Pixar Strategic Issues
The Challenges Facing Pixar
The use of strategic management, aspects of the external business environment, internal resources, which might assist Pixar support its competitive strategy, and the use of innovation in maintaining a competitive advantage are among the difficulties facing Pixar, according to the case study. All of these problems facing Pixar can be resolved by a top manager. Senior managers are ultimately accountable for the strategic management and commercial excellence of a certain corporate organization.
The Role of a Senior Manager
The next phase is to instill strategic management qualities after having an awareness of the problems affecting Pixar. As one of the senior managers, my responsibilities will involve the following: directing the organization toward the achievement of overall objectives and goals, including several stakeholders in the decision-making process, incorporate long-term and short-term perspectives within the organization, and recognize the trade-offs difference that exists between effectiveness and efficiency. After all, my role as the senior manager is to articulate strategic objectives, vision, and mission of the organization. For that reason, Pixar will be defined by fundaments such as business values, goals, and aspiration. Moreover, it is my responsibility to focus on how Pixar can be competitive. This entails giving a reflection about the organization’s endurance, competitive positioning, and overarching strategic priorities.
The External Business Environment
Another issue that will require my attention as the senior manager of Pixar is the understanding of the elements in the external business environment that can affect management strategy. This can be achieved through external scanning and external monitoring. With external scanning, it will be easy to predict expected environmental changes, detect changes, and proactive the mode. On the other hand, external monitoring is suitable for tracking the evolution of environmental trends, the stream of activities, and sequence of events. Solving the pressure that comes with the external environment requires competitive intelligence. Therefore, it is my responsibility as the senior manager to identify the weaknesses and strengths of rival companies. This will help with a better understanding of the segments of a competitive environment, including suppliers, buyers, and competitors.
Appreciating Internal Resources
A good manager appreciates the internal resources of its organization. The most common types of resources include tangible resources, organizational capabilities, and intangible resources. Tangible resources may be described as financial, physical, and technological. Therefore, as the senior manager of Pixar, it will be my responsibility to ensure that the organization has adequate finance, which will be enough for future growth. Technological resources such as software and hardware will be suitable for improving the already available internal resources. Similarly, intangible resources are contributed by innovation, the reputation of the organization, human resource, innovation, and organizational, which include committees for decision making. Regarding organizational capabilities, it will be my role as the senior manager to harness technological innovation, which also supports creativity.
Implementing the Competitive Strategy
The final issue that was faced by Pixar was the implementation of the competitive strategy. This can be achieved through three generic strategies, which can help Pixar overcome the forces that come with a competitive advantage. The three generic strategies include differentiation, overall cost leadership, and focus strategy. In that case, it will be my responsibility as the senior manager to ensure that Pixar comes up with services and products, which are valued and unique in the market. In implementing the focus strategy, it is imperative that Pixar narrows down to a product line, which is attractive to a target geographical market. Also, my role as the senior manager is to manage the relationships that exist in the entire value chain of the business.
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