APRIL 5, 2019 · 2019-06-10 · 4 Opportunity Statement What Strategy can Electronic Arts (EA) implement to leverage brand and technology image, knowledge on consumer trends and fads,

APRIL 5, 2019 CARLOS DIAZ TERAN SALVADOR

ORGB -8600 | A01037571 Personal Project - Final Submission

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Contents Opportunity Statement ......................................................................................................................4

Symptoms .........................................................................................................................................4

Opportunities .......................................................................................................................................... 4

Threats .................................................................................................................................................... 4

PESTEEL – Analysis .............................................................................................................................5

Political ................................................................................................................................................... 5

Social/Demographic ................................................................................................................................ 5

Technological .......................................................................................................................................... 6

Environmental/Employees ...................................................................................................................... 6

Legal ........................................................................................................................................................ 6

TOWS - Analysis .................................................................................................................................7

Decision Matrix ..................................................................................................................................8

Recommendation ..............................................................................................................................9

Ge-Matrix Analysis .............................................................................................................................9

Market .................................................................................................................................................. 10

Competition .......................................................................................................................................... 10

Finance and Economics ......................................................................................................................... 10

Technology............................................................................................................................................ 11

Social and Political ................................................................................................................................ 11

Porter’s Analysis .............................................................................................................................. 12

Rivalry ................................................................................................................................................... 12

Threat of substitutes ............................................................................................................................. 13

Supplier power ...................................................................................................................................... 13

Buyer power ......................................................................................................................................... 13

Beam Analysis.................................................................................................................................. 14

Government Forces .............................................................................................................................. 14

Demand Forces ..................................................................................................................................... 14

Competitive Forces ............................................................................................................................... 14

Supply Forces ........................................................................................................................................ 15

TOP-S .............................................................................................................................................. 16

TOP-S .............................................................................................................................................. 17

Stakeholder Map ............................................................................................................................. 18

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Commitment Chart .......................................................................................................................... 20

Assessing Potential Priority Targets .................................................................................................. 20

Diagnostic Typology of Organization Stakeholders ............................................................................ 20

TOP-S .............................................................................................................................................. 21

Hall One - Change Needs Analysis ..................................................................................................... 22

Hall Two .......................................................................................................................................... 23

Hall Two - Measures of Organizational Health................................................................................... 24

Hall Three – Strategic Change Proposal Performance Projections (What-If? Analysis) ......................... 25

Experts ............................................................................................................................................ 28

Holman - Unlocking the mystery of Effective Large-Scale Change ........................................................ 28

Wheatley and Kellner-Rogers - Bringing Life to Organizational Change................................................ 29

Beer & Nohria – Theory E & O .............................................................................................................. 30

Industry Cases.................................................................................................................................. 32

The Young Change Agents – PwC and Corporate Social Responsibility ................................................. 32

Vinesh Juglal – South African Serial Entrepreneur ................................................................................ 32

Ogilvy & Mather .................................................................................................................................... 33

Implementation ............................................................................................................................... 34

• Stage 0 .......................................................................................................................................... 34

• Stage 1 .......................................................................................................................................... 34

• Stage 2 .......................................................................................................................................... 35

• Stage 3 .......................................................................................................................................... 36

• Stage 4 .......................................................................................................................................... 37

• Stage 5 .......................................................................................................................................... 38

• Stage 6 .......................................................................................................................................... 39

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Opportunity Statement What Strategy can Electronic Arts (EA) implement to leverage brand and technology image, knowledge

on consumer trends and fads, and innovation and innovation potential, to overcome government

policies, consumer/media attitudes and opinions, and consumer values, to maintain its leading market

share in the videogame Industry, while improving its reputation.

Symptoms Opportunities

• Brand and technology image (Major/High/+5)

Brand and technology are key factors in the success of a video game (Who is producing

it?), as well as the quality in terms of art/story/environment design (How innovative and

different is the experience offered to the gamer?).

• Trends and Fads (Major/High/+5)

Videogame titles are driven by trends. Major developers in the Industry are ahead up

the game by behaving as trend settlers, followed by next major/minor competitors who

develop similar games. (This can be a mixed blessing, but I’m considering it positive as

the major developer in the world is Electronic Arts).

Fads drive videogame sales up sharply in a short amount of time and can turn a minor

developer into a major developer (increase market share fast).

• Innovations and Innovation potential (Major/High/+5)

Innovation drives profits. Successful companies innovate and offer consumers more

value through their products. A key factor in the videogame industry sales.

Threats

• Government Policies (Major/Medium/-4)

Taxation and wage rate policies, as well as specific policies within the Technological

sector.

Policies towards the content of videogames, and the increasing internet regulations as

well as e-commerce (videogames sold online, mobile, in-app purchases).

Policies towards IP protection and anti-piracy provisions should be stricter.

• Consumer/media attitudes and opinions (Major/High/-5)

Consumers are not happy about content and features that is only accessible through

purchasing expansions or subscriptions.

Media is focusing on the bad news of videogame developers to attract more traffic

and profit from it (i.e. Consumers ragging about additional purchases required to

continue playing, the need to have more strict classification regulations)

• Consumer values (Major/High/-5)

Consumers complain about games requiring additional purchases / in-game purchases,

to continue playing; therefore, their expected product value has been dramatically

harmed by these concerns.

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PESTEEL – Analysis

Political

• Government Policies (Major/Medium/-4) TH#1

Taxation and wage rate policies, as well as specific policies within the Technological

sector.

Policies towards the content of videogames, and the increasing internet regulations as

well as e-commerce (videogames sold online, mobile, in-app purchases).

Policies towards IP protection and anti-piracy provisions should be stricter.

Social/Demographic

• Consumer/Media attitudes and opinions (Major/High/-5) TH#2

Consumers are not happy about content and features that is only accessible through

purchasing expansions or subscriptions.

Media is focusing on the bad news of videogame developers to attract more traffic and

profit from it (i.e. Consumers ragging about additional purchases required to continue

playing, the need to have more strict classification regulations)

• Brand and technology image (Major/High/+5) OP#1

Brand and technology are key factors in the success of a video game (Who is producing

it?), as well as the quality in terms of art/story/environment design (How innovative and

different is the experience offered to the gamer?).

• Major events/influences (Major/Medium/+5) OP#2

E-sports world cups and gaming influencers (YouTube stars) are driving the videogame

trends around the world.

• Population shifts (Major/Medium/-5) TH#3

Although there are plenty of games attractive for different ages, most of the consumers

are in the age range of 18-24. Population shifts translate into changing demands from

new consumers with different tastes and different interests.

• Trends and Fads (Major/High/+5) OP#3

Videogame titles are driven by trends. Major developers in the Industry are ahead up

the game by behaving as trend settlers, followed by next major/minor competitors who

develop similar games. (This can be a mixed blessing, but I’m considering it positive as

the major developer in the world is Electronic Arts).

Fads drive videogame sales up sharply in a short amount of time and can turn a minor

developer into a major developer (increase market share fast).

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Technological

• Competing technology development (Major/High/+5) OP#4

Each player in the videogame industry gains handicap over the rest by developing

complex proprietary technology.

• Research funding (Major/High/+5) OP#5

Proprietary technology obtained through R&D. Long-run investments that constantly

need to be updated and stay ahead of the game.

• Associated/dependent technologies (Major/Medium/-5) TH#4

The Videogame Industry is strongly dependent on gaming consoles manufactured by

just a few companies: Microsoft Xbox, Sony PlayStation, Nintendo, Android, iOS, Steam.

