Introduction
I have been having a life-changing experience learning about the fundamentals of leadership and quality. My perception of what it means to work for a quality organization has been greatly influenced by the BCVs. These BCVs encompass systems perspective, societal responsibility, result-oriented and value creation, futuristic and fact-based management, agility, valuing the members of the team, and visionary leadership. Other elements of BCVs are customer-centered excellence, personal and company learning as well as innovation control. BUS411 focused on BCVs and has given me a great sense of insight into quality control, leadership, and the significance of upholding BCVs in my future career pursuits.
BCVs Exhibition
In BUS411, the BCVs were not just abstract ideas but useful principles that influenced every facet of the course’s content. Our lecturers demonstrated visionary leadership by directing us with an outline that extended beyond the present difficulties and encouraged us to consider the long-term effects of our choices. A recurrent topic was “customer-centered excellence,” which emphasized how crucial it is to comprehend and satisfy client demands. Exercises and examinations of cases regularly challenged us to think about the viewpoints of different stakeholders, which aided in developing a customer-centric attitude that every firm needs to succeed.
The course learning was in line with Madhani’s (2019) observation, “The Customer Comes First” or “The Customer Is the King” (p. 27). A firm cannot exist without its clients, as without them, sales cannot occur, and without sales, earnings and income cannot be generated. Therefore, the customer-focused strategy needs to be given more attention. This similarly adds to the fact that the performance of businesses is influenced by how the organization is seen by its consumer base.
In the course, both organizational and individual learning were highly valued, and the curriculum was created to promote analytical thinking and ongoing development. The iterative structure of the course encouraged a culture of adaptation and resilience by allowing us to draw lessons from both achievements and failures. From the cultural adaptability, I managed to do more research on companies to see how these ideas are executed in the real world, and I conducted some research on Coca-Cola. Dickson et al. (2023) noted that “Many consumers appear to have switched from full-sugar colas to diet versions (such as Coca-Cola to Diet Coke) …” (p. 12).
Coca-Cola realized that a given class of their clients needed some special kind of drink (sugar-free) and Coca-Cola became flexible and adaptable to avail it to them. This class included those with diabetes or at risk of developing it; the company did not want to lose this consumer group. Guo and Wen (2021) confirmed in their research that “Coca-Cola has been a leader in the beverage market for a long time…” (p. 2879). Some of the reasons for Coca-Cola’s leadership are its flexibility and adaptability to the consumers’ needs.
In joint initiatives and group meetings, where different viewpoints and contributions, it was clear that team partners should be valued. For both internal and external success, the lecture stressed the value of forming solid alliances both inside and outside the company. Involving the employees in decision-making processes was found to be critical since it shows respect and recognition to the staff members, thus getting motivated. It is equally useful because they directly interact with the company’s clients, thereby apprehending the nature of their needs, which is critical for accurate decision-making. It was necessary for companies to work close with their partners like suppliers. Shin et al. (2019) likewise affirmed that the degree of processes, the planning and control procedure, and the operational performance are all determined by behavioral antecedents, such as suppliers’ commitment. Failure to work with external parties like suppliers, the business can risk the cost of lost sales or stockout.
The course outline was designed to incorporate agility and future-focused thinking, reflecting the continual evolution of the business world. One of the pillars was managing innovation, which pushed us to think extensively and embrace change as a chance to improve. This statement was true compared to Tesla’s case and the kind of profit it made from its electric vehicles. Despite declining from 2017 to 2019, net income gradually improved and reached 721 million in 2020 (Qingren, 2023).
This is evident that innovation can aid a company in growing its income margin. Nevertheless, consistent emphasis on management by fact encouraged a data-driven approach to decision-making. This fundamental principle taught me the value of depending on real data rather than conjecture. A company may make the best decision ever, but if made on false ground, then it will not add any value.
Similarly, a common subject that served as a reminder of the moral duties associated with leadership positions was societal responsibility. The course material focused on how corporations normally affect societies; this reminded us to always look at the bigger picture when making decisions. This connected my thoughts to the famous accident that occurred at the British Petroleum (BP). According to Makocha (2019), 11 workers were killed, and almost 4.9 million barrels of crude oil were spilled into the Gulf of Mexico by the explosion and fire on the Horizon. This damage was too much, and therefore, companies should always mind how their actions can affect the community and the ecosystem.
The course likewise taught that prioritizing outcomes and adding value meant more than simply making a quick profit; it meant building long-term, sustainable value for all parties involved. This viewpoint, which emphasizes the long-term effects of business practices, impacted my notion of success beyond immediate consequences.
Takeaways from the Course and Future Applications
After learning about BCVs from the course, I now have a comprehensive understanding of business excellence. I realize that these principles go beyond the classroom, and currently apprehending how important it is to incorporate them into my professional life. My decision-making approach will be informed by the importance placed on visionary leadership, customer-centered excellence, and a dedication to lifelong learning. This will guarantee my positive contribution to any business in which I am involved. This concept will ensure that I will be in good relationships with external parties, such as suppliers, to ensure my business does not run out of stock for the highly demanded products.
The concepts of innovation management, appreciating partners and employees, and keeping a systems view will all be useful to me in my future profession. Coming up with new innovations will aid me in setting-up the systems to meet customers needs and this will be supported by regular review and ongoing development. Motivating employees will be made possible through recognizing them and involving them in decision making, which will help the firm in meeting its visions. Generally, these principles will support the creation of a work environment that encourages innovation, teamwork, and long-term success.
Conclusion
In summary, BCVs in BUS411 have furnished immeasurable perspectives on visionary leadership, quality control, and the significance of adopting BCVs in forthcoming career pursuits. The importance of managing inventiveness, societal responsibilities, personal and corporate development, and customer-centered excellence have all been underlined throughout the course. The course likewise stressed the need to build solid coalitions, adaptability, and future-oriented thinking in addition to a data-driven decision-making process. These ideas will be key in directing future career duties, facilitating wise decision-making, encouraging creativity, and cultivating enduring connections with outside parties.
References
Dickson, A., Gehrsitz, M., & Kemp, J. (2023). Does a spoonful of sugar levy help the calories go down? an analysis of the UK soft drinks industry levy. Review of Economics and Statistics, 1-29. Web.
Guo, X., & Wen, M. (2021). Research on competitive strategy of Coca-Cola company. Proceedings of the 2021 3rd International Conference on Economic Management and Cultural Industry, 2879-2884. Web.
Madhani, P. M. (2019). Building a customer-centric supply chain strategy: Enhancing competitive advantages. The IUP Journal of Business Strategy, 16(2), 27-37. Web.
Makocha, I. R., Ete, T., & Saini, G. (2019). Deepwater horizon oil spill: A review. International Journal of Technical Innovation in Modern Engineering & Science, 5(4), 65-71. Web.
Qingren, W. (2023). Analysis of Tesla company’s operations based on panel data. Academic Journal of Humanities & Social Sciences, 6(18), 50-58. Web.
Shin, N., Park, S. H., & Park, S. (2019). Partnership-based supply chain collaboration: Impact on commitment, innovation, and firm performance. Sustainability, 11(2), 1-19. Web.