Question 1: Interbrand as an Innovative Company
Interbrand organization has realized that it must adapt to the vast changing world and consumer tastes and preferences for it to remain competitive in the market (Collins, 2001). The organization has managed to remain competitive due to the fact that providing quality services remains its key priority. Consequently, it conducts thorough research to be always aware of current demands and trends among consumers, investors and employees.
The organization is keen on getting the essential information on how consumers value its contribution to the global market and it is ready to tailor its services to suit the needs of its immediate and potential clients. It must be noted that the preferences and choices of customers vary within distinctive circumstance that are peculiar to individual clients. Therefore, it is only through innovation and provision of unique services that the organization can be adaptive enough to, remain competitive in the market (Collins, 2001).
In this regard, the company manages to adapt to the changing circumstances and ensures that it remains competitive by listening keenly to customer demands and responding to such needs promptly (Senior, & Fleming, 2006).
Question 2: Environmental-Industry-Organization Contingency and Organizational Life-Cycle Change Models
The two models offer a major framework that is critical in the study of organizational design. They both hold to the view that the most effective structure in the organizations is the one that fits immediate contingencies (Senior, & Fleming, 2006).
The major advantage of the two models is that they play a key role in the design of an organization by establishing the kind of structure that suits specific circumstances. According to the environmental-industry-organization contingency model, there is no best way to run a company. Issues have to be immediately and appropriately tackled when they arise. Thus, this model provides flexibility and creativity to running a company as well as offers certain short- and medium-term steps on how to solve problems. The organizational life-cycle change model, in its turn, offers long-term steps on how to manage an organization and adapt to the ever-changing market. Both models are very dynamic in terms of adaption and regaining organizational fitness at all times.
The main disadvantage of these two models is that they are both poor measures of the ISO-performance and the operational fit performance. Subsequently, there is also a challenge of the organizational misfit terms, which causes lower reliability between the aforementioned models.
- Collins, J. C. (2001). Good to great: Why some companies make the leap–and others don’t. New York, NY: Harper-Business.
- Floyd, P. (2002). Organizational change (express exec). Oxford, England: Capstone Pub.
- Poole, M. S., & Van, V. A. H. (2004). Handbook of organizational change and innovation. Oxford, UK: Oxford University Press.
- Senior, B., & Fleming, J. (2006). Organizational change. Harlow, England: Prentice Hall/Financial Times.