Strategic plan part iii balanced scorecard and communication plan

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October 4, 2019
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Strategic plan part iii balanced scorecard and communication plan

Strategic Plan Part II

SWOTT Analysis


Factor Strength Weakness Opportunity Threat Trend
Industry changes The smart glass new division is technobabble which allows it be receptible to industry changes The technology bound to the new division is less versatile The new division paves way for new employment across different domains The technology is limited in terms of use Transform applications in industrial and enterprise sectors.
Legal and Regulatory The new division is legally asserted The division faces litigation to determine and enforce legal rights Establish patent rights that grant rights and privileges Potential legal proceedings Provision of new legal and regulatory policies favoring the division
Global Global acceptance Criticism from non-technocrat regions Wide acceptance globally Limited at a global perspective Global receptibility
Economic The division ameliorates economic expansion Limited economic resources Establishing brand comportment Hapless economic conditions Paves way for a solid path to economic progress
Technological Cutting edge technology Smaller gadget Revamp android system, one of a kind Limited in technological advances Potentials to capture the market and enhance superiority
Innovation Has a receptive innovational team Lacks debut in terms of innovation Expounding innovational research Arising similar designs Bound to innovation, creating real time feedback
Social Adaptaptability Not widely acceptable Potentially more fashionable Privacy concerns Open to the creation of more discreet models
Environmental The technology is winged to adapt to the environment Poor real-time perception Various application and reception as regards to the environment Emerging environmental concerns
Competitive Analysis Remains a dominant division within the industry Threats brought about by emergent companies Cutting edge features distinct to the brand Cutting edge features from competitors distinct to the brand Compertition has risen over the last few years
Factor Strength Weakness Opportunity Threat Trend
Strategy The division has a clearly defined response strategy Poor team coordination Assailable strategy employment Future unstable prospects Continuous healthy structure in terms of strategy
Structures Expansive structure Limited resources Open to planning implementation Health hazards Ensuring business venturing and receptive outlook into the future
Processes and Systems Advanced processes and systems Poor implementation Bound to expansion Ever changing processes and systems Marked by continuous change or effective action
Resources Forefront advancement Limited resources Jo scheduling leading to resource minimization Low adaptability rates as regards to resource minimization Overarching resource optimization
Goals Efficiency in AR, OHMD and HUD domain. Delusive concepts The ever-changing technology advancement Hapless goal institution
Strategic Capabilities Strategic management Impulsive to errors Strategic consistency Slow adaptation of various strategies Future strategic alignment prospects
Cultures Innovational corporate culture Lack of employee happiness Gaps for the improvement of corporate culture Job dissatisfaction due to lack of employee happiness The maintenance of level-based corporate culture
Technologies Cutting edge cellular technologies Cellular technologies suffer network problems Greater access to exceptional services Network cramming Prospects in augmentative reality
Innovations Employs disruptive innovation Upfront costs Market expansion Legal confounds latest changes that keep up with competition
Intellectual Property Enhance market value Copyright manipulation Product commercialization and licensing Intellectual breaches Redefining IP rights
Leadership Established leadership team Team coordination issues Team building and task delegation Loss of team management can be a deterring factor Stable and well compensate leadership


Regardless of the SWOTT analyses, smart glass tech is apparently a hugely exciting inferred concept. Within the industry, there are many different products being produced currently, which could well be placed under the innovational constraints. Regarding, the economic, legal and regulatory forces and trends, various discourses have been improvised towards the eyewear technology. In this instance, Netflix needs to follow through its implementation strategies so as to ensure proper institution of the new division with regards to the smart glasses technology.

In terms of economic forces, smart glass technology employs a monopolistic competition. There are several companies within the market products which sell similar but secreted products. Each company encompasses a demand curve that bears a negative slope as their products and services denote some differences compared to their rivals. For example, if the smart glass price increases, a decrease in demand is prevalent as customers will prefer its competitive products from other firms in a situation where when there are new competitors entering the industry (Kurubacak, & Altinpulluk, 2017).

With legal forces, there is stringent regulation imposed by the government, demanding strict attention to exceptional rules and regulations. This mainly creates a logical framework in terms of business operations. Within the smart glass industry, the rule-based approach is often employed in order to streamline business operation as well as increasing business efficiency. The logical framework as such is created by the rules and regulations of the government, which successively makes it proficient in managing staff and avoid having the various concern as regards to situational decisions or ethics. On the contrary, the division will be restrained by its own regulations, hence simplifying the decision-making process.

The organization essentially adapts well to these changes through change management aligned with strategic management and leadership. Change management is basically a set of interventions and capabilities that cede the people-oriented face of a change campaign. Successful change management mainly targets leaders as well as engaging employees across the organization, at the same time, adjusting key modifying processes such as employee engagement and performance management. This enables employees to make a positive transition to new acceptable behaviors, hence sustaining the benefits of the new division.

These adaptations are met by ensuring that the leadership team entirely stand as a role model supposedly for the change. Starting transformations to change from the top stand as a manner of modeling new behaviors leaders ask their employees to adopt as well as hold each another accountable for the success of the initiative. When executives of the division talk about creating a culture of performance, they are inclined to demonstrate that particular culture through for example what that culture entails.

Attending to the supply chain of the new division in the smart glass creation, the flow starts from a material handling and logistics software solution provider. In warehouses that build large case pallets, the highest degree of development I term of performance is driven by combining of Voice, WMS, and smart AGVs. The software provider also caters to these technologies, however, the company is presently conducting various tests with others users so as to see if Voice solution replacement will improve performance. Augmented reality wearable glasses may outdo voice performance in distinct scenarios, first, if the products require additional scans to capture serial or lot codes as capturing the codes with a vision system is faster. Second, the optimization of pallet building would credibly work far better alongside the augmented reality glasses as compared to other specified solution types. The supply chain mainly follows the distinctive competencies, offering higher quality, excellent service, lower cost and faster service than the competition. Consequently, the new division has leveraged or rater supplemented their superior product development as the core competency. Marketing is channeled with the latest products as regards to innovation such as tablets, smart watches multi-use laptops among many others.

For the strategic plan development, the primary internal organization consideration starts with strategic management. Strategic managers have to recognize the current state of the environment as well as their industry and furthermore, be in a position to predict their future positions. Workforce issues have to be taken to keen consideration as well as managers must conceive the strengths and weaknesses of the workforce when forging strategic plans. Highly skilled workforce pool can adequately respond much differently as compared to an unskilled workforce within the same change context. Company politics and employee loyalty play a vital role in how proficient the workforce is to the specific changes. A proficient workforce with good creativity and innovation track record is well suited for identity with, as well as taking charge of defined strategic initiatives.

Based on the analysis, there are exceptional challenges the company faces as regards to future prospects. Companies that engage the smart glasses technology are fighting hard in the maintenance and expansion of their ground. Despite the fact that businesses are defining great workflow solutions via eyewear technology, consumers will, all the same, have to delay a bit a longer so as to reap the welfares of mass handiness and usage. Be not mistaken as on the contrary, the promising public consumer sector stands not a dupe for neglection. Quite the contrary, this so happens as manufacturers have to overcome the exception of attaining a harmonious balance within the division so as to adjust wear ability and functionality at an approachable cost (Jung, & Dieck, 2018).


IGI Global,, & Information Resources Management Association. (2018). Wearable technologies: Concepts, methodologies, tools, and applications.

In Kurubacak, G., & In Altinpulluk, H. (2017). Mobile technologies and augmented reality in open education.

In Jung, T., & In Dieck, M. C. (2018). Augmented reality and virtual reality: Empowering human, place and business.