Hybrid Organizations - Paper Example

Introduction

The results show that the least amount of funding went to social responsibility. The second least amount to meeting growth rates; the third least was designated to long-term development while the most extensive portion went to environmental responsibility.

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The criteria used to make the above decisions relied upon a long term strategy. An example of such an occurrence was when the company got caught in the middle of a recession. This posed a great danger to the survival of the company. Therefore, cuts of everything construed as non-essential occurred to save money. For instance, letting go of the barista. Some of the employees got angry, but most understood it was a necessary sacrifice. At this juncture, the most significant chunk of the funding relocated to long term development. The reasoning behind this was the fact that hard economic times are the best for investment since most products go at a low price. As such, upon recovery, the profit margins would soar, adding significant growth to the company's revenue.

Recession

After the end of the recession, the strategy changed. Long-term development funds reduced while meeting growth rates funds increased. The reasoning was that we were back to the standard economic curve, and day to day revenue was paramount to the eventual growth of the company (Edgecliffe-Johnson, 2019). Even though long-term funding reduced, research and development remained intact for the longevity of the company. At this point, more stakeholders provided funds that pulled us out of the recession. However, awarding of these funds was on the condition that we show support towards environmental and social responsibility. As agreed, environmental responsibility got more funds. However, a small but reasonable section went to social responsibility. The rationale behind this was that environmental responsibility is somewhat a part of social responsibility, so instead of duplicity, the funds were allocated to other sectors.

If I were to play the game again am confident I would get more or less the same results. At the end of the game, I struck a perfect balance between the investors and stakeholder's interests, which was my goal in the first place.

Conclusion

One takeaway I got from this was that it is crucial to strike a balance between all factions the business or company. They are all essential and losing one of them could be detrimental. The second take away was that business is not a straightforward endeavor. At one point, one applies a lose-win strategy, another point win-win, and another one might decide to compromise. It's all situational, but the essential thing to note is not to lose sight of the bigger picture, which is the success of the company.

References

Edgecliffe-Johnson, A. (2019). Beyond the bottom line: should business put purpose before profit?. Ft.com. Retrieved from
https://www.ft.com/content/a84647f8-0d0b-11e9-a3aa-118c761d2745.

Hill, A. (2019). The Company of the Future: Profit and Purpose. Ft.com. Retrieved from
https://www.ft.com/future-company?emailId=5d930eadab69200004809bcb&segmentId=13b7e341-ed02-2b53-e8c0-d9cb59be8b3b.

Hill, A. (2019). The limits of the pursuit of profit. Ft.com. Retrieved from
https://www.ft.com/content/c998cc32-d93e-11e9-8f9b-77216ebe1f17.