovations can be expensive.

Resistance to change from employees: Some employees may resist changes to their routines or job responsibilities.

Regulatory challenges: Starbucks may face regulatory hurdles in different markets, which can hinder expansion and operations.

Typology

Reorientation is the most appropriate typology for Starbucks' changes because it aligns with two key characteristics: proactivity and transformational nature.

Proactivity

Strategic Planning: Starbucks has been actively planning and implementing these changes, demonstrating a proactive approach to adapting to the evolving market landscape.

Anticipating Trends: The company has likely identified emerging trends in consumer behavior, technology, and sustainability and has taken proactive steps to capitalize on these opportunities.

Transformational Nature

Shifting Strategies: Starbucks' changes, such as introducing new store formats, partnering with delivery services, and updating its rewards program, represent significant shifts in its operations and strategies.

Altering Customer Experience: These changes aim to fundamentally alter the customer experience, potentially impacting how customers perceive and interact with the brand.

Adapting to Evolving Market: Reorientation allows Starbucks to adapt to a changing market environment, such as increased competition, evolving consumer preferences, and technological advancements.

In summary, Starbucks' changes are not merely incremental adjustments but rather a deliberate and strategic effort to transform its business model and position itself for long-term success. This aligns closely with the characteristics of reorientation as a typology of organizational change.

Conclusion

Starbucks has successfully navigated various changes in recent years, leveraging its strengths and addressing its weaknesses. The company's ability to identify and capitalize on opportunities while mitigating threats has contributed to its continued growth and success. By effectively balancing driving forces and restraining forces, Starbucks can maintain its competitive position and adapt to the evolving market landscape.

Starbucks’ Digital Shift

In the past three years, one significant change Starbucks implemented was its shift towards a more digital-focused business model, especially driven by the impact of the COVID-19 pandemic. The company emphasized mobile ordering, delivery services, and loyalty program enhancements.

Enhanced mobile app with new features and user-friendly interfaces for digital ordering.

Partnerships with delivery services like Uber Eats and DoorDash to expand their reach.

New store formats like Starbucks Pickup stores, designed specifically for mobile orders.

Expanded and revamped loyalty program, offering flexible rewards and multiple payment options.

Investments in digital infrastructure and AI, improving both customer personalization and operational efficiency.

Training for employees to handle the complexities of digital and delivery orders while maintaining a smooth in-store experience.

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1. Introduction

Starbucks, founded in 1971, is one of the world's leading coffee chains, famous for its high-quality coffee products and friendly space, serving customers as a "third place" between home and work. Its aim is to create great experiences and connect with customers through innovative products and services.

At the 27th Annual Shareholders Meeting, CEO Roz Brewer shared about Starbucks' work to modernize the "third place" model, expand the customer loyalty program, cooperate in delivery and provide benefits to employees in an effort to experience the customer experience and attract talent in the context of a competitive labor market.

2. Changes

- Impove its store format in high-demand areas, especially the Financial District in New York.

- Starbucks has shifted its focus to digital services and streamlined delivery, through its partnership with UberEats, which now operates in 7 major cities.

- Adjusted its operations based on customer delivery needs, not only in urban areas but also in the suburbs.

- Loyalty program with more than 16 million members in the Starbucks Rewards program increase customer loyalty and provide sales.

3. SWOT Analysis:

Strengths

• Strong brand: Starbucks is a leading global coffee brand, with high recognition and loyalty from customers.

• Loyalty program: More than 16 million members in the Starbucks Rewards program increase customer loyalty and provide sales.

• Technology-integrated delivery: Delivery service has been developed in 7 major cities, combined with UberEats, bringing convenience to customers.

Weaknesses

• High price: Starbucks products are more expensive than many handmade products, which can limit access.

• Complexity in expanding digital services: Expanding digital services and delivery is difficult and complex.

Opportunities

• Expanding international markets: Potential for growth in emerging markets.

• Expanding new store formats: Focusing on convenience and speed in the benefit area to attract more customers.

• Strengthening digital service skills: Expanding delivery cooperation and developing online services.

Threats

• Strong competition: Competition from other coffee brands and alternative drinks.

• Competitive labor market: Pressure to increase wages and retain employees, but Starbucks has addressed this with a flexible benefits package and educational opportunities.

