Dyson

Executive Presentation

Executive Presentation

Fantastic 5

OGL355: Leading Organizational Innovation and Change

Dr. Brent Scholar

Date April 22, 2018

Arizona State University

"Having an idea for doing something better and making it happen - even though it appears impossible. That's still my dream" (Dyson, n.d.).

James Dyson

Founder & Chief Engineer

Mission

Structure

Leadership

Environmental Analysis

• Maintains 14% market share for vacuums

• LOW threat of new entrants

• HIGH threat level for product substitutes

• Target Market
• Middle and upper class income earners
• >24 years of age

S.W.O.T.

Competitive Advantage

• Solving the problems others ignore

• Heavy investment in R&D

• Patented designs and technoloy

• Commitment to corporate social responsibility

Going Global

• Expansion into China
• Rise of new middle class
• Demand for high quality designer goods
• 1% nationwide vacuum ownership
• Opportunity to establish foreign subsidiary

Conclusion

• Continue to embrace innovative and "wrong thinking"

• Multiple strengths and opportunities to offset weaknesses and external threats

• Continue focus on curent target market

• Expansion into China with new cultural sensitivity and innovative marketing strategy

Recommendations-Recap

Environmental Analysis:

SWOT:

Organizational Structure:

This team recommends that Dyson continues to look for ways to lower production costs from the factories to the offices in order to reach a higher profit margin. Dyson would also do well to delve into social media to make sure that the reputation is transferred to the younger generations as they continue to earn more income and settle down.

While Dyson’s current structure seems to be working quite well, it is recommended that the organization hire an outside consultant for an outside perspective of the organization. This kind of third-party, outsider view, should be beneficial to an organization that might otherwise be stuck in a bubble and unable to see obvious inefficiencies and behavior.

It is recommended that Dyson use their opportunity of expansion into Chinese markets in order to generate more revenue to offset the weaknesses of high costs of R&D and to decrease the threat to lack of differentiation. Dyson should also utilize its strengths of innovation and design by harnessing the James Dyson Foundation to cultivate and recruit the brightest minds in order to maintain a global competitive advantage (Dyson, n.d.).

Going Global:

Competitive Advantage:

It is recommended that extra care and training should be taken to facilitate cross cultural communication and a special team is developed to handle cultural integration and inclusion for both employees and consumers.

Our team recommends that the Dyson organization maintain their competitive advantage and commitment to social responsibility by continuing to develop products and technologies with minimal environmental impact, and ethical business partnerships.