Sample LB5242 Value Creation Leadership Report

LB5242 Value Creation Leadership Report Sample

Assessment Aim: The aim of this assessment is to create a Value Creation Plan for an organisation.

Submission Type: Report and/or Multi-media presentation – maximum 10 minutes.

Useful Information: This assignment encapsulates all lectures. It considers the Business, its strategic leadership positioning, digital drivers, human capital, agility, internal and external values creators and sustainability. The assessment builds on the industry and organisation analysis developed in
assessments one and two to create an individualised VCP for the organisation.

Instructions: See the separate instruction sheet in the assessment Three folder in LearnJCU.

Solution

Introduction

The concept of value creation plan is a strategic route that holds value for the company in each measurable decision making (Symanto, 2024). Additionally, this journey of value creation is initiated with company valuation which is followed by a strategic plan. In the business perspective this value creation plan allows the vision of enterprise-wide look which enables influences for quantified terms of time and costing value. As per Hans (2024), the offering benefits comes through the value creation plan is insufficiency detection for the correction action plan, output maximization, cost advantages against market competition. The scope this value creation plan for The Assignment Helpline holds for the company is associated with better identification of overlapping customers intertest for the company. A scope for determining the overlapping scenario between customers, stakeholders and organization is possible to measure through a value creation plan. In the era of continuous evolution and market changes, only unique products are not enough to earn success for a prolonged period. The use of a value creation plan developed such an act that creates value for other people associated with the organization. As a result of this development company receives the chances for earning revenue for the offering of services and products.

Figure: Value Chain Operation
(Source: Hans, 2024)

In this report, an Australian retail industry example is considered to understand the recent issues they have facing for a value creation plan. The demand for sustainable manufacturing and environment safety production are considered as the values companies need to understand. For example, H&M their business manufacturing impact over vulnerable people and the environment causes the need for value creation. In this report real issues and scope for developed value creation plan is aligned to create a practical contribution to it. This enhances the environment friendly nature and a new business opportunity by which the Australian retail industry can create a sustainable future. In the end of discussion, a chance for working on existing flaws leads to optimize the company value within market competition. Along with that Australian retail industry can plan their upcoming business pattern based on value creation plan that enhance sustainability. However, route for this VCP implementation and working with accuracy depends on quality of evaluation.

1. Identified Value Issues

The identified value issue driven for the chosen example organization shown for environmental concern. As H&M is used for better examples, presenting which showed fast fashion always comes with an environment affecting concern. In the 2019 case of H&M contributed waste of their causes as being the reason for being the foremost polluter within the fashion industry. The volume of manufacturing churned out was 3 billion garment which is concerning for the expected future of sustainability for the Australian retail industry (Catalyst Planet, 2023). In detail the include materials and elements for the manufacturing all are considered as concerning as they used toxic dyes, lower quality of fabrics which even causes impact for global warming crisis (Catalyst Planet, 2023). The sustainability report of H&M faced criticism for unsubstantiated and misleading information which directly creates the demand for promoting value creation plans. In the stand of business ethical value their official vagueness and negative impression for sustainability causes future concern. Considering that the Australian retail industry faced the challenges to deal with environment responsibility this point is considered a value issue.

Figure 2: Australian Retail Industry Insight
(Source: Cleanup.org.au, 2024)

The value targeting by this issue causes a driver mainly for the Australian population as the market scenario demands for it. Statistical data showed that yearly purchasing for Australians is 56 items approximately (Cleanup.org.au, 2024). The issue comes from this purchasing volume is the nature of products mainly are non-sustainable and non-durable (Cleanup.org.au, 2024). This drastic negative manufacturing causes environmental hazards as well as concern for industry future. As the Australian demand for textile industry is second to the USA as second for consumer value (Cleanup.org.au, 2024). Having the benefits for target market demand value creation plan is aligned with this so that capturing value creation is become possible for the Australian retail industry.

Figure 2: Value Creation System
(Source: Amb, 2022)

The developed capturing target value Australian retail industry can receive through this plan is a form of market growth. Recognizing specific issues which constraints the growth of value for the organization the value creation plan is formed. The developed plan directly resolves the issues by which access of trust for stakeholders and customers for the organization sustainability performance developed. It has been found that holistic nature of value creation encourages financial growth with transforming the working pattern of the company. A true value of resilience is generated which adjusts the outflow and inflow of the company which enhances the scope for saving.

