In the previous paper, the image of Goliath – or the graphical re-appropriation used to portray the challenges surrounding BAE Systems’ desire to expand its presence in the island of Kava – was instrumental providing a sensible grasp of the problems arising from the company’s otherwise ambitious goal. In particular however, this Metaphorical Thinking method was complimented by yet another technique called Importance Weighting – a process which attempted to further classify the nature, complexity and urgency of the problems that were thus far identified (University of Phoenix Material).
With the aid of critical thinking, the paper in its conclusion was able to zero in on the most pressing problems that were classified both complex and urgent – i. e. , problems regarding expansion of company by boosting sales in a challenging geography, capitalizing on cheap but quality human workforce to further expand the company, and creating a strategy that will increase the sales of BAE System’s frontline machineries.
After having thus identified – and isolated – these problems, it is now time to address these issues and thus map a way for BAE Systems to achieve its goal. After all, “a problem well described is a problem half solved” (Langdon, 2001, p. 5). Mapping a Way to Slay the Giant Problem solving culminates with a decision, one way or another. But the road towards this definitive act does not consist solely in an instinctive feeling to decide on something. On the contrary, decision making itself involves an intricate process of discernment before any choice can be made.
Langdon in fact suggests that before committing to a decision, one needs to carefully consider undergoing a series of discernment that can summarized into three major phases: creating and evaluating the options, analyzing risks, and implementing the decision into its rightful context (Langdon, 2001, xvii). He especially wants to emphasize that there is an interconnected network of affected dimensions that must be thoughtfully anticipated in every decision-making; namely, the people or stakeholders, the financial condition of the entity, the organization, and the personal career of the decision maker himself (Langdon, 2001, p. xix).
Langdon’s ideas are of no little importance. They can be used to make a decider realize the enormity of responsibility that lies into his shoulder. Decisions, Langdon even furthers, “are made on calculated assessment by experienced people” (Langdon, 2001, p. 79). Because the stakes are oftentimes high, the need to engage in a meticulous process of critical thinking is also applied here.
As Paul and Elder put it, “When applied to decision making, critical thinking enhances the rationality of our decisions by raising the pattern of decision-making to the level of conscious and deliberate choice” (Paul and Elder, 2006, p. 185). Which is why, in order that the risks of committing a wrong decision for BAE Systems can be avoided beforehand, this paper adopts in part the model which Langdon proposes for decision-making – to create and evaluate the options, and to level them with the risks involved (Langdon, 2001, p.
12 and p. 125). BAE Systems is confronted three chief concerns which, if successfully addressed, can ensure its expanded presence in the island of Kava. First, it must be remembered that the feasibility of BAE System’s expansion or continued presence in Kava lies in coming up with a strategy which will see to it that the increase in the sales of its products is commensurate with its desired expansion rate.
No company can continue operating without revenues and profits to sustain its business; much more, BAE Systems cannot continue its operation, or even dream of expanding its business network in Kava, if the sales of their products will not cover the cost of having to achieve the desired market expansion. In order to do this, BAE Systems need not only to sustain its existing accounts, but also to set up new client-accounts done through aggressive advertisement and in-shore sales campaign.
This option involves an enduring commitment to meet company targets. To decide on adopting this proposal means that the company is willing to shell out a considerable amount of cash to get these things started. Thus, the risk involved here may be twofold: the expected return of investments may take little while to be translated into cash (since endearing new clients may take time as it usually does), or that there may not be any return of investments at all (especially if the sales department is not quite aggressive to beat expectations).
Secondly thus, in connection to the first option, BAE Systems has to also establish a group of truly competent and committed people to man the industry towards the path of success. The creation of an efficient and result-generating human workforce is elemental in every business. As to the specific case applied to BAE Systems, the company has to capitalize on the cheap but quality labor available in the island in order to hire new employees who would be willing to commit themselves to bringing in better results for the company.
Such move may even be coupled with a company-wide replacement of non-performing employees; if it be deemed necessary. The risk involved here however lies in an unlikely confrontation with employees facing termination; as this may also dampen image of the company that relies on an aggressive advertisement campaign to boost its sales. Thus, specific instructions should be given to the human resources department, in order that it may execute company orders within the legal parameters stipulated by the island.
Lastly, BAE needs to create a larger warehouse, if not an adjacent processing plant (as opposed to a manufacturing plant) in the island, so as to meet the demands of the market. As previously noted, the island’s geography creates serious difficulties both in the transportation costs of goods and the logistics of delivery thereof. Surely, an adjacent processing plant within the island will be able to address these problems. The risk involved in adopting such a proposal meanwhile lies in the high cost of building and operating a processing plant overseas.
Thus, the viability of adopting such solution also hinges on the success which the two previous solutions would actually bring in the company. Conclusion As one may notice, the three issues identified in the previous paper ends up to be connected in the light of the respective solutions that were proposed herein. Indeed, it is with the help of critical thinking that one is led to see that such issues are set to singularly affect the performance of BAE Systems in Kava island, even if at first sight they may seem to be separated or individually contained.
Moreover, it is also along the same vein that the subsequent decisions that must be made relative to the options that were suggested must also be seen in the light of the risks that are attached to them. In a nutshell therefore, this paper ends with conclusive insight that, if the expansion in BAE Systems market can be met with the help of an outstanding workforce to boost the company’s sales, the establishment of a larger company base and operation within the island may not be far from also being achieved.
References Langdon, K. (2001). Smart Things to Know About Decision Making. Oxford: Capstone Publishing Paul, R. and Elder, L. (2006). Critical Thinking: Tools for Taking Charge of Your Learning and Your Life. Second Edition. New Jersey: Pearson Prentice Hall Decision Making Steps. University of Phoenix: Unpublished Problem Solving Tools and Techniques. University of Phoenix: Unpublished.
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