COMPILATION_OF_ACADEMIC_WRITING_ASSIGNMENTS(2).pdf

STRATEGIC LEADERSHIP & HR MANAGEMENT -7Bus2039
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Your Name
Course Name and Number
Name of Professor
Institutional Affiliation
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Introduction and Overview
While the baby steps enunciated by corporate giants like Netflix was to create an ethereal
corporal entity, it is more importantly the human resource strategy that has been recognized to
be the vital interlink to business strategy and perpetual organizational excellence!
While the CEO of Netflix, Reed Hastings created an American Subscription company for live
streaming and production of marketable media, he also had a Vision and a Mission to not just
revolutionize the way in which entertainment could be watched with more ease and convenience
but also create a much needed ‘company culture’ that would eventually ‘Eat Strategy for
Breakfast’!
This emphasized the need for restructuring and rethinking about the way in which Human
Resource Management could transition from a purely traditionalistic approach to HR
management. This is in order to holistically link and strategically align the business strategy of
an Organization to its Human Resource Management strategy in order to achieve ‘Operational
Excellence’ and ‘Business Sustainability’ through a higher degree of ‘Organizational
Effectiveness’.
Reed Hastings seemed to have been one of the pioneers who actually believed that to become an
‘EOC_ Employer of Choice’, it was important to instigate a business environment conducive to
the well-being of Employees. Hastings and other business leaders also began to be influenced by
a ‘Dawn of Realization’ committed to treating employees like adults and creating an environment

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that exemplified adequate freedom, fair-play, autonomy and responsibility where productivity
outcome far out-weighed productivity hours. Hence this evaluation and assessment of the extent
to which the company’s approach becomes a key concern is in order to reinforce the Strategic
HR model for acquiring perpetual success with respect to Organizational effectiveness!!
Identification and critical analysis and evaluation of ‘Netflix’s’, Human Resource
Strategy linked to the Company’s long-term business continuity and sustainability
goals.
Most of the times it is important to use Potter’s Five Forces Model in order to portray a Firms
decisive business strategies and its current multi-dimensional business components. A media
company that grew ‘beyond leaps and bounds’, faced the same challenges that any other sizeable
company would have faced under the fierce impact of a global pandemic.
To readjust and restructure its business environment, when its traditional client market’s change
and transitions into a scalable and sustainable competitive business, required more than just grit
and determination. With the advent of Strategic Management, underpinning of the Human
Resource Management techniques and tactics a ‘Resource Based View’_ RBV, was adopted in
order to deal with business expert systems, competencies, capability building, business innovation,
economic worth, people development, resourcing, talent acquisition, employee relations, corporate
communications, and rewards & compensations.

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It is therefore interesting to note that strategic management approaches although interlinked with
RBV (Resources based View) may still not completely fall within the purview of a RBV (Resource
based View) -Internal denoting the superior nature of heterogenous firms returns. This for example
pertains to the ‘industry structure’ but the External view focuses on more superior returns.
While the ‘competence-based view’, denotes effectively utilizing resources, the ‘knowledge-based
view’ engages knowledge as a key productive resource and the ‘relational view’ far supersedes the
above alternate approaches. This can be done by enlisting cooperative employee engagements and
strategic placements by building networks that are both inter-organizational and intra-
organizational in nature.
But to build a sustainable and competitive business the firm strategizes to combine its key
competencies and capacity building measures, with intellectual data analytics merged with mindful
leadership and emotional intelligence in order to be able to deliver better and have a competitive
edge over and above its competitors.
However, it is interesting to note that behavioral theories are supported by the Three Cs of Market
Intelligence Framework that includes:
Competencies Adapted for
Competencies Adapted for
Systems Initiation
Capabilities Applied and
Systems of Business
Deliverables
Competitiveness Acquired
Intelligence & Competitive
Advantage

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According to the Institute for Employment Studies: “Engagement was defined as a positive attitude
held by Employees towards the Organization and its values” and the essence of the organization
includes the following criterions:
➢ A Positive Attitude towards and pride in the Organization
➢ Belief in the Organization’s Products and Services
➢ Perception that the Organization enables the employees to perform well and
➢ A willingness to behave altruistically and be a good team-player and what more have a
perfect understanding of the bigger picture and a willingness to go beyond job requirements
and stringent job descriptions!
Furthermore, Potter’s Five Forces Model provides the much-needed basic framework for future
proofing of Netflix as an organization with sufficient market monopoly in its respective domain.
From the famous Article of Harvard Business Review, “What is Strategy”, Michael Potter defines
Strategy through a series of influential factors in conjunction with the Five Forces namely:
✓ Threats of a New Entrant in the Market
✓ Threats of Substitution of Products/Services
✓ Bargaining Power of Suppliers
✓ Bargaining Power of Buyers and
✓ Competitive Rivalries

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While Potters Five Forces Model devolves into predominantly two Schools of thought upon
reflection it revolves around two concepts:
o ‘Do what everyone else is doing but cheaper’
o ‘Do something nobody else has ever done before’
While NETFLIX can strategically align human resources strategies with operational business
excellence to gain better and more impactful business sustainable strategies, it’s imperative to
understand how dynamic its actual business environment is on the basis of the following pivotal
points:
❖ Global and local competitiveness
❖ Digital and business knowledge systems
❖ Innovation and Technologies System
❖ Capabilities and Competency Framework
❖ Optimization and Feedback System
❖ Maintain a Competitive Edge over competitive rivalries.
❖ And Internal and External Leadership and Management Overview of Systems and
Structures.