Every couple of years these manufacturers update their products which require changes

and updates in the way videogames are developed.

• Innovations and Innovation potential (Major/High/+5) OP#6

Innovation drives profits. Successful companies innovate and offer consumers more

value through their products. A key factor in the videogame industry sales.

Environmental/Employees

• Consumer values (Major/High/-5) TH#5

Consumers complain about games requiring additional purchases / in-game purchases,

to continue playing; therefore, their expected product value has been dramatically

harmed by these concerns.

Legal

• Consumer protection (Major/Medium/-5) TH#6

Consumers are demanding stricter regulations to protect them from abusive developers

who require in-game purchases to continue playing or to improve the performance of

the game.

Consumers are expecting improved regulations to classify the content of videogame

titles.

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TOWS - Analysis Strengths

• S1 Market Share Leadership

• S2 World-Class Proprietary Technology / Expertise

• S3 Global Presence and Distribution

• S4 Abundant R&D budget

• S5 Excellent reputation for quality and innovative technologies.

• S6 Strong Capital and financial stability

Weaknesses

• W1 Harmed reputation from additional content purchase issues.

• W2 High dependence on videogame console manufacturers.

• W3 Constant need of updating equipment, staff skills.

• W4 Narrow quality-driven portfolio

• W5 High operational expenses

• W6 Limited Innovative/ Creative Content

Opportunities

• O1 Brand and technology image (Major/High)

• O2 Major event/influences and Lifestyle changes (Major/Medium)

• O3 Trends and Fads (Major/High)

• O4 Competing Technology Development (Major/High)

• O5 Research Funding (Major/High)

• O6 Innovations and Innovation potential (Major/High)

SO Strategies

• SO1 Differentiation (Innovative Technologies)* (S2, S4, S5, S6, O1, O4, O5, O6)

• SO2 Differentiation (Quality)

• (S2, S4, S5, O1, O4)

• SO3 Differentiation (Global Reputation) (S1, S2, S3, S5, O1, O2, O3)

WO Strategies

• WO1 Differentiation (Creative Content Development)* (W4, W6, O1, O3, O5, O6)

• WO2 Differentiation (Software Development/ Licensing) (W2, W3, O4, O5, O6)

• WO3 Cost-leadership (Low-cost product-line) (W1, W5, W6, O1, O3)

Threats

• T1 Government Policies (Major/Medium)

• T2 Consumer/Media attitude and opinions (Major/High)

• T3 Population Shifts (Major/Medium)

• T4 Associated / Dependent Technologies (Major/Medium)

• T5 Customer Values (Major/High)

• T6 Consumer Protection (Major/Medium)

ST Strategies

• ST1 Differentiation (Product-line Expansion)

• (S2, S4, S5, S6, T3)

• ST2 Differentiation (Technological Independency) (S2, S3, S4, S6, T4)

• ST3 Differentiation (Reputation on Consumer Protection)*

• (S1, S3, T1, T2, T5, T6)

WT Strategies

• WT1 Differentiation (Proprietary Hardware/ Console Development) (W2, W3, W5, T3, T4)

• WT2 Differentiation (Proactive Consumer Protection) (W1, T1, T2, T5, T6)

• WT3 Differentiation (Consumer-aligned content)* (W1, W4, W6, T1, T2, T5,T6)

Strategies:

• SO1 Differentiation (Innovative Technologies)

• ST3 Differentiation (Reputation on Consumer Protection)

• WO1 Differentiation (Creative Content)

• WT3 Differentiation (Consumer alignment)

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Decision Matrix: SO1 Differentiation (Innovative Technologies):

Taking advantage of EA’s: World-Class proprietary technology and expertise in videogame

development, abundant R&D budget, excellent reputation for quality and innovative

technologies, and its strong capital and financial stability; Continue to develop Innovative

Technologies that satisfy the Industry’s demand for competitive technology development,

through research funding from gaming console developers, while differentiating EA’s

brand/company/technology image and Innovation Potential.

ST3 Differentiation (Reputation on Consumer Protection):

Taking advantage of EA’s leadership over the videogame market, global presence and

distribution; differentiate as a proactive role model and leader to overcome threats from

Consumers/Media attitudes and opinions, the increasing customer values (better content

classifications) and consumer protection (ethical boundaries of additional content), while being

an example for the Government policy-makers and improve the company’s global reputation.

WO1 Differentiation (Creative Content): (Winning Strategy) **

EA’s, by expanding its narrow quality-driven portfolio, and improving its videogame titles with

Innovative/Creative Content, could take advantage of gaining better brand/ company/

technology image, generate new Trends and Fads, taking advantage of Research Funding from

videogame console manufacturers while developing its Innovation Potential.

WT3 Differentiation (Consumer Alignment):

Due to a harmed reputation from additional content purchase issues (In-game purchases), a

narrow quality-driven portfolio, and a limited Innovative/Creative content; EA should align with

consumer expectations regarding the content (additional purchases and classifications) of its

videogame titles to improve Consumer/Media attitude and opinions, customer values and

consumer protection, while being an example for the Government policy-makers.

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Recommendation The chosen strategy for Electronic Arts is to differentiate through Creative Content Development (CCD).

This strategy involves establishing a unified vision across the organization towards developing new

videogame titles that provide unique gaming experiences, creating trends and fads on consumers as

Major event/influences on consumer Lifestyle changes. Since late 1990’s Electronic Arts has

concentrated on, year by year, developing series of videogames (i.e. FIFA 99’ – FIFA 19’) that provide

consumers with the same gaming experience, only improving graphics and features, and not meeting

Consumer Values demand. In fact, EA has increased negative Consumer/Media attitude and opinions

since additional content purchases are required in order to beat a videogame; of course, the additional

content does provide innovation to the gaming experience, proving that EA possess strong Innovation

and Innovation Potential, and can increase Competing Technology Development (Research Funding). EA

is recommended to stop this practices and increase its reputation by becoming pioneer supporters of

Government Policies, and Consumer protection against these practices.

EA should instead, leverage its creative process to develop brand-new gaming series and content that is

not mandatory to finish a videogame, benefiting its Brand and Technology image.

Also, by following this strategy, EA will gain competitive advantage over Associated/Dependent

technologies, staying ahead of Population Shifts.

Ge-Matrix Analysis

Factors Market Attractiveness Competitive Advantage

Market Market diversity 1 Business Share 5 Regional Coverage 5

Competition Degree of substitution 4 Business Competitiveness 5

Finance and Economics

Profitability 5 Entry/exit barriers 1

Return on Investment 5 Ease of being financed 5

Technology Complexity 5 Differentiation 5

Level of specialization 5 Quality of research and

development 5

Social and Political Social attitude and tendency 1

Impact of demographic shifts 5

Quality of social relationships 1

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Market

Market Attractiveness

• Market Diversity Reduce similarities with competitors and products in the market by leveraging creative content differentiation.

Competitive Advantage

• Business Share Leverage creative content development to maintain EA’s market share.

• Regional Coverage Leverage creative content development to expand consumer frontiers while taking advantage of EA’s current global distribution channels.

Competition


• Degree of Substitution Leverage creative content development to reduce the impact of substitute products over consumer decisions and profits.


• Business Competitiveness Leverage creative content development to maximize business competitiveness across the videogame Industry, through EA’s current world-class resources and proprietary technologies.

Finance and Economics


• Profitability Leverage creative content development to maximize profitability by attracting new (and more) consumers and drawing their attention from competitor products.