• Raw material price fluctuations: Coffee prices and raw material variables can affect profits.

4. Lewin force field model: Driving forces: Technological innovation, customer loyalty, delivery partnerships.
Restraining forces: High operational costs, competition, price sensitivity.

5. Types of Changes According to Nadler:

1. Tuning: Starbucks has been continuously improving its store format in high-demand areas, especially the Financial District in New York. This has not only increased customer access but also improved their experience by making it more unfriendly and convenient, meeting the needs of office workers for quick transactions.

2. Reorientation: Starbucks has shifted its focus to digital services and streamlined delivery, notably through its partnership with UberEats, which now operates in 7 major cities. This has allowed Starbucks to expand its service capabilities and make its products more accessible to customers, regardless of where they are.

3. Adaptation: The company has adjusted its operations based on customer delivery needs, not only in urban areas but also in the suburbs. This work demonstrates Starbucks’ ability to change its business model to suit the increasingly diverse habits and needs of consumers.

4. Recreation: Starbucks is introducing a new store format in urban markets, combining modern technology and convenience for customers. This not only attracts new customers but also refreshes the brand image, affirming Starbucks’ position as a “third home” between home and work. These new stores are designed to create a comfortable space, encourage connection and positive experiences for customers.

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Introduction

Starbucks is one of the world’s most recognizable coffeehouse chains, known for its high-quality coffee, inviting atmosphere, and innovative beverages. Founded in 1971 in Seattle, Washington, Starbucks has grown from a small coffee bean retailer to a global brand with thousands of stores worldwide. The company is celebrated for not only its expertly crafted drinks but also its commitment to sustainability and ethically sourced ingredients. With a focus on providing a welcoming "third place" between home and work, Starbucks offers a personalized coffee experience that has attracted a loyal customer base and has become a cultural icon in the coffee industry. This analysis will examine the impact of these changes on Starbucks using the SWOT analysis and Lewin Forcefield Model.

Changes at Starbucks

Starbucks has been undergoing several notable changes, including:

New store formats: The company has introduced new store designs with updated interiors, technology, and amenities to enhance the customer experience.

Delivery partnerships: Starbucks has partnered with delivery services like Uber Eats to expand its reach and convenience for customers.

Rewards program updates: The company has modified its rewards program to make it more accessible and attractive to a wider customer base.

Partner development: Starbucks has invested in its employees by offering new benefits, development opportunities, and support.

Gender pay equity: The company has committed to gender pay equity and expanded its pay equity program to multiple countries.

SWOT Analysis

Strengths

Strong brand recognition and loyalty: Starbucks has a well-established brand reputation and a loyal customer base.

Global presence: The company operates in numerous countries, providing a wide customer reach.

Innovative product offerings: Starbucks continuously introduces new products and beverages to cater to diverse customer preferences.

Strong partnerships: The company has formed strategic partnerships with various brands and delivery services.

Weaknesses

Market concentration: Starbucks relies heavily on the U.S. and China for revenue, making it vulnerable to economic fluctuations in those regions.

Dependency on coffee beans: Starbucks' business is heavily reliant on the availability and price of coffee beans.

Opportunities

Growing demand for premium, personalized beverages: There is a rising demand for high-quality and personalized coffee experiences, which aligns with Starbucks' offerings.

Expanding into new markets: Starbucks can continue to explore untapped markets and expand its global footprint.

Leveraging technology: The company can further utilize technology to enhance customer experiences, streamline operations, and improve efficiency.

Threats

Increasing competition: Starbucks faces competition from other coffee chains, independent coffee shops, and convenience stores.

Economic fluctuations: Economic downturns can impact consumer spending and affect Starbucks' sales.

Changing consumer preferences: Shifts in consumer tastes and preferences can pose challenges to Starbucks' product offerings.

Lewin Forcefield Model

Driving Forces

Growing demand for convenience: Customers increasingly value convenience, making delivery and mobile ordering services attractive.

Advancements in technology: Technological innovations can enhance customer experiences and improve operational efficiency.

Increasing focus on sustainability: Consumers are becoming more environmentally conscious, driving demand for sustainable products and practices.

Restraining Forces

High costs associated with changes: Implementing new initiatives and innovations can be expensive.

