Table of Contents

Part A.. 3

Describe. 3

Analyse. 3

Evaluate. 5

Part B.. 7

Describe. 7

Analyse. 7

Evaluate. 8

References. 11

Part A

Describe

The article To Create a Greener Future, the West Can't Ignore China is saying how Western firms can cooperate on issues of environmental sustainability and fighting climate change with China (Prashantham, & Woetzel, 2024). The authors explain, in fact, that China is the reason for involving a country that is responsible for as much as 27% of the world's emissions of greenhouse gases in any solution to resolve the crisis in climate (Prashantham, & Woetzel, 2024). Aside from the eclectic dialogue need, the article also acknowledges the multi-layered obstacles channelling Western firms in their bid to move closer to engagement with China: geopolitical frictions between Western countries and China; measures to handle the COVID-19 pandemic; and, most fundamentally, China's policies for domestically restricting something very complex, a picture of trans-border business cooperation. The authors argue that while these tensions are indeed present, at the same time, ample opportunities can also be found for productive engagement if companies pursue an approach that involves the formation of an international coalition, local partnerships with Chinese enterprises, insourcing innovative green technologies from China, and the adoption of environmental sustainability as one of the core pillars of the company's overall corporate strategy and value proposition.

Analyse

One point in the article that I found thought-provoking is the realization of the increasing role and importance of collaboration and partnership in the fight against global challenges, such as climate change. It does reinforce stakeholder theory that signals a wider range of responsibilities of organizations than merely to the shareholders. As the paper reports, Western companies need to appreciate the weight of the interests of stakeholders from China, among others globally, if they are to successfully counteract the challenge of climate change.

In fact, it is this article that delicately brings out the sheer complexity of the external global business environment that firms have to navigate in the thrust to engage in cross-border operations and partnerships, particularly with China in this instance. This goes ahead to throw into perspective one of the central frameworks that are being emphasized in this unit, which is PESTEL analysis. The authors point out quite clearly and expressly the high-level geopolitical tensions and discord between the West and China, shedding light on the central political considerations that corporations could ill-afford to overlook (Prashantham, & Woetzel, 2024). Summarily, it further outlines that, even within China, the very regulatory environments in sum represent policies that are designed to favour domestic firms and economic protectionism, with high levels of legal and economic costs. The destruction of the supply chain and lack of skilled human resources by countries due to COVID-19 are just some of the few cases of social factors that can disrupt perfectly laid business plans.

It will be a part of what is spelt out in the piece as the necessary route for any Western firm to take in conducting a comprehensive PESTEL analysis that will guide an understanding of most of the political, economic, social, technological, environmental, and legal forces before charting strategy regarding sustainability collaborations with Chinese enterprises. In that connection, the strategies advanced by the article-creating coalitions and insourcing technology are based on the concept contained in strategic alliances and partnerships, as discussed in that unit. These strategies allow an organization to capitalize on complementary resources and share risks; thus, they present the opportunity to gain access to new markets or even technologies that could be quite useful in an environment that is complex and uncertain.

Evaluate

It makes me rethink if sustainability and environmental responsibility should be THE core of a company's strategy and operations. However briefly introduced by the unit, relative to climate change, and possible business opportunities that are expected to be generated from these sustainability efforts, hence the reason that makes the article important. This article has changed my perspective on whether businesses should be involved in the mitigation of global environmental crises, such as climatic change.

In my future professional life, I will become environmental sensitivity and be a proactive influencer in the mainstreaming of sustainability principles, with everything an organization that I engage in does. But instead of the environment just being one piece of corporate social responsibility, I want sustainability to be the overriding corporate strategy and intrinsic purpose in every corporate decision at all levels and across every discipline of the organization. Moreover, this article has demonstrated that the depth and scope of the climate issues are so broad and multi-faceted that no one player can fix the problem.

My consultations on the management of the environment must be guided towards promoting open and all-embracing participation. I will seek to build broad-based coalitions that should leverage our collective large pools of deep experience, resources, and spheres of influence to drive concrete, collective, and coordinated action in working to mitigate global environmental deterioration. I shall act as the bridging person in knowing transfer and co-creating innovative solutions toward sustainability among a wide array of stakeholders. There is, therefore agreement with the findings of the article which had revealed that there was need for a deeper and sensitive appreciation of the exogenous environment and stakeholders concerns while operating in international markets (Prashantham, & Woetzel, 2024). From this information, in my future practice, I would consider the review of the political, economic, social, and cultural factors on business operations, and on learning to be updated from prevailing trends and associated challenges.