• Entry/Exit Barriers Reduce threat of entry barriers by leveraging creative content development to generate quality/performance gaps amongst competitors and raise entry barriers for new competitors.


• Return on Investment Leverage creative content development to align with investors requirements and maintain their support, through sales and profit maximization.

• Ease of being financed Leverage creative content development to align with investors requirements and maintain their support, through sales and profit maximization.

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Technology


• Complexity Leverage creative content development through EA’s current world-class proprietary technologies.

• Differentiation Leverage creative content development to differentiate EA’s product from competitor’s and stay ahead of the industry by leading trends.


• Level of Specialization Leverage creative content development through EA’s current world-class proprietary technologies.

• Quality of Research and Development Leverage creative content development taking advantage of EA’s abundant R&D budgets while improving current proprietary technology.

Social and Political


• Social attitude and tendency Reduce threats from threat around negative consumers and opinions by leveraging creative content development to offer consumers greater product value.

• Impact of Demographic shifts Leverage creative content development to offer a broader product-line, attracting consumers from different ages/interests, and overcome demographic shift threats.


• Quality of social relationships Reduce threats from threat around negative consumers and opinions by leveraging creative content development to offer consumers greater product value.

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Porter’s Analysis

Threat of New Competitors • Proprietary, Product Differences (5)

Leverage creative content development to emphasize proprietary and product advantages, reducing market attention for new competitors.

• Brand Identity (5) Leverage creative content development to differentiate from competitors and reinstate EA’s brand identity in the market to overcome new competitors with different brand identities entering the market.

• Capital Requirements (5) Leverage creative content development to attract Investors with profitable results and raise capital requirements as entry barriers for new competitors.

Rivalry • Product/Service Differences or Differentiation (5)

Leverage creative content development to boost EA product-line differences from competitors (rivals).

• Brand Identity and Reputation (5) Leverage creative content development to stand-out EA’s identity from competitors within the videogame Industry and improve its reputation with different and attractive product offering to consumers.

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Threat of substitutes • Switching Costs (1)

Reduce switching costs effect by leveraging creative content development to, through Unique product offering to the consumer, generate dependency in terms of quality/faming-experience for consumers.

• Number of similar competitors of similar nature in Industry (5) Leverage creative content development to reduce the number of competitors

Producing similar/comparable videogame titles.

Supplier power • Impact of inputs on differentiation (1)

Mitigate impact of inputs by leveraging creative content development and take advantage of the almost inexistent impact of inputs on differentiation to find suppliers that boost EA’s leadership across the Industry.

Buyer power • Product Differences (5)

Leverage creative content development to meet the increasing demand from consumer for different, more entertaining and higher quality videogames.

• Brand identity (5) Leverage creative content development to increase EA’s brand identity recognition

from consumers, increasing profits. • Buyer Profits (5)

Leverage creative content development to increase the product value offer to the final consumer (gamers) and boost customer profits (retailers).

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Beam Analysis Government Forces

Consumer protection regulations regarding the inclusion of additional content will be

tightened, limiting game dependency on it.

o Leverage creative content development to offer more accessible, less

dependent additional content.

Consumer protection regulations regarding the classification of videogames on the kind

of content included (graphical/violent/sexual) will increase.

o Leverage creative content development to offer a broader product-line for the

different classifications.

Regulation policies towards Internet access and security of e-commerce are expected to

increase.

o Leverage creative content development to become part of the current

regulation trends for e-commerce security.

Demand Forces Consumer power and protection, due to abusive practices from game developers to

require additional purchases to complete a game, will increase.

o Leverage creative content development to offer different types of additional

purchases unrelated to the performance/progress of the videogame.

Game prices, as they become digital version, will decrease. Consumers are aware of the

cost reductions involved in digital copies of videogame titles, and are expected to

exercise pressure on videogame developers.

o Leverage creative content development to improve the consumer experience

with a given game title unrelated to its price/quality.

Demands for more “entertaining” content will increase more and more. The same kind

of videogames have been relaunched and remastered several times since late 1990s.

(i.e. FIfa99,Fifa2000-Fifa2019)

o Leverage creative content development to expand EA’s product-line for gamers

to choose based on their tastes and willingness to explore new offerings.

Competitive Forces Amount of “Indie-games” (Low cost, independent developer) developers, with artistic

content, will exponentially increase for the next 5 years.

o Leverage creative content development to offer consumers more valuable

games in terms of art (characters, environment) and product value.

Mobile gaming will revolutionize the videogame Industry within the next 10 years.

o Leverage creative content development to leverage EA’s mobile distribution

channels and its mobile product line taking advantage of the trend wave.

Outsourcing of videogame projects, to reduce costs while having moderate quality

videogame titles, will continue to increase.

o Leverage creative content development to maximize product value and make

EA’s expertise and quality reputation distinguishable from competitors.

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Supply Forces Trend towards more powerful technological innovations, year after year (applies to

dedicated hardware/equipment)

o Leverage creative content development while implementing newer/more

powerful technologies to maximizes sales and therefore, profits.

Trend towards new gaming technologies i.e. virtual reality equipment.

o Leverage creative content development advantaging from new technology to

differentiate from competitors and attract more consumers (sales, profits).

Trend towards increasing specialized equipment (monopolistic) as technology advances.

o Leverage creative content development to differentiate with proprietary

technologies and overcome monopolistic technology advancements.

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TOP-S

Technology

Process or Method

Current Situation

Required Situation Situational Gaps Tactics and Risks

World Class Proprietary Technology

Outstanding Proprietary Technology contributes to the quality of title series.

Outstanding Technology contributes to the development of newer and more creative titles.

Departments need to be aligned to a same vision and strategy.

TT1: Align departments with unified vision of Creative Content Development (CCD). TT2: Enable departments to work towards Creative Content Development (CCD) differentiation through collaboration tools and software.

Budget Abundant budget, well allocated across departments.

Abundant budget prioritized in R&D and marketing departments.

Increase budget for R&D, and Marketing departments.

TT3: Set up KPI’s to measure the effectiveness of R&D and marketing over CCD TT4: Foster Investors commitment to support EA’s CCD

Marketing Marketing reinforces loyalty on existing consumers.

Marketing attracts new consumers

Leverage Marketing research on consumer trends and fads.

TT5: Market research on consumer trends and fads to leverage CCD TT6: Redesign marketing plans for CCD

Research & Development

Proprietary technologies benefit the quality of EA’s videogame titles.

Proprietary technologies enable the development of newer and more creative titles.

Align R&D department towards developing technologies that benefit creativity on newer titles.

TT7: Revise R&D plans and assets to specialize in CCD TT8: Employee training in CCD

Production Pipeline

Production Pipeline is effective but not efficient.

Production Pipeline is effective and efficient, enabling collaboration between R&D and Marketing with Production Departments.

Eliminate Bureaucracy in Production Pipeline. Staff must understand the role and pipeline of each department.

TT9: Enable departments to work towards CCD differentiation through collaboration tools and software. TT10: Redesign employee training to understand CCD pipeline.

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TOP-S

Organization

Process or Method

Current Situation Required Situation Situational Gaps Tactics and Risks

Culture Unique culture with high employee retention.

Unique culture that promotes employee participation.

EA’s knowledge is within the company, employee needs to be involved in production processes.

TO11: Design an incentives plan for employees to contribute in CCD. TO12: Redesign employee training to ensure understanding of EA’s culture and CCD pipeline.

Management Strong management driven by profitability.