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Diagrammatic Representation of the Concept of SCS (Sustained Competitive Advantage)
Resources
❖ Tangible - Valuable
❖ Intangible - Rare (Hard to
Find)
❖ Organizational - Imperfectly
Imitable and Non-
Substitutable
Sustained Competitive Advantage
Competitive Advantage
Capabilities
❖ Tangible
❖ Intangible
❖ Information based
organizational process
❖ Intermediate Goods

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The key take-aways on maximizing efficiency is by heeding a pragmatic advice from a TV Reality
Show ‘Shark Tank’: “Find ways to make your Products/Services as economic as possible, however
do not sacrifice your standards to sustain ensured profitability”!!
RBV_Resource Based Theory and Conclusion
Hence these strategic system structures and its constituent elements are activated and continuously
enhanced. For example: Creating knowledge based competitive business tools. While the Resource
based View focuses on the Internal factors that contribute towards a firm’s growth and
performance it also highlights the importance of a Firms resourcefulness, resources and
capabilities. Since competitiveness arises when an Entity has a significantly lower cost structure
and pricing policy, creating a niche through value-creation is yet another way of having a
sustainable competitive edge …!!
Although the rationale of Firm in choosing a Resource based view in developing a Firms strategy
is dependent on determinants and variables like Organizational Culture, Leadership and
Entrepreneurship Development, RBV bases its pillars on the Foundations of SCA (Sustained
Competitive Advantage)

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To conclude, Reed Hastings had made mention of the fact that he was worried that they did not do
trainings and development but then he pre-viewed some trainings videos and supporting materials
and came to the conclusion that it was rather nauseating in nature and an absolute waste of time!!
So, while NETFLIX supports employee wellbeing and pays top notch Salaries as per market
standards along with rights to invest in the Company Share it does not believe in either dictating
terms, spoon feeding employees or micromanaging and hounding employees. But rather give them
the flexibility and autonomy to manage their own blueprint to enhancing their career plans while
having the liberty to work at their pace and in the most effectual manner possible with total
commitment and all the possible benefits of enhanced ‘Employee Engagement’...!!

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References:
Grugulis., I. and Vincent., S. (2004) The Rise of the ‘Network Organization’ and the Decline of
Discretion!
Hamilton, J. (2020) ‘The Strategic Change Matrix and Business Sustainability across COVID-
19’, Sustainability, 12(15), p. 6026. doi:10.3390/su12156026.
Huczynski, A.A. et al. (no date) Organizational Behaviour,Business Strategy and Approaches to
HRM: A Case Study of New Developments in the Strategic Human Resource Management. 8th
Edition Harlow:Pearson Education. Available at:
https://books.google.co.in/books?id=YrX5DwAAQBAJ&lpg=PT11&ots=i5TVyiYXRV&dq=P
ESTEL%20FRAMEWORK%20FOR%20STRATEGIC%20LEADERSHIP%20AND%20HR%2
0MANAGEMENT%20in%20Strategic%20Human%20Resource%20Management%20for%20A
MAZON&lr&pg=PT10#v=onepage&q&f=false.
‘Resource Based View (RBV) and Sustainable Competitive Advantage’ (no date) Strategic
ManagementCorporate Strategies, Strategic Management Concepts, Strategic Management
Tools. Available at: https://www.mbaknol.com/strategic-management/resource-based-view-rbv-
and-sustainable-competitive-advantage/.
Robinson, D., Perryman, S. and & Hayday, S. (2012) The Drivers of Employee Engagement.
Available at: http://www.wellbeing4business.co.uk/docs/Article%20-
%20Engagement%20research.pdf.
WHO? (2020a). Critical preparedness, readiness and response actions for COVID-19: Interim
guidance, 24 June 2020. Retrieved from https://www.who.int/publications/i/item/critical-
preparedness-readiness-and-response-actions-for-covid-19Google Scholar
WHO. (2020b). WHO Director-General's opening remarks at the media briefing on COVID-19 –
11 March 2020. Retrieved from https://www.who.int/dg/speeches/detail/who-director-general-s-
opening-remarks-at-the-media-briefing-on-covid-19---11-march-2020Google Scholar

