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Business policy and Strategic management are guidelines defining how the scope within which decisions can be taken by the subordinates in an organisation while the latter is the course of action through which an organisation relates itself with environment so as to achieve its goals (Anjankumar). They are a set of decisions and actions resulting in the formulation and implementation of strategies designed to achieve a firm’s objectives.
In the case involving DSS Consulting, on being promoted to the position of Chief Operating Officer at DSS Consulting, Meg Cooke was tasked with new responsibilities and roles chief of them being to see DSS Consulting expand its client base from the traditional small school districts to larger districts in line with the new company policy of allowing new leaders to take more control over DSS and the new business strategy which they hoped would help improve revenue growth at the firm (Divekar). To achieve this, DSS restructured and consultants assigned to new cross functional teams responsible for marketing and delivering services to districts in their assigned regions. Chris Peterson was assigned the Southwest Region team as team leader and put together a team that she would work with to meet their objectives.
At the time Meg assumed her position, DSS was facing various challenges that had led to stagnation in revenue growth and new strategies were necessary to see a change in company revenue. She therefore took to a new business model with new policies and strategic management in lorder to help DSS gain strategic competitiveness in the market through value creating strategies that were customer focussed and creating value for customers(Michael et al. 2017 p 5). She allowed subordinates to deal with problems and issues without consulting her for decisions every time, and let the teams decide their areas of focus independently. Since DSS corporate strategies had changed along with the company vision and objectives
Chris and her team went on with their roles and responsibilities and completed their running projects before deciding on a new project to create a scaled down Planning and Budgeting system for their regular small districts. During the planning and development stage, Chris involved two superintendents of smaller districts who all had positive feedback on the system. The team also sought the help of specialists within DSS whenever they encountered challenges while developing their product however, they received little help as they were also focussing on their own projects. All through the project, Meg and Chris did not meet much as compared to other groups since Meg gave the team space to make their own decisions
On completion and beta testing of the product, Chris and Meg met to discuss the project. In the meeting, Meg seemed more interested in how the new system would be marketed to larger school districts given that they may not be interested in the system as it were. This shows that Meg was more concerned with how relevant the project was to the new company policy and strategy of focussing on larger districts to expand their revenue growth.
During the Monday morning meeting, Meg informed Chris of her decision not to go forward with their project citing lack of interest for their product in other regions, and her concern that the system would not interest larger districts. Although this did not sit well with Chris after her team and herself dedicated a lot of their time and energy on the project, Meg reacted as she did because the project did not fully comply with the new company policy and strategy to expand from their traditional small districts to larger districts and becoming a cross-functional, customer focused organisation(Ananjkumar). This decision was arrived at by Meg after evaluating the strategy Chris’ team had taken and concluding that it did not meet the immediate company goals as were(Kenton, 2018). Chris’ and her team’s product despite taking up a lot of time and resources did not meet the new company policy as it was still focussed on the smaller districts.
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