Resistance to change from employees: Some employees may resist changes to their routines or job responsibilities.

Regulatory challenges: Starbucks may face regulatory hurdles in different markets, which can hinder expansion and operations.

Typology

Reorientation is the most appropriate typology for Starbucks' changes because it aligns with two key characteristics: proactivity and transformational nature.

Proactivity

Strategic Planning: Starbucks has been actively planning and implementing these changes, demonstrating a proactive approach to adapting to the evolving market landscape.

Anticipating Trends: The company has likely identified emerging trends in consumer behavior, technology, and sustainability and has taken proactive steps to capitalize on these opportunities.

Transformational Nature

Shifting Strategies: Starbucks' changes, such as introducing new store formats, partnering with delivery services, and updating its rewards program, represent significant shifts in its operations and strategies.

Altering Customer Experience: These changes aim to fundamentally alter the customer experience, potentially impacting how customers perceive and interact with the brand.

Adapting to Evolving Market: Reorientation allows Starbucks to adapt to a changing market environment, such as increased competition, evolving consumer preferences, and technological advancements.

In summary, Starbucks' changes are not merely incremental adjustments but rather a deliberate and strategic effort to transform its business model and position itself for long-term success. This aligns closely with the characteristics of reorientation as a typology of organizational change.

Conclusion

Starbucks has successfully navigated various changes in recent years, leveraging its strengths and addressing its weaknesses. The company's ability to identify and capitalize on opportunities while mitigating threats has contributed to its continued growth and success. By effectively balancing driving forces and restraining forces, Starbucks can maintain its competitive position and adapt to the evolving market landscape.

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Volkswagen’s Transform 2025+ strategy is a complex, multifaceted case of organizational change.

Primarily, it fits within the re-creation category, as the company responded to a major crisis (the emissions scandal) with a strategic transformation focused on electric vehicles and new technology.

At the same time, re-orientation is evident in its anticipatory investments in electric motors, connected technology, and digital platforms.

Incremental changes like job cuts, cost reduction, and streamlining operations reflect adaptation, while shifts like expanding the SUV range and simplifying product offerings demonstrate tuning to anticipated market opportunities.

-> VW aimed not only to recover from its immediate crisis but also to position itself for future success in a rapidly evolving automotive industry.

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Reorientation: The company has realigned its strategy and goals, shifting to a new area of electric vehicles.

Adaptation: VW has adapted to changes in the market and society by meeting the demand for sustainable transportation and new technologies.

Tuning: The company has also adjusted its operations to align with the new strategy, such as decentralizing decision-making and reducing staff. However, the change at VW can also be seen as a form of re-creation, as the company is creating a new image for itself and building a different future compared to the past.

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INTRODUCTION ABOUT SEARS HOLDING CORPORATION

The specific subject of this case study is Sears - the subsidiaries of Sears Holdings. It is an American department store chain founded in 1892 by Richard Warren Sears and Alvah Curtis Roebuck and re-incorporated in 1906 by Richard Sears and Julius Rosenwald, starting as a mail-order catalog company that moved to opening retail locations in 1925, the first in Chicago. Sears was one of the biggest retailers in the US during the 1980s. Now, it offers a diverse range of products, including consumer electronics, outdoor living items, toys, lawn and garden equipment, food and consumables, and fashion. For many years, as owners of Kmart and Sears, Sears Holding's sales have been steadily declining, so they had to close lots of stores, including Sears. As of now, Sears has gone from 223 stores to 12 stores operating only domestically. The purpose of this report is to discuss the changes throughout the formation and development of Sears through PFF and SWOT model that led to the bankruptcy of Sears.