Global Strategy Development and Implementation 1
Your Name
Instructor Name
Course Number
Date
Title: GLOBAL STRATEGY DEVELOPMENT AND IMPLEMENTATION.
Oil Search is a highly responsible Energy company with a proud heritage and huge market
share in Papua New Guinea with Corporate Offices in Australia and Asset bases in Alaska in
USA and Japan and Exploration interest in the Middle East and Africa. It is also listed on the
Australian Stock Exchange and has an ethos of ‘Sustainability’ embedded in its ‘Corporate DNA’
that contributes to a Sustainable Future!!
Apparently ‘Sustainability’ is threaded and interwoven through all the aspects and is an integral
facet of its business environment and it is built and raised on the 7 pillars of Sustainability
Framework/Model such as:
Ø Climate
Ø Environment
Ø Community
Ø Health and Safety
Ø People and Policies
Ø Integrity and Transparency and
Ø Economic Sustainability

It is therefore imperative for a Multinational Company or Corporation to have a solid business
strategy foundation before entering specific ‘New Emerging Markets’. In this Report we are
venturing into evaluating and critically analyzing the Pros and Cons of New Business
Development and international expansion of its Subsidiaries like the Five Fingers of a Palm that
stretches across 5 Continents.
v Utility of Strategic Management and business policy theories such as Cultural factors,
multi-level administrative requirements, Geographic and Economic Factors (CAGE) and
Adaptation, Aggregation and Arbitration Framework (CAAA).
v In order to bridge the GAP between cultural, administrative, geographic and economic
distances that exist between the host and target or destination countries, it would be highly
essential to follow the PESTEL ANALYSIS of higher order thinking to outline the
different macro-environmental factors that can affect business strategies.
v As global economies and socio-economic factors supersedes domestic economies, it is
quite imperative for large MNC’s to consider numerous opportunities and threats before
emerging into new markets.
v Political Factors: Since Oil Search has its parent company in (Papua New Guinea) PNG,
the long-term nature of operations and its adaptability in that business environment has a
lot to say in terms of its operability and scalability in that region as it has grown to be the
largest contributor of Oil and Gas to the PNG Government Stakeholders.
v Since 1929, Oil Search has grown from its base in PNG to be the largest active Oil and Gas
explorer with operative licenses for Drilling and Gas Exploration with a huge market share
and more than a 100 Million USD$ - 500 Million USD$ of payments being made in lieu
of Taxes, Royalties and Commissions being levied by the PNG Government to sustain the

PNG economy and to enable it to stay resilient even under the pressures of Covid
restrictions and a crisis that has forced many companies and communities to perform in a
substandard manner due to market pressures and technical disruption.
v As a result, vested interest in oil exploration has now grown by “leaps and bounds” to
explore the archipelago of the Middle East as Bahrain is a group of Islands with huge
potential for growth due to Oil Reserves for contingencies.
v Bahrain’s National Oil and Gas Authority (BNOGA) has been incidental and
enthusiastic about drilling and exploration of oilwells in its Offshore and drilling blocks
and oilfields to the North of the Kingdom of Bahrain as it is nearest to the vast expanse of
land nearest to Saudi Arabia and the Arabian Peninsula .The estimated area of 2800 sq km
and a depth ranging from 10 -70 meters is the approximate area of an oil and gas
exploration project that requires a Production and Exploration Agreement to be signed off
at the dignitaries level with a meeting comprised of high level delegates.
v The Policies are entirely different in both the host and destination countries as the Middle
East is a Tax Haven unlike the (Papua New Guinea and Australian Government) that
embodies a regulatory framework of taxes and fees levied in the form of mining and
petroleum tax (Corporate Income Tax), Group Taxes and Royalties which contribute to the
major share of government revenue after earnings before tax.
v Social and Socio-economic Factors: These factors are generic in nature and has a Cause
and Effect’ relationship between the host and the destination country. In this case we are
critically evaluating and outlining the viability of Oil Exploration interests in Bahrain in
the Middle East. Here, the population demographics and distribution of wealth in terms of
‘Oil Reserves’ guarantees 100,00 Barrels per day and what more concepts like ‘Resource

Mobilization’ and the educational level and change in lifestyle trends have a pre-
dominant role to play.
v Technological Factors and Environmental Factors: The Role of Technology and
technical knowhow cannot be undermined in this COVID Era where the global pandemic
has been ransacking lives mercilessly. As such the scope and need for digital
transformations are driving in a paradigm shift into a ‘Knowledge Economy’! In order to
support the transitioning process, MNC’s are investing heavily in R&D drives too for
harnessing the strength of innovative methodologies in the operational systems.
v Recognizing evolving technologies: Is the need of the hour and this is for the reason of
achieving an Optimal level of internal efficiency but there are a few inherent THREATS
to disruptive technologies that could hamper of affect the business environment.
v New technological platforms could provide the base for Administrative and Operational
back up and trouble shooting issues and Cybersecurity concerns could also be addressed
by an In-House Team of Subject Matter Experts (SME), with technical knowhow and
expertise in Information Technology and Systems. This is to help combat the challenge of
becoming obsolete and deal with erupting issues due to technological advancements as
CHANGE is the only CONSTANT!!
v Environmental Factors: This kind of critical evaluation and analysis is the most realistic
of all the different measures used to gauge the extent of hazards and the impact thereof
when strategically planning an implementation of MNC Proliferation into specific
Emerging Markets for New Business Development taking into consideration the market
forces and competitive edge on the basis of the Firm’s Strategy, Structure and

