Global Operations Case Analysis: Rolls-Royce
Name: Mohamad Khachab
Pre-course Assignment
Global Operations
Case Analysis – Rolls-Royce
Question 1
In the 1960s, Rolls-Royce was still struggling at stage one of the Hayes and Wheelwright model. In this case, the company was only struggling to avoid mistakes and had very little positive to contribute towards its success. There was a little contribution by the operation functions, and company growth had greatly been stunted by the absence of innovativeness and substandard technology which eventually killed it. Despite the attempts by the company to avoid mistakes, it made losses consistently, leading to its downfall. However, the opposite is true when we compare the 1960s with the current moment. Clearly, the company is at stage three because
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The company can capitalize on the growing commercial airplanes markets through strategic acquisitions that are tailored towards raising demand for sales and expanding its market. This will give the company an opportunity to develop its market base and also be able to explore various market segments across the world. There is a high demand for the turbine helicopters on which Rolls-Royce can capitalize. This emerging market can easily be explored by the company because it has already embraced the technology that is required. More so, Rolls-Royce can make major improvements in crucial areas such as noise reduction, fuel efficiency, and emissions performance. The market is highly dynamic, hence the need for the company to cope with consistent changes by consistently reviewing its core engineering and aligning it with the customer requirements. The company has to remain vigilant when it comes to factors such as the risk of technological obsolescence, coupled with the long delivery cycles. The increasing technological complexity is making it necessary for a more proactive global customer support by the company so as to enhance the company's competitive advantage. The company should never cease to invest in new product development as well as research and development to align itself with the changing customer needs, attain market leadership and maintain it by remaining abreast of the competitors. There is a need to consider technology supported added value products such as in-flight internet access and
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