TYPOLOGY OF CHANGE

Tuning: Instead of maintaining simple retail activities of items such as tennis balls, children's clothes, torque, branches, etc. in large cities in the United States. Early 20th century: Sears optimized its mail-order service by expanding its product range and refining its logistics process. These improvements help increase efficiency and customer retention, consistent with the strategy of maintaining a leading position after the appearance of competitor Walmart. S even sold houses themselves and watches in the late 1800s. Sears Didn't Respond to the Crisis but Proactively Optimized Existing Processes When It Saw Opportunities in Suburban Development in 1926

Adaptation: As urban populations moved to the suburbs after World War II, Sears adapted by serving new needs such as home appliances and automotive equipment. Buying habits shifted to online, shopping, and e-commerce giants like Amazon, S began to slip. With competition from Walmart and the rise of online shopping, Sears started to respond by closing weak stores. Downsizing and cost-cutting are emergency measures to cope with falling sales and changes in the retail market. CEO filed for bankruptcy with $5.6 billion in debt

Reorientation: The first protest step to reorientation is to sell pieces of real estate. This move aims to prepare for strategic changes or respond to crises. Further, Sears' proactive action was to hire a man named Robert Wood who was involved in the Panama Canal project. He was a procurement officer for supplies, needed for this huge construction project. Finally, he worked for Montgomery Ward, Sears' biggest competitor, and he saw the future of cars and the change in the way people shopped.

Sears' re-creation can be understood as a major restructuring in the way the company operates to cope with the challenges of the changing retail market. Sears purchased a WLS radio station in Chicago and opened retail stores nationwide, including Atlanta. This is a major strategic change from the mail-order model to retail and radio, to expand brand influence and adapt to the shift in consumer shopping behavior. This decision not only improved the way they did business but also reshaped the entire way the company operated. Sears also implemented reinvention through business process reforms and closing ineffective stores amid declining sales.

SWOT Analysis

Strength

Sears has established itself as a formidable player in the retail landscape, particularly in the appliance sector, thanks to its long-standing reputation, commitment to quality, and strategic business maneuvers. With a legacy spanning 125 years, the brand is synonymous with reliability and value, making it a household name. By focusing on its strengths in high-quality appliances and effectively niching its offerings, Sears has differentiated itself in a crowded market. The merger with Kmart enhanced its competitiveness, expanding its reach and product range, while its robust distribution network has ensured that customer satisfaction remains a priority.

Weakness

Sears, once a dominant force in the retail sector, has faced significant weaknesses that have contributed to its decline. Key among these are mismatched leadership strategies, excessive cost-cutting measures, and a delayed approach to eCommerce. Under CEO Eddie Lampert, the company adopted a hedge fund management style that failed to align with changing consumer behaviors and technological advancements. Additionally, insufficient investment in infrastructure and misguided rapid diversification have further exacerbated its struggles. While the merger with Kmart initially appeared beneficial, it ultimately led to an unmanageable scale and significant store closures, highlighting a broader mismanagement of resources.

Opportunities

Sears has a great opportunity to digitally transform, although it is late, with a strong brand that can attract customers if it invests in e-commerce. Home services such as appliance repair and maintenance are still very potential and can grow if expanded. Sears can also reposition itself as a “retro” American icon, attracting nostalgic customers. Instead of going head-to-head with the big players, it should focus on niche markets such as construction tools and traditional furniture.

Threats

Sears is struggling to compete with strong rivals like Amazon and Walmart, having been slow to embrace e-commerce while its rivals have built advanced online and logistics systems. The shift toward online shopping makes it harder for Sears to keep market share, and their lack of investment in digital infrastructure is a growing threat. Financial instability from poor management, cost-cutting, and a failed Kmart merger has increased the risk of bankruptcy and made restructuring difficult. As the retail landscape rapidly evolves with new technology and rising customer expectations, Sears must adapt or face losing its competitive edge and risking elimination.

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Tuning (Incremental + Proactive): Initially, VW's efforts to promote "Clean Diesel" were incremental improvements in marketing and product offerings without addressing deeper emissions issues.

Adaptation (Incremental + Reactive): After the scandal broke, VW made small, reactive changes, such as buybacks and compensation, to comply with regulatory demands.

Reorientation (Transformational + Proactive): VW's shift to electric vehicles, aiming to release 30 models by 2025, represents a proactive and transformational change to rebrand as a sustainable automaker.

Re-creation (Transformational + Reactive): The scandal forced VW into a reactive, transformational overhaul, including leadership changes, legal settlements, and a move away from diesel technology.

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1. Innovation and Risk-Taking:

Rating: High

Example 1: The ISME Entrepreneurship Talks competition is an opportunity for students to develop business ideas, gain exposure to start-up practices.

Example 2: Innovation fairs such as the ISME Innovation Fair help students demonstrate their creativity in developing products and ideas.