Rivalry; Factor Conditions; Demand Conditions; and Related and Supporting
Industries in the same business Segment. (Porters Diamond Framework/Model)
v While Oil Exploration and Drilling interests in the Middle East and particularly in the
archipelago like the Kingdom of Bahrain seems to be gaining prominence. It is important
to note that Bahrain, as an emerging market with a Govt revenue from oil reserves
exceedingly approximately 68.4% from current market data and statistics, has engaged

many international companies to drill Offshore appraisal wells to evaluate the commercial
viability of the gas reserves in the deep gas reservoirs and allows permits for exploration
licenses with Knowledge Partners.
v It is also to be noted that laying of Pipelines for drilling and exploration purposes requires
a thorough study of the Oilfields and the government stakeholders therefore invites
companies like Oil Search to formally register an Expression of Interest (EOI) in order to
find access to a virtual Data Room and there are several rounds of discussions involved in
the bidding process before it is possible to enter into a MOU (Memorandum of
Understanding) and sign an Exploration and Production Sharing Agreement.
v Other Reportable Factors from Personal Experience:
While it is possible for international companies like Oil Search to diversify investments
and vested interests in the Middle East. It is to be noted that converting an Oil Field into
an Middle East Asset base involves a highly complicated process of entering into several
dialogues with the Govt Stakeholders and it involves a bidding process, compliance and
strict adherence to certain protocols and acquisition of a Strategic Asset is a great
achievement indeed.
Finally, to bridge the knowledge GAP between cultural, administrative and factors
affecting the dynamism of the Economy in which it operates a strategic asset, it is
more than imperative to select an appropriate business strategy and risk mitigation
strategies inherent due to technical internal and external factors.
When high level delegates are involved, it includes (Business Organizations,
Government Stakeholders of the PNG Govt and the National and Federal Authorities

of the Kingdom of Bahrain) and this facilitates arrangement of power and water
resources and logistics.
Addressing logistical concerns in itself is a huge concern due to a number of factors like
difference in time zones, liaison and coordination with global corporate offices in order to
fly the Rotational Staff (both In and Out) and the kind of staff include geophysicists and
geologists and training coordinators and Risk Mitigation Mangers and Occupational Health
and Safety Practitioners for the requirements Onshore and Offshore.
While the fundamentals of Global Strategic Planning illustrates deeper emphasis on the
deeper fundamentals of Strategic Planning and Implementation , it is also necessary to
focus on alliance based issues, legal rules and regulations of the target / destination country ,
religious and local sentiments , cultural restrictions, intellectual property rights and
challenges in implementing technological innovations during a PHASE of business
expansions to support the Operational base in the newly acquired STRATEGIC ASSET
BASE!!

This Figure is an Illustration of the Local Community of the Host Country in PNG (Papua New
Guinea) Vs a Self-Explanatory picture of the lucrative advantage in the Destination Country.

Works Cited
Qian. W.,Tilt,C. and Belal,A orcid.org/0000-0001-6144-8907 (2021) Social and Environmental
Accounting in Developing Countries: Contextual Challenges and Insights. Accounting, Auditing
and Accountability. Journal, 34 (5). pp. 1021-1050. ISSN 0951-3574 http://doi.org/10.1108/
AAAJ-03-2021-5172

Running head: [Business Case Analysis -Organizational and Governance Structures] 1
[Name :]
[Author :]
[Institution :]
Author Note:
[Business Case Analysis-Organization and Governance Structure.

Abstract
While we the millennials are quite tied up with setting new trends and buzz words in the current
day business scenario, it is also imperative to make a thoughtful consideration of a BUSINESS
CASE ANALYSIS of two corporate entities.
The two companies or corporates that I am trying to do an in-depth case analysis is Oil Search
and Sandvik. The Oil and Gas Exploration firm to me, is a trendsetter in corporate governance
and it is a company listed on the Australian Stock Exchange and head quartered in Papua New
Guinea with Corporate Offices in Sydney and the EMEA Region. Sandvik however is a
Sweedish Multinational conglomerate again with a great degree of similarity in lieu of its innate
ability and capability to function as a Corporate with due emphasis being given to a chartered
structure for corporate governance.