Strong management ensuring profitability and enforcing consumer- oriented processes.

Spread EA’s vision across departments, reinforcing orientation on consumer and industry, trends and fads.

TO13: Appoint Vision Ambassadors that ensure vision is carried across CCD pipeline. TO14: Make critical information available to all employees, raising awareness of EA’s profitability through the CCD pipeline.

Commitment Current psychological contracts are based on profitability

Revitalize commitment to align videogame content with consumer and industry trends.

Psychological contracts need to be revitalized to foster a consumer- oriented production.

TO15: Design reward programs to commit in supporting the CCD differentiation strategy. TO16: Provide suppliers with voice in EA’s CCD decisions.

Staffing Top-shelf Talented Staff

World-class Talented staff, with knowledge of consumer, and industry, trends and fads.

Enforce employee involvement in EA’s pre-production processes.

TO17: Monthly employee training in CCD TO18: Design incentive programs to promote employee participation in the CCD pipeline.

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Stakeholder Map

Advocacy groups Against: -4, Power: 4 Advocacy groups are demanding tighter regulations towards the ratings of video game content (i.e. Violence, Offensive Language, Sexual Content), and a better regulation on the amount of dependency a videogame can have on additional content. Advocacy groups have strong power as they are supported by parents, who have control over a significant amount of videogame purchases, customers opposing EA’s abusive practices for additional content (‘in-app’ purchases), and other supporters.

Competition Against: -4, Power: 3 Competitors in the Videogame Industry follow consumer trends and fads. Consumers have a broad catalogue of titles to choose from, causing Videogame developers to fiercely compete for the attraction of consumers. For EA, consumers preference on videogames that do not require additional content to be purchase, is a big competitive disadvantage; raising competitor’s power.

EA

Advocacy Groups

Competition

Consumers

Employees

GovernmentInvestors

News Media

Society

Suppliers

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Consumers Against: -2, Power: 4 Although consumers have negative opinions about EA’s additional content requirements, they demand quality in videogames. Therefore, their influence is reduced as they will continue to purchase EA’s titles. But their power is still strong as sales are dependent on them.

Employees For: +5, Power: 4 Employees are active supporters of Electronic Arts as they are aligned with the company’s culture and values; and, dependent on the company’s profitability. They have strong power in the company as they are the ‘hand, head, and spirit’ of the company.

Government For: +3, Power: 5

Government has strong power over Electronic Arts, as they are regulators of industries. However, a big factor for their supporting position is the influence that the Videogame Industry (a sub-branch of Entertainment Industry) has in British Columbia’s Economy.

Investors For: +4, Power: 3 Investors have strong power over Electronic Arts as they are the ones who provide most of the capital through the acquisition of shares. They are supporters of the company, as long as they have a good return on their investments.

News media Neutral: +3/-3, Power: 3 News Media will always cover any event that attracts audience, increasing their profits. They have medium power as they only influence consumers, but they could harm EA’s reputation by influencing consumers on the ‘in-app’ purchases issues.

Society Against: -4, Power: 1 Conformed by parents, who have control over a significant amount of videogame purchases, customers opposing EA’s abusive practices for additional content (‘in-app’ purchases), and other members of the community. Historically, society has been opposed to videogames due to the type of content included, and its effects on individual’s behavior. They have low power as individual’s alone, and high power through their support on advocacy groups.

Suppliers For: +3, Power: 2

Suppliers will support EA’s decisions and activities, as long as they make profits. They have low power as they have no threat of forward integration, or bargaining power, but could harm EA by obstaculizing their operations.

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Commitment Chart Stakeholders Stop it Resist it No

commitment Let it Help it Make it

Advocacy Groups

X→→ →→ →→O

Competition

X→→ →→ →→O

Consumers

X→→ →→ →→ →→O

Employees

X→→ →→O

Government

X→→ →→ →→

Investors

X→→ →→ →→O

News Media O←← ←← X→→ →→ →→O

Society

X→→ →→ →→O

Suppliers X→→ →→ →→O

Assessing Potential Priority Targets

Actively Opposed Neutral Strongly Supportive

Have Required Capabilities

Proactive Resistors • Advocacy Groups

(supported by Society) • Government

(Regulations)

Bystanders • Investors • News

Media

Change Agents • Employees • Government

(Economy)

Do Not Have Required Capabilities

Defensive Resistors • Society • Customers • Competition

Change Agents in Waiting

• Suppliers • Customers

Diagnostic Typology of Organization Stakeholders

High Potential for Threat Low Potential for Threat

High Potential for Cooperation

Collaborate • News media (+3/-3, 3)

• Consumers (-2, 4) • Government (+3, 5)

Involve

• Adv. Groups (-4, 4) • Investors (+4, 3)

Employees (+5, 4)

Low Potential for Cooperation

Defend • Competition (-4, 3)

Monitor • Society (-4, 1)

• Suppliers (+3, 2)

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TOP-S

People

Process or Method

Current Situation Required Situation Situational Gaps Tactics and Risks

Consumers Reduced loyalty due to bad reputation of ‘in-app’ purchases.

Increased consumer loyalty by improving EA’s reputation.

Gaming experience must not be dependent on ‘in-app’ purchases.

TP19: Launch marketing campaign to revitalize consumer loyalty on CCD TP20: Enforce additional content is aligned with CCD differentiation strategy to continue profiting from attractive additional content.

Employees Top-shelf Talented Staff

World-class Talented staff, with knowledge of consumer, and industry, trends and fads.

Enforce employee involvement in EA’s pre-production processes.

TP21: Monthly employee training in CCD TP22: Design incentive programs to promote employee participation in the CCD pipeline.

Shareholders EA’s is stable and well capitalized.

Maintain shareholders support through the new vision while continue to provide returns on their investments.

Shareholder’s trust needs to be fostered and increased.

TP23: Invite shareholders take part in EA’s CCD decisions. TP24: Set up KPI’s to measure the profitability of CCD

Suppliers Reliable relationship with suppliers.

Committed Suppliers who provide long-term benefit

Obtain long-term commitment from vital suppliers

TP25: Strong relationship with CCD suppliers TP26: Design CCD suppliers’ commitment and retention plan.

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Hall One - Change Needs Analysis

Non-Behavioral Changes Required

Behavioral Changes Required

Behavioral Tactics

Develop New Technological Capabilities

R&D resources must enable new and aligned Creative Content Development (CCD) proprietary technologies with consumer trends and fads (O3).

Staff must master new proprietary technologies, to ameliorate pressure from Customer Values (T5), by leveraging Creative Content Development (CCD).

H1T1-Train staff to leverage Creative Content Development (CCD) , through the implementation and mastering of newer proprietary technologies, taking advantage of consumer trends and fads (O3).

Develop New Organizational Capabilities

Management must have knowledge about Government Policies (T1), and Consumer Values (T5), to align their responsibilities with the CCD differentiation strategy.

Refer Managers of production to the results from market research on trends and fads (O3), to improve brand and technology image (O1) on CCD.

H1T2- Establish collaboration tools across the organization to facilitate the alignment of CCD with trends and fads (O3), to mitigate consumer/media attitudes and opinions (T2).

Change People Preferences

Commitment from employees and shareholders on CCD differentiation strategy must be gathered, to overcome consumer/media attitudes and opinions (T2).

Initiate incentives plan to align employees and shareholders with CCD differentiation strategy, to efficiently respond to Consumer Values (T5), demands.