Example 3: Students can test and present their projects to a panel of experts in start-up competitions, an environment that accepts the risk of success and failure.

2. Attention to Detail:

Assessment: High. IBD requires students to adhere to high academic standards and pay attention to detail, especially in exams and score requirements.

Example 1: Students must meet strict English language requirements such as IELTS (minimum 6.0, no skill below 5.5)

Example 2: IBD's entrance exam includes a comprehensive test with Math, Logic and Vietnamese content, requiring students to pay attention to every small detail

3. Outcome Orientation:

Assessment: High - The IBD program focuses on academic results and international certificates, ensuring that students achieve clear results.

Example 1: ISME aims to train students to become managers and leaders with the ability to work in an international environment, helping students achieve good output results both academically and professionally

Example 2: Students must meet academic and interview requirements before being accepted into the program, ensuring that output criteria for skills and knowledge are maintained

4. People Orientation:

Assessment: High. ISME cares about the personal development of students and creates conditions for them to develop soft skills.

Example 1: Stabilility organizes many extracurricular activities, seminars and events to help students improve their communication and teamwork skills

Example 2: The program supports students through international exchange opportunities, allowing students to be exposed to different cultures and learning styles​

Example 3: Orientation Week events are dedicated to new students, helping them to get acquainted with the learning environment and establish relationships with friends and lecturers​

5. Team Orientation:

Rating: High. ISME encourages collaboration and teamwork through group projects and activities.

Example 1: Students often participate in group projects throughout their studies, developing their collaboration and team management skills​

Example 2: Entrepreneurship competitions and projects require students to work in groups to develop business ideas, thereby strengthening their teamwork skills​

Example 3: Events such as My Smart Choice 2024 encourage students to work together to organize and manage events, helping to improve management and leadership skills.

6. Aggressiveness

High - The program promotes healthy competition, helping students strive to excel and achieve high results.

Example 1: Entrepreneurship and innovation competitions require students to compete with each other for prizes and development opportunities.

7. Stability

Moderate: ISME maintains a stable leadership and organizational structure, providing consistency. “Towards improving quality, optimizing efficiency to ensure the best and sustainable use of resources; a long-term vision is emphasized to ensure continuous development.”

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A TYPOLOGY OF ORGANIZATIONAL CHANGE (VW Case)

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A TYPOLOGY OF ORGANIZATIONAL CHANGE (VW Case)

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Phase 1: Re-creation

- Modifying, and adjusting car functions such as AI programming, lean production process

- Quality control

- VW scandal -> recalling millions of cars, and shifting focus towards rebuilding its brand reputation.

- the $10 billion buyback program

Phase 2: Reorientation

- Volkswagen’s “New Auto” strategy, launched in 2021, to transition from a traditional automaker to a leader in electric vehicles (EV) and software-based mobility services.

- investing heavily in EV technology, battery production, and autonomous driving systems.

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Discussion Collaboration Tool (Lewin's force field model)

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Discussion Collaboration Tool (Lewin's force field model)

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Driving: clear vision of the board of directors, potential of new product.

Restraining: belief of manager, the quality of current product.

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Confident, sociable, funny

Goal: First-class, Travel around the world, Expand Self-knowledge

Module expectation: get more knowledge that support for assignments and for work

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3 words: Sociable, friendly and kind

Goals: traveling and exploring 63 provinces of Vietnammm

Module expectation: Learn more about Innovation Changes, achieve the best grade in my aptitude

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5 Forces Analysis

1: Competitor

In the retail sector, specifically in America, Sears has always been facing extreme rivalry threats from formidable competitors, typically the three industry giants: Target, Walmart, and Amazon.

Target

Target is one of Sears' three major competitors, with a huge advantage in strategic offline distribution centers combined with generous investment in developing omnichannel experiences.

Target put its brick-and-mortar locations to work as a core component of a digital strategy, where it would leverage its physical facilities to fulfill the orders of digital customers

In recent year, Target has actively expanding their general merchandise product offerings, adding more perishable groceries into their catalogs.

Walmart

Founded in 1962, Walmart is considerably the largest retailer and grocery chain in America nowadays. With its monopoly advantage in scale and scope of operations, Walmart has easily surpassed Sears in almost every aspect at the present time.