Case Company Synopsis.
These days the contemporary world and the emerging scenario in a business and
organizational context points to a global dependence on international trade partners gaining
monopoly with an additional focus on multilateralism in the economic and socio-political,
cultural and technological front.
Although companies and corporates might be inadvertently looking inwards for business
continuity, production and profitability solutions, we cannot undermine the significance of the
sociopolitical make-up due to an imminent threat like persistent trade wars and trade sanctions
that could jeopardize the sustainability of Corporates in a real-world scenario and business
context.
Apparently natural calamities one after another, global warming on the one side and
cloud seeding technologies on the other side and disruptors like block chain technology, fintech
unicorns and AI gaining impetus, the digital transitioning of the creative economy with more
reliance on the digital infrastructure cannot be undermined.
Data, is becoming the New Age, Oil and the onus on renewable resources of energy to
fend for the essentials of basic living is quite a reality. The virtual world may have seemed
impersonal and improbable but in reality, it is no longer just a figment of our imagination. This is
all the more reason to dissect and do a critical business case analysis of the similarities or
apparent differences in the corporate and organizational structures of corporate entities .This is in
order to gauge their levels of complexity and / or simplicity in producing results that has enabled
them to achieve sustainable goals at par with excellence.

A) Business and Organizational or Corporate Governance Structures:
While it is evident that corporate governance and organizational structures are not limited to an
organizational chart of hierarchy but it is a rather very broad term that encompasses a wide range
or spectrum of areas that vary from rules, regulations, relationships, policies, procedures,
systems and processes.
Obviously the nature and governance characteristics of a corporate envisaged by a Vision and
Mission Statement , Shared Values and a variety of other factors like internal and external factors
that include organizational objectives , constitution , compliance , policies and processes and
external factors like laws, regulations, sociopolitical norms and corporate social responsibility
measures undertaken to reach out and meet community expectations as a way of giving back for
all the tangible and intangible resources utilized.
Both Oil Search and Sandvik are companies with a credit rating that is unparalleled and they
have successfully achieved unprecedented strides in their respective areas of expertise being oil
and gas exploration and mining and global engineering, rock excavation and metal cutting and
materials technology including the creation of artificial limbs.
These are corporates who have always succeeded in rising up to the challenge in streamlining
operations with a proper framework of corporate and organizational structures in place and
having the ability to hold an extensive appraisal and exploration portfolios.
i) SANDVIK
ii) OIL SEARCH
SANDVIK:
Corporate Governance and organizational structures in Sandvik being a global conglomerate
with a diverse range of portfolios comprises of systems, principles, polices, structures processes
and procedures which are time tested and with an onus on the companies shared values such as
business sustainability. Apparently Sandvik has an effective governance framework with

dependent and independent variables in congruence to make the whole system and structure
really effectual.
While the corporate governance structure can be captured as in a nutshell, the corporate
governance structure within Oil Search can be termed and described as Board Governance.
Sandvik Model:
i) Nomination Committee
ii) Audit Committee
iii) Internal Audit
iv) Speak Up and Business Ethics (For better transparency)
a) Shareholders Meeting
b) Board of Directors
c) President & Group Executive Management
d) Business Areas
e) Divisions
 External Auditor
 Remuneration Committee
 Group Functions.
OIL SEARCH
In Board Governance there is a Board Charter that needs to be adhered to as the Board is
accountable to the shareholders or stake holder for the performance of business. The Board of
Directors are obliged to oversee, direct and enact business strategies by providing in-depth
insight and oversight of how policies and strategies are being executed by the management team
down to the grass-root level.
Apparently, protocols envisaged also allows for exceptions and empowerments with provisions
for inclusion amidst diversity by giving rights of discretion where employees can intervene at a
Board Meeting if higher ups need to be informed about unprecedented events like natural

calamities or any threat to the health and well-being of any of the organization’s resources or
assets.
The Board Meetings are normally conducted by a Board Committee which are made of smaller
groups of Directors and independent committee members to deal with complex issues or
specified areas. The Board delegates the operations and the nitty-gritty affairs of the day to day
functioning of the business to the Managing Director. The Board Charter outlines the roles,
responsibilities, functions and powers of the Board that includes strategic leadership, risk
management, performance management and establishing values and organizational goals and
objectives.
With respect to making a fair and meaningful contribution to the Company’s affairs the
organization is treated as a fictitious asset and the Board members are subjected to Board
performance evaluations.
This evaluation determines the effectiveness of the Board and requires the Board to complete
questionnaires covering their own performance to ensure transparency and accountability.
B) Environmental factors that influence the Companies or Organizations performance
and decision-making process:
OILSEARCH / SANDVIK (Comparative Study and Descriptive Analysis)
a) While doing an analysis of the impact of the environmental factors there are many internal and
external analysis methods, techniques and research models that have been developed through
research and analysis. We can delve deeper into the structure and framework of the business
architecture of organizations by following the 7 S’s Model and it is known as the McKinsey 7-S
Framework.
The Soft S’s are related to the human domain or also called the human capital as it involves
capability building of human resources that rely on innovative, state of the art HR Practices
through training and development of the required skill sets to gain the required level of expertise.
With respect to the style of leadership, staff, skills and shared values the organizational
framework envisages a social responsibility strategy , stakeholder engagement, integrity and

