Скачать или смотреть MBA501-A1 Dynamic Strategy and Disruptive Innovation Sample

Summary
It has been summarised that in order to stay competitive in the marketplace and attain the desired outcomes in the long-run, the organisations are required to focus more and more on areas such as innovations (Haucap and Stiebale, 2016). Here, the case study of MHS (Millennium Health Science) which was founded in the year 1968 by two scientists has been taken into consideration. The company in the provided case focused on introducing tested and effective products with regards to skin care. It has also been summarized that it was the high innovative spirit of the company owners which have resulted in the development of new tracks and routes of success for MHS.
From the assessment of the internal perspective of MHS, it has been identified that in MHS, the culture is directed towards encouraging the staff members to ask less questions and follow the order properly (DiMasi, Grabowski and Hansen, 2016). On the other side of this, the HR practices within MHS are inclined towards providing more preference to people who have microbiology or pharmacology background. The use of top down structure of management has been carried out by the business and the decision making has been concentrated in the hands of general manager and executives at the senior level. Much time is considered in the process of allocation of the resources. Thus, it is suggested that the entire process of resource allocation needs to be improved within MHS.
From the external perspective assessment, it has been evaluated that the organisation in the provided case has been able to maintain proper and adequate consistency in terms of giving dividend to the shareholders. In addition to this, plans and strategies are also developing so that satisfactory relationship in the long term can be developed with the shareholders. On the contrary to this, it can be summarized that the regulatory conditions for carrying out business operations are very strict in case of MHS as proper testing of drug needs to be done before introducing the same into the market (Schuhmacher, Gassmann and Hinder, 2016). A strong focus is also needs to be provided on areas such as maintaining intellectual property and saving innovation through patent and copyright. It is suggested that MHS should now focus more on setting up partnership or forming collaboration with other businesses in the industry for its R&D units.
The assessment of marketing perspective of MHS has reflected the fact that skincare clinics, paramedical businesses, doctors and beauticians are the primary customers of MHS. Majority of the people in the marketing team are from background of microbiology or pharmacology and this has further resulted in creating issues for the business. It has been suggested that a strong focus should be provided by MHS towards hiring people from marketing and sales background.
Here, the assessment of the technological perspective of MHS has reflected the fact that a culture of innovation has been developed by the organisation but it is only restricted to the top management. It means that the degree of innovations and creativity at the middle and lower level is very low and this has further resulted in creating complications for the entire business (Ding, Eliashberg and Stremersch, 2016). Here, the teams with regards to R&D can be termed as highly effective within MHS as the teams includes people with strong background and experience in the field of microbiology or pharmacology. The effectiveness of the R&D teams within MHS can be also reflected by the fact that at present there are many companies in the market which wants to carry out collaboration with MHS. Here, it has been recommended that the culture of innovation should be also implemented at the middle and lower level.
 
References
DiMasi, J.A., Grabowski, H.G. and Hansen, R.W., 2016. Innovation in the pharmaceutical industry: new estimates of R&D costs. Journal of health economics, 47, pp.20-33.
Schuhmacher, A., Gassmann, O. and Hinder, M., 2016. Changing R&D models in research-based pharmaceutical companies. Journal of translational medicine, 14(1), p.105.
Ding, M., Eliashberg, J. and Stremersch, S., 2016. Innovation and marketing in the pharmaceutical industry. Springer-Verlag New York.
Haucap, J. and Stiebale, J., 2016. How mergers affect innovation: Theory and evidence from the pharmaceutical industry (No. 218). DICE Discussion Paper.