With a smart start, since its inception, Walmart has gently penetrated the right ungratified niche market of the retail industry: discount stores and convenience stores.

Amazon

Amazon is now considered a major competitor to Sears, not a newcomer like in the early 21st century.

It could be said that Amazon is one of the largest and earliest successful retail organizations in anticipating the trend of online shopping in the US. An online book seller that started in 1994 has now become an e-commerce company that offers a wide-range of products to hundreds of millions of customers all over the world.

The key to Amazon's resounding success today is its unparalleled online consumer experience. Owing to its many excellent shopping services, including free and quick delivery, enticing membership policies, attractive incentives from subscription services, and many other support services, Amazon has gained prominence in the context of online consumption patterns of customers, progressively becoming popular worldwide

2: Substitutes

The rise of e-commerce

One of the most significant alternatives to conventional retail is e-commerce platforms. The manner in which consumers shop has been transformed by websites such as Amazon, eBay, which provide a convenient alternative to physical stores. Without entering a physical store, consumers have the ability to peruse, compare prices, and read reviews online. This transition has significantly diminished the necessity for physical stores such as Sears, as consumers opt for the convenience of shopping from home, which also provides more competitive pricing and frequent discounts.

Home delivery and subscription services

The increasing prevalence of home delivery services and subscription models serves as a substitute to in-store shopping. Amazon Prime, Stitch Fix, and Instacart are among the companies that deliver goods directly to customers' doorsteps, thereby eliminating the necessity of visiting a physical store. Throughout the COVID-19 pandemic, these services experienced substantial growth in popularity. They replace the conventional retail experience that Sears relies on, providing both consistency and convenience.

Niche stores and social media retail

Social media-driven retail and specialty online stores are further substitutes. Specialized online stores now enable consumers to acquire distinctive or niche products, which offer a more personalized experience. In the same vein, social commerce, which involves the marketing and sale of products through platforms such as TikTok or Instagram, has become an increasingly effective alternative to physical retail stores.​

3: Suppliers

Weak bargaining power of Suppliers

The bargaining power of suppliers in the retail industry is particularly vulnerable when they are dealing with large chains such as Sears. This is the result of the overwhelming size and influence of major retailers, which have the ability to exert substantial pressure on suppliers in relation to pricing, payment terms, and delivery schedules. Historically, retailers such as Sears have imposed strict delivery deadlines, extended payment terms, and low profit margins on suppliers through standardized contracts. This has resulted in complaints of "retailer tyranny", in which suppliers are left with limited negotiation space.

House brands and private labels

The capacity of Sears to manufacture and distribute private-label products provides it with a competitive edge over its suppliers. Sears reduces its dependence on external suppliers by creating its own in-house brands, which it then leverages to negotiate more favorable terms. Sears' ability to source from alternative in-house options when external vendors are unwilling to meet demands further reduces suppliers' bargaining power.

The changing global supply chain

The dynamics have been slightly altered by recent disruptions in global supply chains, particularly during and after the COVID-19 pandemic. In certain instances, suppliers have gained more leverage as a result of increased logistics costs, shipping delays, and raw material shortages. Sears, a retailer that relies on a consistent supply of goods, has encountered challenges in maintaining inventory levels. As a result, they have been compelled to adapt and occasionally offer more favorable terms to secure their supply.

4: Customers

Shoppers at large retail stores are picky and look for places with good service and fair prices. They pay close attention to prices, easily comparing products and finding cheaper options elsewhere. This forces Sears to reduce its prices. Additionally, consumers have numerous alternatives to Sears, from online retailers to discount stores, making it easy for them to switch.

With the growing shift to e-commerce, buyers prefer the convenience of online shopping, a trend that Sears was slow to embrace. Modern consumers also expect a more personalized shopping experience, including curated options and unique, individualized services, which Sears struggled to provide compared to its competitors. As a result, Sears faced significant price pressure, leading to lower profit margins, losing customers, and declining customer loyalty.

5: New entrants

The retail industry faces a significant threat from new entrants, fueled by the ease of starting an e-commerce business that lowers traditional barriers to entry.