transparency, responsible operators with health, safety and environment being a key area of
business operations and shared values such as sustainable development with access to power
supporting benefits distribution , livelihood and local enterprise development , leadership and
education , building community resilience and women’s protection and empowerment.
b) The Hard S’s as it is denoted plays a lead role in SANDVIK Versus the Soft S’s in
OILSEARCH as it was being outlined.
The Hard S’s denote Strategy, Structure and Systems – Heradeous (1998) points out that
Strategy is both analytical and creative and as Design Thinking indicates, creativity can be useful
in the consideration of structure and system in organization.
The Culture and Enabling Structure is apparently the building blocks and framework that sets the
foundation for organizational and corporate governance. The operational controls and risk
management frameworks are underpinned by the shared values such as:
a Customer Focus
b Innovation
c Fair play
d Passion to Win
The Systems however give more of an onus on the detailed controls and risk framework which is
a common factor across the GROUP and it is detailed in the Operational Systems. The
Operational Systems however envisages strategic planning, monitoring, compliance and internal
controls. As a part and parcel of indigenous methodologies to monitor performance there are
performance tracking measures as against KPI’s (Key Performance Indicators) , Performance
Reviews, Speak Up Sessions and Investigations to guarantee Fair Play and higher degrees of
transparency and accountability and there is no such thing as whistleblowing or any kind of
corporate politics to bully the person who speaks up.
Analysis, Audit and Continuous Improvement processes and methodologies are also given due
importance in order to measure the performance and decision-making process within
organizations.
C) Top 3 Risk Factors that influence decision-making :
1)Negligence: Both Organizations are obliged to operate in a highly responsive and responsible
manner as operations within each of their high-risk portfolios involves huge penalties due to acts

of negligence of any sort. The higher the risk the greater the responsibility to adhere to strict
precautionary measures and compliance of the safety management systems.
2)Conflict of Interest: It becomes extremely important to follow the best industry practices and
exercise due diligence in working towards the best interests of the organizations. A Speak Up
reporting system to report concerns or other mechanisms to bypass organizational hierarchy and
protocols is instigated to increase the level of accountability and transparency while making
organizational business decisions.
3)Nepotism: Being able to display any kind of favoritism or nepotism will prove to be costly as it
is against the organizational values of fair play and good business ethics.
In Conclusion it is imperative to focus on the shared values and organizational objectives in
order to have an effective organizational structure. Upon reflection it is evident that
organizational goals and objectives have been deployed on the basis of a strong framework and
good corporate and organizational governance demands due diligence and fair play. However,
with everchanging business demands and transitioning infrastructure and economy it is
imperative to do an on-going assessment to develop strategies for hedging, contingency planning
and crisis planning in order to mitigate the impact of disastrous consequences.
Last but not the least creative and disruptive innovations always have the last word in order to
incorporate continuous development and improvisations and one such suggestion could be a
more improved technological knowhow to curb malpractices and better tools and techniques to
sustain a better ecosystem by digitizing governance processes. This is also aimed at achieving a
fully integrated foolproof and infallible governance ecosystem to mitigate potential risk in high
risk operating environments and plan for strategic growth in order to be able to govern at the
highest levels.
The End.

References
Derouiche,I., Hassan,M., & Amdouni,S. (2018),Ownership Structure and Investment -Cash Flow
Sensitivity. Journal of Management & Governance, 22 (1), 31 – 54. DOI: 10.1007/S 10997-017-
9380- X.

Continuity Planning Overview
1
Continuity Planning Overview

Continuity Planning Overview 2
Abstract
The business continuity planning overview is an abstract image of what the
position of a business continuity lead role manager should entail. The vision of a forward
thinking futuristic new hire would have a great impact on the decision making process of
the management and the board of directors of a medium sized health care company.
The initiative and the main functionalities in this respect, is to develop and drive
forward the concept of business continuity such that it is possible to avert large scale
disasters that would or could cause severe crisis or disruption of business. The vision
thereby being depicted through this overview is the approach that has the capability to
deliver measurable continuous improvement business continuity strategies and objectives
and thereby setting up a strategic direction for the entity.
Therefore being able to push forward a trim-tab concept ushers in a whole new
dimension and a holistic approach for extending the scope of business continuity, to
encompass disruptive incidents and large-scale disasters and build or re-design business
continuity measurement and evaluation strategies and action models, by concentrating on the
outcome or results rather than traditional documented processes with procedural
implications.