2. Buildup VCP

Smart value driver

The identified smart value driver for the Australian retail industry is mentioned in below-

Smart Objectives

As the customers value and environment focus are the base of value creation plans which emerge the scope to manage the industry flow of operation. The first smart goal of manufacturing change is linked with technology adopting drivers which interpret the outcome impact. On the other hand, the financial sense of the 3rd objective is linked with critical information and next generation model drivers. By this linking flow identified smart drivers and objectives are set for the Australian retail industry. As H&M is considered as an example company, this developed smart objectives helps them to reform their image as they face complexity of environment concern.

Action plan

The above presented action plan shows the route of planning initiated with issues recognition which ends up with transforming production. In this journey to attend success a need for an action plan though technological and collaborating form is essential to uplift the success potential. Sjodin et al. (2020) stated that in the value creation plan aim is always set to optimize the profit for the organization for that aspect. In this value creation plan for the Australian retail industry suitable actions are set. On the other hand, as an example H&M is considered this brand faced environmental issues so linked their value issue with this action plan chances for growth formation is possible (Nichols et al. 2023). It has been found that working with an updated form of manufacturing a scope of resolving the ethical issues and protecting the risk companies face for market scenarios is possible to track down.

- Identified issues of value which the company faced and causing impact for losing impression as well as future market concern this value creation plan if formed. As per Bokchen and Short (2021), the initial market analysis informs about issues like environmental impact, loss of sustainability and unethical recognition. As H&M as an example include this strategy formation which indicates the associated factors when aiming for a value creation plan. In this perspective customers demand for fast fashion and possibility comes if the organization creates value for the issues is also aligned in this report.

- The key value or objectives this value creation plan holds for organization are environment issues and unethical concern. As the business success and long-term profits both come from the operational values they cultivate (George et al. 2023). The objectives set for this value creation plan are in financial and non-financial form so that a future of security can be considered. Only capital strength is not justified by the changes needed by the organization when market demands for sustainability.

- The benefits value creation plan aiming for the example company or Australian retail industry is a new journey towards sustainability. As the business favorability always comes through its CSR role for which having issues of environment impact directly impact on growth (Wibra, 2023). Once sustainability replaced the previous waste concern and environment hazards that worked for profitability gain. As people of a company like investors, customers find the reason for spending more. The statistical data of Australian demand for textile industry already position for 2nd after USA so this can be supportive for value creation plan implementation impact.

- In this plan creation all resources the company may require to attend success is mentioned. This can be observed for the smart objective prepared for the
Australian retail industry which contains time, relevance all. The need for organization sense for adopting a clear value chain is always linked with clear outcomes. Recognizing benefits organization can receive from this is customers retention, value for their demands, profitability which are future scope oriented. The value of benefits and plan aiming works as value proposing for the industry enhances the strength for boosting up impression in the current market.

3. Value Creation Plan Implementation

4.1 Changes in Leadership

The developed value creation plan needs to be assisted by the influence of a visionary leadership approach. Additionally, the changes are mainly initiated for the previously working flow and used elements that need leadership for change observation. Once the leader understands the transformation needed for the organization's sustainability or possible industrial growth their motivation easily spreads among the team. As per Iqbal et al. (2021), the application of transformational leadership is found as suitable for the Australian Retail industry to adopt this value creation plan and optimize outcome efficiency. The leader's nature to guide the team or knowing the importance for value creation plan adaptability creates the differences (Schulze & Pinkow, 2020). As an example, in the H&M inspiring approach they used for working with innovation yet the proposed value creation plans needed vision for the action. Otherwise, it impacts on the quality and scope for growth access by the Australian Retail industry.

4.2 Sustainability Issues

The aim for leading the change through value creation plan is associated with environment sustainability issues so for implementing VCP a clear need for hold on consistency is required. Any new changes always cause the impact for the affecting outcome for which visibility of outcome is needed to set (Reinholz & Andrews, 2020). The issues like priority understanding or contradictory mindset to observe in the view of a developed plan causes the impact for growing sustainability issues. Looking at the issues nature and understanding the need for VCP, a proper connectivity with leadership for the team is effective. Knowing the offerings and upcoming potential for industry collaboration become easy to establish. The proper standard of implementation and taking care of adoption easily optimizes the outcome comes through the developed VCP plan of the organization. The quality and value organization as well as people provide for the new plan always impact secure sustainability.

