Identifying your Organization: the Starbucks Organization

Begin by thinking about the organization you have chosen that encompasses both the concept of sustainability and the need to apply strategic thinking. Please refer to the handout, “Sustainable Solutions Paper—Identifying a Potential Organization” for specific guidance on identifying an organization for your Sustainable Solutions Paper.
In your Proposal, identify the organization you have selected and place it in context; then specify its relevance for study, providing supporting evidence as needed. Your initial proposal should be approximately two substantive paragraphs.

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Research and references for this section
Book: Harvard Business School Press. (2005). Strategy: Create and implement the best strategy for your business. Boston, MA: Author.
• Introduction
• Chapter 1, “SWOT Analysis I: Looking Outside for Threats and Opportunities” p. 1-15
• Chapter 2, “SWOT Analysis II: Looking Inside for Strengths and Weaknesses” p. 17-28
• Chapter 3, “Types of Strategy: Which Fits Your Business?” p. 29-46
• Chapter 4, “Strategic Moves: The Mechanisms of Success” p. 48-60
• Chapter 5, “From Strategy to Implementation: Seeking Alignment” p. 61-75
Book: Senge, P., Smith, B., Kruschwitz, N., Laur, J., & Schley, S. (2010).The necessary revolution: How individuals and organizations are working together to create a sustainable world. New York, NY: Doubleday.

Identifying your Organization: the Starbucks Organization: Order Custom Essay

• Chapter 1, “A Future Awaiting Our Choices”
• Chapter 9, “Positioning for the Future and the Present”
• Chapter 11, “Building Your Case for Change”
Articles
• Porter, M.E. & Millar, V.E. (1985). How information gives you competitive advantage. Harvard Business Review, 63(4), 149-161. Retrieved from ABI/Inform Global database.
• NetMBA.com. (2007). The value chain. Retrieved December 5, 2008, from http://www.netmba.com/strategy/value-chain
• Freemen, R. E, Gilbert, Jr. D. R., & Hartman, E. (1988). Values and the foundations of strategic management. Journal of Business Ethics, 7(11), 821-834. Retrieved from Business Source Premier database.
• Kaplan, R. S. & Norton, D. P. (2008). Mastering the management system. Harvard Business Review, 86(1), 62-77. Retrieved from Business Source Premier database.
• Mintzberg, H., & Hunsicker, J. Q. (1988). Crafting strategy. McKinsey Quarterly, 3, 71-90. Retrieved from Business Source Premier database.
• Porter, M. E. (2008). The five competitive forces that shape strategy. Harvard Business Review, 86(1), 78-93. Retrieved from Business Source Premier database.
Handouts/Study Notes

Identifying your Organization: the Starbucks Organization: Order Custom Essay

• Integrated Essay Guidelines
• Sustainable Solutions Paper — Identifying a Potential Organization
• Freeman, R. E. & McVea, J. (2001). A stakeholder approach to strategic management. Retrieved December 4, 2008, from http://papers.ssrn.com/sol3/papers.cfm?abstract_id=263511
• How to Prepare an Annotated Bibliography Entry
• Handout: The Resource Transformation Process & Competitive Advantage: A Detailed, Process-Oriented Typology of Organizational Resources & Implications for SWOT Analysis
(Section 2) Applying Traditional Strategic Thinking Tools
Apply traditional strategic thinking tools in this section of the paper.
Please see the handout, Sustainable Solutions Paper—Applying Strategic Thinking Tools, Part I, for a fuller description of the following required traditional framing analyses:
• Stakeholder Identification and Value Analysis
• General Force Analysis
• Porter’s Five-Forces Industry Analysis
• Detailed Value Chain Analysis
• Detailed SWOT/SCOT Analysis
• Key Success Factors: Integrating the Analysis
Be sure to continue using the template: SSP Template. For more information about the final SSP deliverable, please review the Sustainable Solutions Paper Application Rubric, presented as a separate attachment.