1. Given the fact that business continuity today is a No.1 challenge, in many countries
simply because profitability and the revenue being generated is directly linked with
the stability of the economy and the value of the global currency. Many organizations
and entities are in an economic deadlock because of their acute disability and
dysfunctionality in being able to develop authentic leadership skills and emotional
intelligence in C level executives and the management in order to be able to make
effective business decisions.
The basic primary tasks and ongoing evaluation methodologies, that would be
needed to demonstrate due competence in making major policy and procedural changes
are related to developing emotional intelligence, driving forward the concept of bringing
about organizational change, through the individual, down to the grass-root level, making
more sense out of the vision and mission statement of a corporate or entity, that has got
some strategic goals and also by increasing the level of employee engagement in order
to accomplish better results.
So in order to improve on the current business continuity practices and avoid the
accumulation and duplication of documentation, containing procedural implications, it is
important to build on plans, policies and models to engage executives and motivate them to
achieve synergistic goals and deliver measurable benefits.
This can be done in a variety of ways and one such task oriented approach
would be to build on David Rock’s SCARF [Status, Certainty, Autonomy, Relatedness &
Fairness] model that envisages, Threats and Rewards in taking an initiative to recognize
that the mind is an important factor and that cognitive health and well - being matters.
Janice Marturano a former Vice President and Deputy General Counsel at General Mills and
author of ‘Finding Space to Lead : A practical guide to mindful leadership’ says that
“mindfulness is a powerful way for leaders to make a difference in their organization and
communities” (Marturano, 2015)
Apart from aiming at building relational versatility it is also appropriate to
incorporate behavioral competencies and tap into the inner resources and the visage or
that particular aspect of behavior based competencies that focus on building employee
engagement. In a new white paper published by CCL (Centre for Creative Leadership) on
‘Leadership development beyond competencies : Moving to a holistic approach’- CCL has

made some suggestions in taking a closer look at the visceral dimension of a leader’s thought
process , experience and ‘visible actions’.
So it is then evident that corporate executives and the management team would
benefit from inculcating traits of authentic leadership, as our complex inner world exercises a
huge influence on our external world, by our behaviors and reactions to the external
stimuli. A more honest and holistic approach, to leader development and developing the
emotional intelligence quotient, is by acknowledging the interplay and the connection
between behaviors, actions, thoughts, memories and emotions and other internal elements and
focus a bit on the untapped potential of the internal resources , as even the habitual
thought patterns can be improved with the adequate systemic coaching and mentoring
systems.
So instigating a systemic coaching and mentoring system to identify and align the
intellectual capital and people resources to the overall business objectives with synergistic
goals, will have a great impact on dissolving the barriers between the emotional labor
and the intellectual labor in order to produce better business results that will harness the
power for longevity & sustainability.
Secondly, the only real measurement of success for business continuity is in
adopting a minimalistic approach, wherein it is actually possible to bring about a
reduction in the severity of the impact of events leading to a large-scale disaster which
may or may not be due to unforeseen circumstances. But this is only possible by
utilizing the huge potential of technology in recording all the incidents into a centralized,
well integrated system which functions like a central repository. The recording of such
data opens up the channel for the management to take preventive measures and
corrective action as the case might be in order to be in a better position, to reduce the
likelihood of such incidents occurring in the future and to minimize the impact there off
and this recording and review process can be done on a weekly basis. But it is now
high time for using Apps and non stereo typical documents and documented procedures
as we live in the Information Age as unlike the Industrial Age. People are now more
inclined to use the smart phones, tablets and computers to access the Internet and the
main functionality of a business continuity app is to minimize the impact of incidents
more effectively by the organization. In order to be functional it will be appropriate to

collect the required data from different probable sources in this regard and the main
external audience would include; details of the people or personnel, suppliers,
stakeholders, disaster recovery options for the business unit or the entity at large, and a
checklist of the incident response measures, policies, plans and procedures in case of an
emergency. This also includes the incorporation of incident or crisis management team’s
roles, responsibilities and escalation procedures as per the protocols set by the standards
for the business continuity management plans.
2. To garner the support of the management and the Board of Directors it would be
highly beneficial to highlight , some core competencies that can be developed over a
period of time and making the presentation to the Board on the basis of some
tangible examples like General Mills, Google and Marks and Spencer who a have
taken initiatives in the right direction.
Mindfulness practices and developing emotional intelligence by accepting the fact that a
new perspective to any issue adds value in terms of creativity and business continuity or
sustainability is critical in the current day context.
In fact it is also common sense that when you provide a new creative dimension of
thought or a new perspective on a problem that a customer or external client is not able
to solve and it is then possible to win trust and respect which adds to the goodwill
and credibility of the company. So when it is possible to articulate the needs, wants and
challenges and address it better through innovative and creative leadership potentials, then
it is possible to build better human relationships and connections.
This means that the business network of trusted and value added relationships is now a
valuable asset to the organization. This is also because the global economic value of
these networks is growing much faster than the traditional economy. Business networking
is an authentic way of developing the individual emotional intelligence in order to be in
a position to nourish these relationships like investing time in nurturing, the seed that
grows deep down before it is in a position to grow the shoots and bear the fruits.
3. The 4 high level activities that would be necessary in starting the initiative at infancy
stage to push the rudder in the right direction , would be a highly synchronized