Part B

Describe

The paper How Aggressively Should a Bank Pursue AI? presents a hypothetical situation at NVF Bank, where the CEO, Siti Rahman, is in a dilemma regarding the strategy that the bank should adopt in the context of adopting artificial intelligence and its generative AI technologies (Davenport & Westerman, 2024). This is probably more of a visionary-difference case, where on one side is Michael Lim, who oversees AI innovation and wishes to be very transformational with AI, and on the other side is Arjun Singh, who is the CFO and appears more prudent and incremental in approach. Some of the paybacks and perils of an aggressive approach with AI are reduced costs, enhanced operational efficiency, and delivery of personalised services for the customer.

Analyse

The case study also provokes reflection on some fundamental concepts of this unit that are connected to other key concepts of organizational change, strategic decision-making, and the effect of new technology adoption on business models (Davenport & Westerman, 2024). One aspect that resonated with me is the tension between embracing disruptive innovation and maintaining operational stability. This falls in place with the unit discussions about organizational change and the hard issues organizations face when trying to introduce huge changes. Michael Lim's proposal is way too drastic; it could probably turn over and shake the system, culture, and employee relationship within this bank.

Arjun Singh will have realized the danger and potential disasters associated with such a monumental change, therefore resonating with the interest of units in managing effective strategies of change. This is based on the scenario of the case of Siti Rahman, whereby the complexity of the move apparently brings out many-sided problems that management implies in the strategic decision-making arena, more especially when there are high levels of uncertainty and competing priorities of different stakeholders. The over-ambitious Michael Lim, coupled with the head of AI in radical digital disruption, is balanced out by the prudent CFO in the form of Arjun Singh, being the balancing act for Siti as she treads very carefully through these minefields.

At the same time, she must balance sometimes clashing interests between key stakeholders, including the customers, employees, investors, regulators, society at large, and so on. These are just a few examples of the strategic management terminologies that we have studied in trying to impress the need for a leader in the modern business milieu to be able to analyze their environment holistically from both an internal and an external standpoint, make careful trade-offs, and guided by good sense, make judgments that coherently guide the organization to its grand strategy and guiding principles.

In addition, it discusses the way that developing AI technology could bring about the destruction of a traditional business model while simultaneously being a generative AI. Based on the above, Michael Lim suggests applying said technologies to process automation, the revolution of the customer experience, and, most importantly, the operational model currently running at the bank.

Evaluate

This case study just brought to my realization that a holistic and inclusive decision-making process is in call whenever the said decision involves a transformative change in an organization. Michael Lim's proposal fills one with libidinous feelings, but he doesn't seem to consider the customers of the bank and the employees; it's all about technological advancement and acquiring talent.

I shall, therefore henceforth be ensured that whatever is conducted is from a balanced and comprehensive viewpoint by including different perspectives and, most importantly, have the interests of the stakeholders who shall be affected by the organization's decisions at heart. In the future, I dedicate myself always to urging decision-making processes that involve different teams so that the cross-organizational perspective is covered. This would involve ensuring that all the changes proposed and strategic innovations have been taken through broad scrutiny, incorporating multiple lenses by creating open dialogue and a collaborative culture within problem-solving.

Inclusive approaches of any kind are bound to be more effective in surfacing potential blind spots and in fighting back the concerns of multiple stakeholder groups when it comes to making decisions more in tune with the deeply embedded cultural norms and core organizational core values of the organization's so that the organization can increase its level of sustenance in the long run. That is, accentuating the efforts linked to this integrated balance across pluralistic views only across the efforts is crucial to maintaining trust, transparency, and buy-in across all affected parties.

The case study has also exemplified the importance of good change management in the execution of transformational initiatives (Davenport, & Westerman, 2024). However, effective organizational change involves strategic planning, consistent messaging, and a concerted effort to support employees through a period of transition. I choose to design change management plans with people in mind, anticipating skepticism and training, supporting, and fostering every practice of continuous learning and adaptation.

The case is a reminder of what matters when it comes to driving results using new technology with your customer at the centre. AI and generative AI present many new opportunities for operational efficiency and personalized services, but these should be balanced with the human touch that customers seek. In my future work, I will advocate for leveraging technology as an enabler to enhance the customer experience, rather than as a complete replacement for human interactions, particularly in service-oriented industries like banking.

References

Davenport, T. H., & Westerman, G. (2024). Case study: How aggressively should a bank pursue AI? Harvard Business Review, 102(3), 148-153. https://hbr.org/2024/05/case-study-how-aggressively-should-a-bank-pursue-ai

Prashantham, S., & Woetzel, L. (2024). To create a greener future, the West can't ignore China. Harvard Business Review, 102(3), 104-113. https://hbr.org/2024/05/to-create-a-greener-future-the-west-cant-ignore-china