H1T3- Design and implement an incentives program to increase shareholder’s and employee’s commitment to CCD and ameliorate consumer/media attitudes and opinions (T2).

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Hall Two

ENTHUSIASM BOUNDARIES PROBLEM SOLVING

LEARNING SUSTAINABILITY

Managers & Employees

Differences between departmental policies

Hidden & ignored or dealt with

Learn from own experience

Pace for people & plant to continue

Commitment Interdepartmental Communication

Trends and Fads Lifespan

Collaboration tools

Appeal and Influences on New Audiences

Participation Collaboration Between Departments

Videogame Development Actualization

Senior Mentoring Adaptation to newer technologies and hardware

Productivity Eliminate Bureaucracy Time to Develop Proprietary Technology

Career Development

Consistency of Vision Alignment

Work-life balance and absenteeism

Homogenized Workplace Policies

Identifying and Assessing Consumer

Trends

Ambition Guidance

Maximize production Efficiency

Performance Reviews

Harmonized Workplace Culture

Innovative Content

Fostering of Intellectual

Capital

Incremental growth through stages

24

Hall Two - Measures of Organizational Health

ENTHUSIASM BOUNDARIES PROBLEM SOLVING

LEARNING SUSTAINABILITY

Managers & Employees Differences Production Departments

Hidden & Ignored or Dealt With

Learn from Own Experience

Pace for People & Plant to Continue

Goal Top level performance and engagement across

the organization.

Goal Highly unified and

collaborative organization structure.

Goal Align and respond to new videogame industry standards.

Goal Master proprietary

technology to maximize

competitive advantage.

Goal Continue to profit and lead the Industry while aligning with consumer

expectation and government regulations.

H2T1 – Design employee retention plan to, with incentives and rewards, ensure alignment with CCD. Efficiently responding to Consumer/Media Attitudes and Opinions (T2).

H2T2 – Redesign organizational level policies, enabling CCD differentiation strategy deployment; while ameliorating Consumer Values (T5), demands.

H2T3 – Appoint a Heavy-Weight team who ensures EA’s CCD is consistently and constantly ahead of Government Policies (T1), and Consumer Values (T5).

H2T4 – Design and conduct monthly training and updating session on CCD proprietary technologies, leveraging Competing Technology Development (O4).

H2T5 – Implement KPI’s to measure the improving effect of CCD on Consumer Values (T5), and Consumer/Media Attitudes and Opinions (T2).

25

Hall Three – Strategic Change Proposal Performance Projections (What-If? Analysis)

TOP-S Technology

Major Risk Worst Case Most Likely Best Case Hall 3 Tactic No.

World Class Proprietary Technology

Replicated or outdated CCD proprietary technology.

Proprietary technology is obsolete and delays CCD.

Slight delay in adaptation of proprietary technology towards CCD.

World-Class proprietary technology maximizes differentiation of CCD.

H3T1- Redesign HR’s recruitment process to pool R&D staff with world-class knowledge and experience in CCD. Maximizing Competing Technology Development (O4), Innovations and Innovation potential (O6); and mitigating Associated/Dependent technologies (T4).

Budget Budget expenses on CCD are ineffective.

Budget expenses on CCD provide no returns.

Some unforeseen expenses will occur but will return an effective CCD.

Budget for CCD yields good returns, while leaving budget surplus.

H3T2- Revise current budget plan using older budget plans to forecast coming years. Allocate a percentage of the budget for unforeseen CCD expenses caused by leveraging Competing Technology Development (O4) to mitigate Associated/Dependent technologies (T4).

Marketing Accuracy of market research on CCD.

Results from market research are inaccurate/ biased, harming the scope of CCD.

Market research will provide CCD accurate results that will adaptation to stay aligned with trend shifts.

Market research on CCD is accurate and provides information to predict trend shifts.

H3T3- Appoint a senior heavy-weight team that conducts a thorough CCD market research, backing up the results with a CCD specialized marketing consultant to effectively address consumer/media attitudes and opinions (T2), Population Shifts (T3), Government Policies (T1); While leveraging trends and fads (O3), brand and technology image (O1), major event/influences and Lifestyle changes (O2).

Research & Development

Research’ results deviate from CCD purpose.

New developments are useless for CCD.

New development is advanced and requires CCD employees to be trained in order to effectively be deployed.

New development revolutionizes EA’s CCD within the industry.

H3T4- Implement direct collaboration tools between Marketing, R&D, and CCD production department, to leverage Competing Technology Development (O4), brand and technology image (O1), and overcome Associated/Dependent technologies (T4), consumer/media attitudes and opinions (T2).

Production Pipeline

Compatibility with CCD.

Production pipeline struggles adapting to CCD, causing major delays.

Production Pipeline needs some adaptations to accept CCD.

Seamless Integration of CCD in production pipeline, maximizing efficiency.

H3T6- Appoint a heavy-weight engineering team between R&D and Production departments to adapt CCD into the current production pipeline, leveraging Competing Technology Development (O4), ameliorating Consumer Values (T5), Associated/Dependent technologies (T4).

26

TOP-S Organization


Culture Loss of identity, and values while shifting mindsets to CCD.

EA’s culture is lost while transitioning from profitability-driven to CCD -oriented.

Values will need to be reinstated across all (most) departments involved in CCD.

CCD mindset shift advantages from EA’s solid culture and values.

H3T7- State a unified vision across the whole company, while providing support to adapt CCD vision, culture, and values, into EA’s departments; mitigating consumer/media attitudes and opinions (T2); and leveraging brand and technology image (O1), Innovations and Innovation potential (O6).

Management Resistance to implement CCD, influenced by profitability pressure.

CCD lead fails to promote CCD practices and implementations.

Some frictions between CCD departments will rise, mitigated by alignment with unified vision.

Seamless implementation of CCD, maximizing efficiency of the differentiation strategy.

H3T8- State a unified vision for the whole company and appoint vision-ambassadors who guide departments across the implementation of CCD; leveraging brand and technology image (O1), Innovations and Innovation potential (O6).

Commitment Resistance to renovate psychological contract terms on CCD.

Commitment is based on wages and profitability, reducing the effectiveness of CCD.

Commitment requires some efforts, but effectively renovate psychological terms across departments involved in CCD.

Seamless commitment from all departments maximize CCD effectiveness.

H3T9- Design a rewards plan that incentivizes employees to commit, support, and participate in ; leveraging brand and technology image (O1), Innovations and Innovation potential (O6), ameliorating consumer/media attitudes and opinions (T2).

Staffing Non-skilled, Talentless CCD staff.

Staff is not capable of implementing an effective CCD.

Staff needs to be constantly trained and updated to maximize CCD effectiveness.

Staff is talented and has more than adequate skills to boost CCD efficiency.

H3T11- Redesign HR’s recruitment process to pool R&D staff with world-class knowledge and experience in CCD. Maximizing Competing Technology Development (O4), Innovations and Innovation potential (O6); and mitigating Associated/Dependent technologies (T4).

27

TOP-S People


Consumers Negative Consumer Opinions and Attitudes about CCD.

Loss of consumer loyalty due to new CCD not meeting the taste of consumers.

Some consumers will welcome a new CCD with differentiated creative content. Some will oppose.

New CCD attracts new consumers, creating new trends and fads.

H3T13- Conduct thorough market research on trends and fads (O3), to ameliorate consumer/media attitudes and opinions (T2) through CCD.

Employees Pooling the wrong CCD people.

Not differentiated CCD due to non-skills, and talentless employees.