business continuity model, for adapting and thriving during the transitional phase of
instigating transformative change and they are as follows:
The paradigm shift in both structural and cultural changes in organizations is profound
and so it is natural for the business entity to be prudent, in not taking foolhardy
measures and decisions in forging new alliances and partnerships in order to collaborate.
Also it would be a wise idea to make mention of the belief systems, values and
changing attitudes that paves the way for creative thinking and adaptive and authentic
leadership development in top level executives to drive in and infuse the passion and
pursuit for excellence, both at a personal and professional level.
a) Resource Stewardship: (Browning, Torain and Patterson; 2011) This is a high level
activity that requires individual ownership, accountability, integrity and transparency
in taking judicious decisions that will allow the system to thrive amidst all odds.
To be effective resource stewards it is also important for the business leaders
and top executives to have a solid understanding of performance metrics,
including financial indicators and should also be in a position to gauge the level
of employee engagement. The potential pitfall would be the disastrous effect of
not being able to maximize productivity due to the energy that is being sabotaged
by activities that affect the morale of talented individuals.
b) Developing emotional intelligence: This is a kind of systemic coaching and
mentoring system that has the relevant, time tested tools and techniques by which
it is possible to change the habitual thought patterns by bringing about a change
in the individual. The ‘Doppler effect’ would be a good phrase or a metaphor to
signify the relative impact of the brain waves in tuning into the frequency of a
systemic, time tested coaching system which brings in instant results as long as it
is possible to move closer to the source of information. The potential pitfall in
not being able to realize the full potential of talented people would be, an
impaired state of affairs and an iceberg situation due to the deadlock within
organizations that has fallen prey to energy vampires that suck out the vitality of
companies.
c) Talent Transformation: (Browning; Torain and Patterson, 2011) Research in many
developing and highly advanced economies shows that organizations are in need of

genuine visionary leaders who have the latent ability and hidden potential to infuse
strength and positive energy into developing employees and motivating teams with
synergistic goals. The process of building and mending relationships by creating a
good rapport and spirit of camaraderie is invaluable in leading and motivating
teams and departments in the onward drive for engaging in participative
management practices, based on the law of attraction and vibrational ‘positive
energy’. The best business continuity leadership practices would be to access a
larger talent pool and redefining new structures and action models associated with
training and reform for sustainability. Also it is incredibly important to foster a culture as
incorporated in the corporate vision and mission statement to encourage and value
mutual respect as a matter of priority. The pitfalls in not being able to exceed
expectations would be redundancy and this would create an iceberg situation for
the struggling organization that would find itself in a deadlock due to hampered
productivity.
d) The SCARF Model (Rock; Dr Ringleb, 2006) – Requires the implementation of
business continuity action models wherein there is an inherent THREATS &
REWARDS cycle on the basis of some underlying principle mindfulness practices
to implement ‘cognitive health’. This involves the STATUS of giving advice or
instructions, offering feedback and performance reviews, which can be perceived to
be a threat by the individual and will lead to pitfalls in achieving a fair amount
of synergy. On the contrary the Reward is the other side of the coin wherein it
is a better approach to treating and making best use of the intellectual capital by
encouraging activities that would inspire the employees to beat their own very
best effort in accomplishing a task. The pitfall would be to pin point and humiliate
the employee instead of instigating a ‘no blame culture’. The other pillars of
principles are CERTAINITY, having the carte blanche of AUTONOMY in
performing their work related tasks, RELATEDNESS as in how effectual coaching
systems are designed to be in building relational versatility and last but not the
least the FAIRNESS which can be achieved through clarity, conviction and
transparency.

4. In terms, of speculating the most comprehensive and critical challenge, that could
pose to be threat to the implementation of the business continuity plans and
initiatives during the infancy stage is the attitude of the management. If the board of
directors and the management do not share the same vision and mission and if it is
misaligned in terms of its strategic goals and objectives in maximizing profitability,
growth and revenue then, there is a serious problem in fostering productivity. Most of
the times organizations gearing towards bringing in organizational change and change
management initiatives face a blind spot wherein they miss out on some areas, which
are apparently taken for granted, but that proves to be a tipping point in harnessing
the hidden potentials by developing talented individuals who can see the next wave of
plausible solutions and innovations that would eventually lead to innovations in the
policies so as to drive forward “transformational change”.

References:
Browning, W Henry; Torain, J Deborah and Patterson, Tracy Enright. (2011). A 6 part Model for
adapting and thriving during a time of Transformative Change.
http://www.ccl.org
Marturano, Janice (2015). Finding Space to Lead : A Practical Guide to Mindful Leadership.
Institute for Mindful Leadership.
http://findingthespacetolead.com
Rock, David; Dr Ringleb, H AL. (2006). Defining NeuroLeadership as a field (Vol.2). Defining
NeuroLeadership as a field (Vol.2) .
http://www.davidrock.net/resources

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