New entrants can effortlessly launch online stores at minimal cost, directly challenging established retailers like Sears. These new businesses compete directly with big names like Sears by selling products straight to customers at lower prices, cutting out intermediaries. Additionally, these startups capitalize on modern technology advances to enhance the shopping experience through innovations that Sears was slow to adopt.

Consequently, as more agile companies offered superior products and experiences while embracing rapid change in the retail landscape faster than ever, they gained market share over slower innovators like Sears, who needed to be updated amidst growing competitive pressures.

Conclusion

Once a household brand in the retail industry, Sears finds itself in a difficult position. Due to the fast move to online shopping and the emergence of formidable competitors such as Target, Walmart, and Amazon, Sears is finding it difficult to stay competitive. Previously, the firm prospered by adjusting to the evolving demands of its clientele; nevertheless, its tardy entry into e-commerce and mishandled managerial choices have caused damage.

There is still hope despite its difficulties. With the correct emphasis on specialized markets and digital change, Sears might potentially make a resurgence in the home appliances and services sector, which is one of its strongest suits. Nonetheless, there is a lot of rivalry, and the retail industry is changing quickly. Sears must be brave in order to be relevant—reinvent itself, embrace technology, and focus on its strengths.

Although the company's past demonstrates its capacity to adapt and expand when necessary, Sears now more than ever has to take bold action to reclaim its position in the market. What happens to it next will determine if it becomes a thing of the past or if it survives and thrives in the contemporary retail environment.

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1.     Driving Forces for Change (towards digital cameras):

- Head of market research sees a clear trend towards digital

- Digital camera technology is becoming viable

- Adapting could ensure long-term survival regarding competitiveness

2.     Restraining Forces (against change, favoring analog cameras):

- Recent major investment on new analog production plant

- Company's long history with analog technology

- Belief that analog picture quality is superior

- Production manager (board member) against the change

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Driving forces:

advancement in internal communication

digitization communication tool

Restraining forces:

security problem: hacker attacks

no reasonable to change

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Director: Thảo (4.5), Uyên (4.75), Trà (4), Minh Thư (4.25)

Coach: Thảo (4.5)

Navigator: Anh Thu (4.75),

Interpreter: Trà (4)

Caretaker: X.Tùng (3.75)

Nurturer: Kiều Trang (3.5)

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Discussion Collaboration Tool (Lewin's force field model)

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Discussion Collaboration Tool (Lewin's force field model)

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Driving forces

Pharmaceutical industry

The management

IT department

Well-known provider

Issue of current internal communication and document storage

Restraining forces

The sophisticated changing process

Retaining cost, staff adaptability

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Re-creation: VW's response to the scandal fits re-creation, as the organization had to implement reactive, strategic transformational changes. The crisis forced the company to respond to legal, regulatory, and consumer trust issues. These changes were not part of a proactive strategic shift but rather were necessitated by the severity of the scandal.

Re-orientation: After addressing the immediate crisis, VW initiated a longer-term re-orientation towards electric vehicles (EVs) and cleaner technology, aiming to reshape its brand and align with global sustainability trends. This was a proactive strategic change aimed at transforming its image and future business direction.

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Lovely, Optimistic, Creative, Funny

First class honor

Shows the best results💪🏻

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Discussion of the introduction of a Collaboration Tool

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Discussion of the introduction of a Collaboration Tool

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cute - ambivert - conflict

goal: can purchase and protect what's important to me

Module expectation: enjoy the class and get "wow" knowledge

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Mixtrovert, Sporty, Discipline

Financial Freedom

To open my mind, to know more, to learn more

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Name: Mai Hanh

3 words: friendly, creative, outgoing

Goals: become business woman

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Friendly, Sleepy, Lazy

Goal: happy and graduation

Module expectation: First Class

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3 words: extrovert, funny, friendly, creative

Goal: Complete the course with second class

Module schedule: Having quality relationship, having more experiences

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Introvert, Lovely, Friendly

Goal: having own business, graduate, study abroad, traveling

Module expectation: achieve first class

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3 words: Work hard, play hard, dream big

Goal: First-class, be happy, travel around the world, Get scholarship and study abroad

Mdule expectation: Apply knowledge and definitions in the subject to work

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3 words: friendly, introvert, kind

Goals: graduate first class, study abroad

Module expectation: >70