Employees will continue to perform World-Class CCD but will need training and guidance.

CCD is unique, as result of top-tiered skills and talent from of EA’s employees.

H3T15- Redesign production pipeline to include weekly intensive training sessions for employees to perform World-Class CCD and overcome consumer/media attitudes and opinions (T2), while leveraging brand and technology image (O1), Innovations and Innovation potential (O6).

Shareholders Loss of capitalization by loss of shareholder support in CCD.

EA is forced to cut CCD budget to prevent decapitalization.

Shareholders will continue to support CCD, as long as they have return on their investment.

More shareholders are attracted by EA’s CCD profitability, raising capital to historical levels.

H3T16- Provide shareholder with constant updates on critical information, based on CCD KPIs of effect’s on amelioration of Consumer Values (T5), and profitability from the creation of trends and fads (O3).

Suppliers Loss of Commitment and Support in CCD.

CCD is delayed by obstacles from losing suppliers.

Some bidirectional adjustments are done to preserve good CCD relationships with current suppliers.

Commitment on CCD from suppliers is proactive and benefitting both sides of business.

H3T18- Invite suppliers to take part in EA’s critical meetings, gathering their commitment and support on CCD, to help overcome Consumer Values (T5) demand and Associated/Dependent technologies (T4), while leveraging Innovations and Innovation potential (O6).

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Experts Holman - Unlocking the mystery of Effective Large-Scale Change

For Peggy Holman, change has been central to her work since the mid-1970’s. She has

explored social technologies that engage “whole systems” of people from organizations

and communities towards successfully achieving lasting and positive large-scale change.

Seven Themes of Effective Large-Scale Change

1. Vision/Purpose HN1- Create a unified vision across the organization, holding employee involvement in the Creative Content Development (CCD) process as a vital component of success. Leveraging Innovations and Innovation potential (O6), Competing Technology Development (O4); while addressing consumer/media attitudes and opinions (T2), Consumer Values (T5), Consumer Protection (T6).

2. Whole Systems View HN2- Conduct training sessions in every department to provide employees with a clearer understanding of the production pipeline, and the role of each department towards CCD. Leveraging Innovations and Innovation potential (O6), Competing Technology Development (O4).

3. Availability of Critical Information HN3- Enable CCD critical information accessibility to all employees by setting up a centralized database of KPIs; Leveraging Competing Technology Development (O4), brand and technology image (O1); while ameliorating Consumer Values (T5).

4. Head, Heart, and Spirit Engagement HN4- Develop engaging CCD policies that foster employees’ commitment through rewarding participation and personality development; Leveraging Innovations and Innovation potential (O6), Competing Technology Development (O4), brand and technology image (O1); while addressing consumer/media attitudes and opinions (T2), Consumer Values (T5).

5. Power to Contribute HN5- Conduct monthly CCD brainstorming sessions, providing a voice to employees, suppliers and investors (invited), to encourage their participation for a successful differentiation; Leveraging Innovations and Innovation potential (O6), Competing Technology Development (O4), brand and technology image (O1); while addressing consumer/media attitudes and opinions (T2), Consumer Values (T5).

6. Knowledge and Wisdom HN6- Appoint a heavy-weight engineering team between R&D and Production departments to adapt CCD into the current production pipeline, leveraging Competing Technology Development (O4), ameliorating Consumer Values (T5), Associated/Dependent technologies (T4).

29

7. Change: A Process, Not an Event HN7- Conduct bi-weekly, departmental, follow up sessions that reinforce the CCD vision; Leveraging Innovations and Innovation potential (O6), Competing Technology Development (O4), ameliorating Consumer Values (T5).

Wheatley and Kellner-Rogers - Bringing Life to Organizational Change

Wheatley and Kellner-Rogers suggest four principles that provide very clear indicators of

how, within the organization, one can work with life’s natural tendency to learn and

change; while, imitating life’s great capacity for change. From these principles, we

enable complex organizations to arise, with structures, norms, and networks of

communication that develop the constant interactions among system members.

Principles that work with life’s great capacity for change:

1. Participation is not a choice

WK1- Provide all collaborative stakeholders and advocacy groups with a voice to

help shape a unified vision for all the organization CCD; encouraging them to

support change; leveraging Innovations and Innovation potential (O6), brand and

technology image (O1); while addressing consumer/media attitudes and

opinions (T2), Consumer Values (T5), Consumer Protection (T6), Government

Policies (T1).

2. Life always reacts to directives, it never obeys them

WK2- Invite all collaborative stakeholders and advocacy groups to trimestral

follow up sessions that act as reinforcers for the CCD vision; leveraging

Innovations and Innovation potential (O6), brand and technology image (O1);

while addressing consumer/media attitudes and opinions (T2), Consumer Values

(T5), Consumer Protection (T6), Government Policies (T1).

3. We do not see “reality”. We each create our own interpretation of what’s real.

WK3- Design and establish KPIs that homogenizes employees observed

performance in CCD; leveraging Competing Technology Development (O4), while

mitigating Consumer/media attitudes and opinions (T2), Consumer Values (T5).

4. To create better health in a living system, connect it more to itself.

WK4- Conduct semi-annual CCD employee gatherings that foster knowledge

about the company and its members; leveraging Competing Technology

Development (O4), Innovations and Innovation potential (O6), brand and

technology image (O1), while solving Consumer/media attitudes and opinions

(T2), Consumer Values (T5).

30

Beer & Nohria – Theory E & O Michael Beer and Nitin Nohria identified two structures that support change. They developed

Theory ‘E’, which states that change is based on economic value through the organization; while

Theory ‘O’ relies on the capabilities through the organization. They are both driven by

shareholder value, and while Theory ‘E’ is more commonly used, they are both considered

strong change strategies.

Dimensions of Change

E O Theories E & O

Goals Differentiate on Industry leading CCD.

CCD is consumer-oriented, encouraging employee’s knowledge contribution (participation).

EO1- Encourage employee participation in CCD brainstorming sessions to leverage Competing Technology Development (O4), Innovations and Innovation potential (O6); while addressing Consumer Values (T5).

Leadership Senior Management is aligned with CCD vision, and pursue profitability.

Support and guide employees through the implementation of the CCD differentiation strategy

EO2: Revise manager duties to include involvement in CCD, and employee guidance and support “open-door”; to leverage Competing Technology Development (O4), Innovations and Innovation potential (O6).

Specialization Enable CCD pipeline to increase profitability.

Infuse company values and culture in CCD pipeline.

EO3: Enable compatibility between CCD vision and EA’s values and culture; to leverage Competing Technology Development (O4), Innovations and Innovation potential (O6), while reducing issues from Associated/Dependent Technologies (T4),

Process CCD Production Pipeline is effective and profitable.

CCD Production Pipeline contributes to employee development.

EO4: Encourage experimentation through idea contribution programs for employees to develop skills and knowledge on CCD; to leverage Competing Technology Development (O4), Innovations and Innovation potential (O6), while ameliorating Consumer Values (T5).

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Reward Systems

A portion of employees’ wages depend on their CCD performance.

Career development opportunities depend on employee’s CCD performance.

EO5: Design Employee Rewards Plans that foster employees’ commitment through rewarding participation and personality development in CCD; Leveraging Innovations and Innovation potential (O6), Competing Technology Development (O4), brand and technology image (O1); while addressing consumer/media attitudes and opinions (T2), Consumer Values (T5).

Use of Consultants

Consultants who specialize in CCD.

Use consultants who specialize in CCD collaboration tools.

