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Tentamen (uitwerkingen) ASM1 Strategie En Marketing - 5.4 Strategie in de eigen organisatie
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Sjabloon voor te beoordelen opdracht 5.4 “Strategie in de eigen organisatie”Opdrachtnummer
(2 cijfers, taak en opdracht)
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1. Introduceer uw organisatie bij het eerste punt en omschrijf zo helder mogelijk de vier
bouwstenen van de ‘ corporate mission’ van uw organisatie.
1. Organizational purpose
The organizational purpose according to De Wit (2020, p. 133) is "the reason for which an
organization exists." Accenture focuses on what its clients need in terms of technology, regardless
of industry. Accenture's organizational purpose is to help its clients transform to today's digital
world within their industry (Accenture, 2020, p. 3).
2. Organizational beliefs
According to De Wit (2020, p. 133) a company must ensure that its employees have the same
fundamental strategic beliefs. De Wit (2020, p. 133) states the following "the stronger the set of
shared beliefs subscribed to by all organizational members, the easier communication and
decision making will become, and the more confident and driven the group will be."
Accenture named a number of aspects to ensure shared beliefs. The company states that its
employees have specialized skills that determine the competitive position of the company. In
addition, the company wants every employee to be able to develop themselves through training
and further education in order to get the best out of themselves. An important part of this aspect is
the company's commitment to inclusion and diversity. The other important aspect is the
organization-wide shared 'Code of Business Ethics' that should ensure that the company can
deliver the best results to its customers (Accenture, 2020, p. 3).
3. Organizational values
According to De Wit (2020, p.133), each person has their own values and a certain belief of what
should be good. However, it is important for an organization that its employees have common
values. This increases and elevates the identity of the company.
Accenture has clearly established organizational values. These values are integrated with the
strategy they employ. Accenture employs a growth strategy, which starts with understanding
customer demand and needs. Furthermore, Accenture has defined the three most important
factors that belong to their growth strategy: our people, our commitment and our foundation
(Accenture, 2020, p. 3).
Within the element 'our people' it is described that Accenture employees are specialists in each of
their fields, in order to distinguish themselves from the competition. In addition, Accenture strives
to ensure that every employee can develop in the direction in which he or she wants to go and
everyone supports inclusion and diversity. Within the aspect 'our commitment' it is described that
the focus lies on technology and human ingenuity. This thinking is supported by the 'Code of
Business Ethics'. In this way, customers and partners should have confidence that the company
, can deliver good results. The last element 'our foundation' that is part of Accenture's growth
strategy describes the sustainable added value that the company wants to create for
shareholders. Shareholders are very important to the company (Accenture, 2020, p. 3).
4. Business definitions
Business definitions are important, in order to establish a clear direction of where a company
wants to focus and develop (De Wit, 2020, p. 133). This creates a business definition that is
guiding to distinguish opportunities from distractions.
Accenture has five services within which they operate and have placed their focus. These are
strategy and consulting, interactive, technology and operations. Within these services they offer
digital innovative capabilities in combination with the progressive culture within the company. "We
are uniquely able to deliver this transformation because of our ability to bring applied innovation
and deliver 360-degree value for our clients" (Accenture, 2020, p. 3). Accenture tries to look
beyond just a business case within a service, by also looking at whether they can help the client
advance in the area of inclusion and diversity. By delineating the scope of services, the company
can fully focus on the developments within these services and excel in them.
2. Beoordeel de ‘salience’ van drie interne en drie externe stakeholders van uw
organisatie.
According to Freeman (Freeman, in Mitchell, Agle & Wood, 1997, p. 854), the definition of a
stakeholder is "any group or individual who can affect or is affected by the achievement of the
organization's objectives." The position of a stakeholder is determined by three components, which
consist of power, legitimacy and urgency of a stakeholder. Stakeholder salience is defined as "the
degree to which managers give priority to competing stakeholder claims" (Mitchell et al. 1997, p. 854).
Mitchell et al. (1997, p. 872) then classifies these stakeholders into groups consisting of latent,
expectant and highly salient stakeholders.
Intern:
Employees
Accenture's annual report reveals that its employees are important stakeholders for the company.
Employees are one of the three important pillars that belong to the company's strategy (Accenture,
2020, p. 3). Employees have power because they perform the work and without them the company
does not function. This allows them to exert certain pressure on management. According to Mitchell et
al. (1997, p. 861), legitimacy exists when the company has a contract/relationship with a stakeholder.
Since employees are employed by Accenture, legitimacy exists. Mitchell et al. (1997, p. 867) describes
urgency as "we...the degree to which stakeholder claims call for immediate attention.'' If there is a
‘claim’ from employees, the need to respond quickly is important. This is because of the position they
hold within the company (are an important part of the strategy) and have power and legitimacy.
According to Mitchell et al. (1997), this stakeholder can be described as a 'definitive' stakeholder,
because it has power, legitimacy and urgency.
Executive officers
Accenture's annual report presents the executive officers team, which consists of 10 members
(Accenture, 2020, p. 8-9). Each of them has their own responsibility within organization and are
responsible for leading the company. They have power over the "Accenture Leadership" team that
consists of the most senior leaders, which consists of about 40 people. The degree of power,
legitimacy and urgency is related to their functions and roles. Since they set the course, the rest of the
organization will follow it and act accordingly. As a result, it can be concluded that they have power
and legitimacy. The same is valid for urgency, since when executive officers make a certain choice,
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