Identifying your Organization: the Starbucks Organization: Order Custom Essay

Research and references for this section
Book: Harvard Business School Press. (2005). Strategy: Create and implement the best strategy for your business. Boston, MA: Author.
• Chapter 6, “Action Plans: The Architecture of Implementation” p. 77-94
• Chapter 7, “How to Stay on Course: Sensing and Responding to Deviations from Plan” p. 95-108
• Chapter 8, “The People Side of Implementation: Getting the Right People on Board” p. 109-120
• Chapter 9, “Strategy as Work-in-Progress: Keep Looking Ahead” p. 121-136
Book: Stacey, R. (2013). Strategic management and organisational dynamics: The challenge of complexity (Laureate Education, Inc., custom ed.). Essex, England: Pearson Education Limited.
• Chapter 4, “Thinking in Terms of Strategic Choice: Cybernetic Systems, Cognitivist and Humanistic Psychology” p. 64-97
• Chapter 5, “Thinking in Terms of Organisational Learning and Knowledge Creation: Systems Dynamics, Cognitivist, Humanistic and Constructivist Psychology” p. 98-125
• Chapter 7, “Thinking About Strategy Process from Systematic Perspective: Using a Process to Control a Process” p.148-171
Articles
• Hamel, G., & Prahalad, C. K. (2005). Strategic intent. Harvard Business Review, 83(7-8). Retrieved from Business Source Premier database.
Porter, M. E. (1996). What is strategy?. Harvard Business Review, 74(6), 61-78. Retrieved from Business Source Premier database.
• Wheeler, D., Colbert, B., & Freeman, R. E. (2003). Focusing on value: Reconciling corporate social responsibility, sustainability and a stakeholder approach in a network world. Journal of General Management, 28(3), 1-28. Retrieved from Business Source Premier database.
• Mintzberg, H., & Lampel, J. (1999). Reflecting on the strategy process. Sloan Management Review, 40(3), 21-30. Retrieved from Business Source Premier database.
• Chang, D. S. & Sun, K. L. (2007). Exploring the correspondence between total quality management and Peter Senge’s disciplines of a learning organization: A Taiwan perspective. Total Quality Management & Business Excellence, 18(7), 807-822. Retrieved from Business Source Premier database.
• Kunsch, P. L., Theys, M., & Brans, J. P. (2007). The importance of systems thinking in ethical and sustainable decision-making. Central European Journal of Operations Research, 15(3), 253-269. Retrieved from Business Source Premier database.
• Mintzberg, H. (1990). The design school: Reconsidering the basic premises of strategic management. Strategic Management Journal, 11(3), 171-195. Retrieved from Business Source Premier database.
• Mintzberg, H. (1994). The fall and rise of strategic planning. Harvard Business Review, 72(1), 107-114. Retrieved from Business Source Premier database.
• Porter, M. E. (2008). The five competitive forces that shape strategy. Harvard Business Review, 86(1), 78-93. Retrieved from Business Source Premier database
Handouts/Study Notes
• Sustainable Solutions Paper—Applying Strategic-Thinking Tools, Part I
• Sustainable Solutions Paper—Applying Strategic-Thinking Tools, Part II
• How to Prepare an Annotated Bibliography Entry
(Section 3) Extending and Re-Framing the Sustainable Solutions Paper
Apply your understanding of organizations as complex adaptive systems, expanding the scale and scope of your analysis for your Sustainable Solutions Paper.
Please see the detailed handout titled, “Sustainable Solutions Paper—Complexity Analysis,” for a fuller description of the following required systems expansion analyses:
• Fitness Landscape Translation Analysis
• Boid Analysis: Rules for your topic?

Identifying your Organization: the Starbucks Organization: Order Custom Essay

• Ray’s Simulation Translation & Fishing Simulation Translation: Industry Evolution Modeling
Be sure to continue using the template SSP Template. For more information about the final SSP deliverable, please review the Sustainable Solutions Paper Application Rubric
Research and references for this section
Book: Stacey, R. (2013). Strategic management and organisational dynamics: The challenge of complexity (Laureate Education, Inc., custom ed.). Essex, England: Pearson Education Limited.
• Chapter 10, “The Complexity Sciences: The Sciences of Uncertainty” p. 234-261
• Chapter 11, “Systemic Applications of Complexity Sciences to Organisations: Restating the Dominant Discourse” p. 262-295
Book: Senge, P., Smith, B., Kruschwitz, N., Laur, J., & Schley, S. (2010).The necessary revolution: How individuals and organizations are working together to create a sustainable world. New York, NY: Doubleday.
• Chapter 2, “How We Got into This Predicament” p. 14-32
• Chapter 3, “Life Beyond the Bubble” p. 33-41
• Chapter 4, “New Thinking, New Choices” p. 42-56
• Chapter 8, “Risks and Opportunities: The Business Rationale for Sustainability” p. 101-118
• Chapter 9, “Positioning for the Future and the Present” p. 119-139
• Chapter 16, “Convening: Get the System in the Room” p. 234-249
Chapter 19, “Innovation Inspired by Living Systems” p. 285-291
• Chapter 20, “Unleashing Everyday Magic” p. 292-301
• Chapter 22, “From Low-Hanging Fruit to New Strategic Possibilities” p. 310-323
Articles

Identifying your Organization: the Starbucks Organization: Order Custom Essay

• Carlisle, Y., & McMillan, E. (2006). Innovation in organizations from a complex adaptive systems perspective. Emergence: Complexity & Organization, 8(1), 2-9. Retrieved from Business Source Premier database.
• Lichtenstein, B. B., Uhl-Bien, M., Marion, R., Seers, A., Orton, J. D., & Schreiber, C. (2006). Complexity leadership theory: An interactive perspective on leading in complex adaptive systems. Emergence: Complexity & Organization, 8(4), 2-12. Retrieved from Business Source Premier database.
• Morçöl, G. (2005). A new systems thinking: implications of the sciences of complexity for public policy and administration. Public Administration Quarterly, (3), 297-320. Retrieved from ABI/INFORM Global database.
• Plowman, D. A., Baker, L. T., Beck, T. E., Kulkarni, M., Solansky, S. T., & Travis, D. V. (2007). Radical change accidentally: The emergence and amplification of small change. Academy of Management Journal, 50(3), 515-543. Retrieved from Business Source Premier database.
• Senge, P. M., Lichtenstein, B. B., Kaeufer, K., Bradbury, H., & Carroll, J. S. (2007). Collaborating for systemic change. MIT Sloan Management Review, 4
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