EO6: Inquire with a CCD specialized IT consultant to implement collaboration tools across departments and effectively address consumer/media attitudes and opinions (T2), Population Shifts (T3), Government Policies (T1); While leveraging trends and fads (O3), brand and technology image (O1), major event/influences and Lifestyle changes (O2).

32

Industry Cases The Young Change Agents – PwC and Corporate Social Responsibility

James Shaw, Amy Middelburg, and Fabio Sgaragli are assigned to develop PwC’s

corporate sustainability program from the ground up. They proposed that PwC would

assess and measure its success by more than its financial goals; that it would take the

corporation’s effects on society and on the global environment into account.

The team arrived at outcomes that would enable the corporation to make CSR a guiding

principle at PwC.

The following steps were informed from those outcomes and are recommended as tactics for

Electronic Arts:

YCA1: Appoint a CSR-Team to enable EA to incorporate CSR as part of the company’s

vision while maintaining direction towards CCD; ameliorating Consumer protection(T6),

Government Policies (T1), Consumer/Media attitudes and opinions (T2), and benefitting

from brand and technology image (O1), event/influences and Lifestyle changes (O2).

YCA2: Implement, in EA’s vision towards CCD, the concept of “Triple-bottom Line” to

ameliorate social threats from Consumer protection(T6), Government Policies (T1),

Consumer/Media attitudes and opinions (T2); while leveraging brand and technology

image (O1), event/influences and Lifestyle changes (O2), trends and fads (O3).

YCA3: While implementing CCD differentiation strategy, spread through marketing

campaigns and advertising, EA’s addressing of social concerns: Consumer

protection(T6), Government Policies (T1), Consumer/Media attitudes and opinions (T2),

fostering future brand and technology image (O1), event/influences and Lifestyle

changes (O2), trends and fads (O3).

Vinesh Juglal – South African Serial Entrepreneur

Vinesh Juglal became a millionaire in South Africa through the teachings of his

entrepreneurial parents, his hard work, and his persistence. Having left school as a teen,

he worked in construction until he made enough money to buy a truck and then

launched his first business as a food wholesaler.

His continued success in his various business ventures sprang from his innate

understanding of the entrepreneurial mindset:

The importance of being first - Get ahead of the competition

VJ1 – Design CCD policies to address Consumer protection(T6), Government

Policies (T1), making EA a pioneer company in supporting these factors;

benefitting from brand and technology image (O1), event/influences and

Lifestyle changes (O2).

33

Be open to new approaches and techniques - Gain knowledge and inspiration through

observation of other markets and industries

VJ2 – Encourage experimentation through idea contribution programs for

employees to expand CCD market frontiers to leverage Competing Technology

Development (O4), Innovations and Innovation potential (O6), while

ameliorating Population Shifts (T3), Consumer/Media attitudes and opinions

(T2).

Seize opportunity wherever it appears – Leverage market factors to your advantage

VJ3 – Expand Marketing research on CCD to ameliorate threats from Consumer

protection(T6), Government Policies (T1), and benefit from trends and fads (O3),

brand and technology image (O1), event/influences and Lifestyle changes (O2).

Ogilvy & Mather

Ogilvy & Mather, an advertising agency forced to adapt and respond to changes in

market demand for advertising. Customers pursued lower costs with better services,

which caused struggles for Ogilvy & Mather to adapt quickly. Large customer accounts

were loss as a result. Charlotte Beers, appointed as the new CEO, identified that

employees were not engaged with client’s demand and departments lacked direction.

The following steps are tactic suggestions for Electronic Arts, based on the case experience:

OM1- Research potential gaps in CCD by conducting feedback surveys from existing and

past customers to engage with their demands, and analyze gaps between expectations

and actual performance; leveraging brand and technology image (O1), Innovations and

Innovation potential (O6), Competing Technology Development (O4); and to diminish

gaps between expectation and actual performance in consumer/media attitudes and

opinions (T2), Consumer Values (T5).

OM2- For each department, develop a clear and detailed list of roles and responsibilities

aligned with the CCD direction and vision of the company towards differentiation

strategy; leveraging Competing Technology Development (O4), brand and technology

image (O1); and addressing Consumer Values (T5).

OM3- Highlight differentiated benefits of EA’s CCD in marketing campaigns and

informative meetings with employees, supportive stakeholders and advocacy groups; to

ameliorate consumer/media attitudes and opinions (T2); while leveraging brand and

technology image (O1).

34

Implementation Stage 0:

Analyzing Electronic Arts, and its need for change.

(Right Now, Point 0 in time).

Stage 1:

(RUN) Establish company policies under CCD differentiation strategy, initiate

restructuring of departmental roles in the production pipeline, and adaptation of

production pipeline. Initiate Market Research to complement existing

information. ▪ TT1: Align departments with unified vision of Creative Content Development

(CCD).

▪ TT5: Market research on consumer trends and fads to leverage CCD ▪ TT10: Redesign employee training to understand CCD pipeline.

▪ TO11: Design an incentives plan for employees to contribute in CCD. ▪ EO3: Enable compatibility between CCD vision and EA’s values and culture; to

leverage Competing Technology Development (O4), Innovations and Innovation potential (O6), while reducing issues from Associated/Dependent Technologies (T4),

▪ EO2: Revise manager duties to include involvement in CCD, and employee

guidance and support “open-door”; to leverage Competing Technology

Development (O4), Innovations and Innovation potential (O6).

▪ VJ1 – Design CCD policies to address Consumer protection(T6), Government

Policies (T1), making EA a pioneer company in supporting these factors;

benefitting from brand and technology image (O1), event/influences and

Lifestyle changes (O2).

▪ OM2- For each department, develop a clear and detailed list of roles and

responsibilities aligned with the CCD direction and vision of the company

towards differentiation strategy; leveraging Competing Technology

Development (O4), brand and technology image (O1); and addressing Consumer

Values (T5).

▪ EO2: Revise manager duties to include involvement in CCD, and employee guidance and support “open-door”; to leverage Competing Technology Development (O4), Innovations and Innovation potential (O6).

▪ H3T13- Conduct thorough market research on trends and fads (O3), to

ameliorate consumer/media attitudes and opinions (T2) through CCD. ▪ H3T2- Revise current budget plan using older budget plans to forecast coming years.

Allocate a percentage of the budget for unforeseen CCD expenses caused by leveraging

Competing Technology Development (O4) to mitigate Associated/Dependent

technologies (T4). ▪ H3T1- Redesign HR’s recruitment process to pool R&D staff with world-class knowledge

and experience in CCD. Maximizing Competing Technology Development (O4),

Innovations and Innovation potential (O6); and mitigating Associated/Dependent

technologies (T4).

35

Stage 2:

(RUN) Gathering of commitment, through announcement of CCD vision “spread

the vision”. Deployment of collaboration tools.

▪ TT2: Enable departments to work towards Creative Content Development

(CCD) differentiation through collaboration tools and software.

▪ H3T8- State a unified vision for the whole company and appoint vision-

ambassadors who guide departments across the implementation of CCD;

leveraging brand and technology image (O1), Innovations and Innovation

potential (O6).

▪ TO16: Provide suppliers with voice in EA’s CCD decisions.

▪ EO6: Inquire with a CCD specialized IT consultant to implement

collaboration tools across departments and effectively address

consumer/media attitudes and opinions (T2), Population Shifts (T3),

Government Policies (T1); While leveraging trends and fads (O3), brand

and technology image (O1), major event/influences and Lifestyle changes

(O2).