4.3 VCP Implementation for Organization Governance

For example, company H&M corporate governance showed they have a director board for decision making. This developed value creation plan needs to present them by showcasing the profits generated through this. As market image and existing concern already impact on the brand efficiency. Applying the plan can transform the management of issues which uplift outcome quality. In the board of this organization employee representatives and board of directors are present so presenting a plan to them & taking opinion makes the implementation easier (H&M, 2024).

4.4 Implication of Funding

As the developed VCP causes the change for the existing operational flow then funding for a new route is required. Consider example companies then their elements of manufacturing impact on climate change concern. Replacing that production line needs costing to earn the target which offers long term sustainability (Vasakkepatt et al. 2021). Additionally, a company financial report is required to justify the change they required for implementing the VCP plan that goal for new development. A scope for generating the future and stability both comes through tracking the financial need.

4. Key Performance Indicators

Environment impact indicator

As the value issue on which VCP is formed is environmental impact within the Australian retail industry. Additionally, the goal for setting a value plan is to change the environment impact so that sustainability can be long term. In linking with that environment impact is analyzed for the VCP plan for Australian Retail industry. The use key performance indicator that helps to measure the change impact on the environment include waste reduction rate, product recycling rate (Loizia et al. 2021). The use of suitable KPIs encourages the flow of easier determination of the VCP plan efficiency for the Australian retail industry. Checking the previous rate and comparing it with the VCP implementation plan causes the chances for spontaneous growth optimization for the organization. The first performance linked for assessment is the environment aspect so that ethical issues rise for H&M is possible to manage. A scope for tracking the changes and evaluating the outcome always supports in achieving the goal set for VCP.

Customers Engagement

As for analysis, Australian customer market demand for fast fashion is observed so their chances of switching with the Australian retail industry is obvious. Looking at that aspect this developed VCP role encourages the customers interest to engage with the brand. Now, the level of interest grows after implementing VCP is required to measure so that a clear claim about the organization benefits is mentioned. As per Vander et al. (2020) regarding this specific factor of customer engagement is measured through 360 feedback, customers satisfaction rate, purchasing rate. Monitoring the previous customers engagement and after VCP implementation rising enhances the understanding for plan accuracy. The application of suitable KPIs always helps to track the growth of customer involvement as this is linked up with financial growth companies can attend in return for VCP implementation.

Financial Profit Indicators

At the time for new plan formation financial and non-financial impact both are considered for success potential. Before any financial investments or purpose of knowing the accuracy of VCP to elevate profit for the organization is essential to measure. In goal of measuring the impact of VCP for the financial efficiency used of suitable KPIs are net profit, return of equality. The application of suitable indicators directly indicates the changes happening for the company earning. This financial value monitoring and tracking the growth always encourages the value for the adopted plan scope for the upcoming future.

5. Recommendation

- A regulatory framework needs to be built for the Australian retail industry so that prepared VCP extracts the best. Additionally, inclusion of stakeholders, employees, investors, and experts always stimulates the strength for operational outcome benefits. Once team vision matches with a plan goal a smoother flow of progression becomes easy to follow. It has been found that working with a suitable framework always encourages the potential that helps to remain sustainable. On the other hand, continuous innovation always brings risk that is possible to manage only when collaboration remains productive (Trivellato et al. 2021).

- A continuous flow of monitoring and tracking the changes is productive as it works for risk elimination (Agboola et al. 2020). Otherwise, only after finishing the outcome measuring accuses the tendency of disruption. Each change's potential direction or impact for the organization helps to reshape the direction of performance. The suggested indicators need to be measured frequently so that any little to large scale changes can easily be determined for the industry. A scope for the outcome reliability is also generated through this suggested recommendation of monitoring.

6. Conclusion

The above developed report is planned for value creation that is progress through real industrial issues determination. Additionally, working with issues and generating market analysis for its impact always makes sense about the demand for VCP. Every VCP always comes up with value that promotes optimization for the organization's capital and services. In the era of market competition this VCP always linked up the industrial value that ensures sustainability. A flow of conceptual direction to practical implementation all are covered in this report. Just to make the understanding clear, for example H&M market conditions and issues are explored.
In the planning of value creation every step like identifying a smart driver, formulating objectives and action plan preparation is formed. The goal is focused for this VCP is mainly connected with sustainable manufacturing through environment safety and financial growth. Additionally, the developed action plan informs about the ways to achieve the smart objective that is developed for value creation. A proper implementation plan and key performance indicator is also included in this report. This helps to understand the way to measure the plan outcome and scope for recognizing the relevance generated by the VCP.  

References