▪ OM3- Highlight differentiated benefits of EA’s CCD in marketing

campaigns and informative meetings with employees, supportive

stakeholders and advocacy groups; to ameliorate consumer/media

attitudes and opinions (T2); while leveraging brand and technology image

(O1).

▪ WK1- Provide all collaborative stakeholders and advocacy groups with a

voice to help shape a unified vision for all the organization CCD;

encouraging them to support change; leveraging Innovations and

Innovation potential (O6), brand and technology image (O1); while

addressing consumer/media attitudes and opinions (T2), Consumer

Values (T5), Consumer Protection (T6), Government Policies (T1).

▪ H1T2- Establish collaboration tools across the organization to facilitate

the alignment of CCD with trends and fads (O3), to mitigate

consumer/media attitudes and opinions (T2).

▪ H3T7- State a unified vision across the whole company, while providing

support to adapt CCD vision, culture, and values, into EA’s departments;

mitigating consumer/media attitudes and opinions (T2); and leveraging

brand and technology image (O1), Innovations and Innovation potential

(O6).

▪ YCA2: Implement, in EA’s vision towards CCD, the concept of “Triple-

bottom Line” to ameliorate social threats from Consumer protection(T6),

Government Policies (T1), Consumer/Media attitudes and opinions (T2);

while leveraging brand and technology image (O1), event/influences and

Lifestyle changes (O2), trends and fads (O3).

36

Stage 3:

(SPRINT) Full integration of Collaboration Tools, and core training towards

integration of CCD production pipeline. Deployment of KPIs.

▪ WK3- Design and establish KPIs that homogenizes employees observed

performance in CCD; leveraging Competing Technology Development

(O4), while mitigating Consumer/media attitudes and opinions (T2),

Consumer Values (T5).

▪ HN6- Appoint a heavy-weight engineering team between R&D and Production departments to adapt CCD into the current production pipeline, leveraging Competing Technology Development (O4), ameliorating Consumer Values (T5), Associated/Dependent technologies (T4).

▪ H3T4- Implement direct collaboration tools between Marketing, R&D, and CCD production department, to leverage Competing Technology Development (O4), brand and technology image (O1), and overcome Associated/Dependent technologies (T4), consumer/media attitudes and opinions (T2).

▪ H1T1-Train staff to leverage Creative Content Development (CCD) ,

through the implementation and mastering of newer

proprietary technologies, taking advantage of consumer trends and fads

(O3).

▪ HN3- Enable CCD critical information accessibility to all employees by setting up a centralized database of KPIs; Leveraging Competing Technology Development (O4), brand and technology image (O1); while ameliorating Consumer Values (T5).

▪ H3T16- Provide shareholder with constant updates on critical information, based on CCD KPIs of effect’s on amelioration of Consumer Values (T5), and profitability from the creation of trends and fads (O3).

37

Stage 4:

(WALK) Full deployment of CCD differentiation strategy, maintaining continuous

training and support throughout members of the company.

▪ EO1- Encourage employee participation in CCD brainstorming sessions to

leverage Competing Technology Development (O4), Innovations and

Innovation potential (O6); while addressing Consumer Values (T5).

▪ YCA3: While implementing CCD differentiation strategy, spread through

marketing campaigns and advertising, EA’s addressing of social concerns:

Consumer protection(T6), Government Policies (T1), Consumer/Media

attitudes and opinions (T2), fostering future brand and technology image

(O1), event/influences and Lifestyle changes (O2), trends and fads (O3).

▪ H2T4 – Design and conduct monthly training and updating session on CCD proprietary technologies, leveraging Competing Technology Development (O4).

▪ HN2- Conduct training sessions in every department to provide employees with a clearer understanding of the production pipeline, and the role of each department towards CCD. Leveraging Innovations and Innovation potential (O6), Competing Technology Development (O4).

▪ TT10: Redesign employee training to understand CCD pipeline.

▪ HN5- Conduct monthly CCD brainstorming sessions, providing a voice to employees, suppliers and investors (invited), to encourage their participation for a successful differentiation; Leveraging Innovations and Innovation potential (O6), Competing Technology Development (O4), brand and technology image (O1); while addressing consumer/media attitudes and opinions (T2), Consumer Values (T5).

▪ WK1- Provide all collaborative stakeholders and advocacy groups with a

voice to help shape a unified vision for all the organization CCD;

encouraging them to support change; leveraging Innovations and

Innovation potential (O6), brand and technology image (O1); while

addressing consumer/media attitudes and opinions (T2), Consumer

Values (T5), Consumer Protection (T6), Government Policies (T1).

38

Stage 5:

(WALK) Move forward under CCD differentiation strategy, continue to monitor

efficiency and report to employees and shareholders on KPIs results.

▪ TT3: Set up KPI’s to measure the effectiveness of R&D and marketing over CCD

▪ TO14: Make critical information available to all employees, raising

awareness of EA’s profitability through the CCD pipeline.

▪ VJ3 – Expand Marketing research on CCD to ameliorate threats from

Consumer protection(T6), Government Policies (T1), and benefit from

trends and fads (O3), brand and technology image (O1), event/influences

and Lifestyle changes (O2).

▪ HN7- Conduct bi-weekly, departmental, follow up sessions that reinforce the CCD vision; Leveraging Innovations and Innovation potential (O6), Competing Technology Development (O4), ameliorating Consumer Values (T5).

▪ HN3- Enable CCD critical information accessibility to all employees by setting up a centralized database of KPIs; Leveraging Competing Technology Development (O4), brand and technology image (O1); while ameliorating Consumer Values (T5).


▪ H3T16- Provide shareholder with constant updates on critical information, based on CCD KPIs of effect’s on amelioration of Consumer Values (T5), and profitability from the creation of trends and fads (O3).

▪ WK3- Design and establish KPIs that homogenizes employees observed

performance in CCD; leveraging Competing Technology Development

(O4), while mitigating Consumer/media attitudes and opinions (T2),

Consumer Values (T5).

39

Stage 6:

(JOG) Continue to evolve and adapt CCD tactics; licensing of outdated

proprietary technology.

▪ EO4: Encourage experimentation through idea contribution programs for

employees to develop skills and knowledge on CCD; to leverage

Competing Technology Development (O4), Innovations and Innovation

potential (O6), while ameliorating Consumer Values (T5).


▪ WK4- Conduct semi-annual CCD employee gatherings that foster

knowledge about the company and its members; leveraging Competing

Technology Development (O4), Innovations and Innovation potential

(O6), brand and technology image (O1), while solving Consumer/media

attitudes and opinions (T2), Consumer Values (T5).

▪ H2T3 – Appoint a Heavy-Weight team who ensures EA’s CCD is consistently and constantly ahead of Government Policies (T1), and Consumer Values (T5).

▪ H1T1-Train staff to leverage Creative Content Development (CCD) , through the implementation and mastering of newer proprietary technologies, taking advantage of consumer trends and fads (O3).

2019 2020

Stage Pace July Aug Sept Oct Nov Dec Jan Feb Mar Apr May June July

0 N/A

1 Run Policies - Pipeline

2 Run Vision - Commit

3 Sprint CORE

4 Walk MAINTAIN TRAINING

5 Walk Monitor

6 Jog Evovle

Documents

APRIL 5, 2019 · 2019-06-10 · 4 Opportunity Statement What Strategy can Electronic Arts (EA) implement to leverage brand and technology image, knowledge on consumer trends and fads,