BUSI 1271–Global Strategy: Analysis and Practice Assignment Sample

Section 1

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Author- Tim Bradshaw,

Topic- Cultivating the principles of a company’s culture

URL- https://www.ft.com/content/00660168-e61a-4d7c-86d1-e26638009efa

Section 2

The article has focused on a renowned organisation in the aircraft industry, called Expliseat. Expliseat makes the lightest aircraft passenger seats. Since its establishment by the French entrepreneur Jean-Charles Samuelian-Werve, the company has gained a huge reputation (Bradshaw, 2021). The organisation makes lightweight aircraft seeds by utilising platinum and composite, which are specially designed to improve both fuel efficiencies as well as comfort. Airline seats of the company are 40% lighter in comparison to traditional airline seats. TiSeats used to be generated from 600 to 1200 kg weight saving on a single-aisle (Expliseat, 2022). Along with that, these airline seats are labelled “sustainable and profitable” by independent experts (Expliseat, 2022). Specifically, the organisation designs and manufactures light as well as durable seats by providing a huge focus on innovation.

BUSI 1271 – Global Strategy: Analysis and  Practice Assignment Sample

Figure 1: Journey of Expliseat from start-up to innovative industrial solution provider

(Source: Expliseat, 2022)

TiSeat has been contributing to reduce carbon dioxide emissions in aviation by approximately one person to 5% through a reduction in aircraft empty weight since the year 2011 (Expliseat, 2022). It has been found that the current revenue of this organisation is approximately $5 million (Zoominfo, 2022). It is evident that the organisation is strongly engaged toward net zero aviation. Therefore, the organisation has been providing effective sustainable solutions that can contribute to its commitment regarding net zero aviation (Expliseat, 2022). For evidence, Faircraft technology is first ever certified aircraft components made from the carbon fibre waste of the organisation, which is reducing the carbon footprint over the products life cycle (Expliseat, 2022).

BUSI 1271–Global Strategy: Analysis and Practice Assignment Sample

The article has mainly focused upon Alan, which is a Paris-based start-up providing health insurance by employers. The article reflects that the organisation has the ambition to become one of the best companies for health and wellness (Bradshaw, 2021). The “Super App” of this organisation has been providing services regarding preventive care by live chatting with doctors. Apart from that, the “Super App” of Alan has also been providing parenting tips to its members (Bradshaw, 2021). The French start-up has been generating approximately 100% of its revenue from the products of health insurance, which is not going to change in the future (Dillet, 2021). Therefore, it can be stated that health insurance products are the main source of revenue generation for Alan. In accordance with a news article, approximately 8,300 organisations have chosen Alan health insurance (Dillet, 2021). Moreover, in the last year, an estimated 139000 people were covered through the insurance product of this organisation. Most importantly, the user number of Alan has doubled in the year 2020 (Dillet, 2021).

Section 3

The business case study discussed in the article is based on Expliseat, an organisation that revolutionised the airline industry with its radical lightweight airline seat that used composite material made out of titanium, which not only helped increase the comfort of passengers but also helped in increasing the economy and cost-efficiency (Bradshaw, 2021). The article also focuses on the next big opportunity that Jean-Charles Samuelian-Werve identified in the healthcare sector and started another organisation with the name that has grown in number. In terms of employees, the organisation had more than 155,000 employees across 9,400 companies. As a result, it has been implicated that as the number of employees grows in an organisation the chances of friction can also increase (Bradshaw, 2021).

This is where the importance of maintaining an appropriate business and organisational culture becomes important. Jean-Charles Samuelian-Werve implies that technology can be efficiently utilised in order to achieve the desired rate of collaboration and productivity among employees, which can help in the development of organisational culture. It is also when identified in the article that technology can help in achieving radical transparency within an organisation, which is specifically essential for organisations that have such an extensive workforce (Bradshaw, 2021).BUSI 1271 – Global Strategy: Analysis and Practice Assignment Sample

Furthermore, Jean-Charles Samuelian-Werve also justifies the use of technology in the tech industry considering the fact that not all members of other teams are present in the office or working premises at a single time period. This is another reason why the requirement of technology is essential for increasing communication and enhancing collaboration. Organisations that fail to work in a collaborative manner, their operations are distributed in different cities, and locations essentially depend on technology for communicating with each other and working on projects (Bradshaw, 2021).

Moreover, rules and regulations that are developed in a manner, which can help to make better and more informed decisions in the organisation, are highly encouraged by Jean-Charles Samuelian-Werve. The organisation has focused on distributed ownership within the organisation, which has worked quite well in maintaining and achieving the trust of the employees in the company’s decisions (Bradshaw, 2021). Not only that with this step the organisation has ensured that the employees are engaged in the decision-making process and can help to suggest management improvements in the decision-making process. Such approaches have helped in the development of a highly collaborative, connected, and engaged workforce.

Section 4

High level of understanding, collaboration, and cooperative operations can offer competitive advantage for an organisation and its shareholders by enabling it to outperform its rivals in terms of margins (PRABOWO et al. 2021). In this connection, it has been identified in the case study that Samuelian-Werve has focused on addressing the culture of the company with effectiveness, which undoubtedly allowed the organisation to be effective with their business operations specifically. Hoffman’s maxim suggests Silicon Valley start-ups often make up rules as they go together and struggle to levitate, but Samuelian-Werve created a manual outlining the company’s leadership theories that attempted to define Alan’s culture (Bradshaw, 2021).

In this connection, the following aspect of leading an organisation with high effectiveness and great integration as suggested by Samuelian-Werve can be linked with transformational leadership theory.

BUSI 1271 – Global Strategy: Analysis and  Practice Assignment Sample

Figure 2: Transformational leadership theory

(Source: Siangchokyoo et al. 2020)

This leadership theory reflects the approach that helps an organisation to improve them while creating a great value and positive change in an organisation (Kwan, 2020). While already reflected by the characteristic traits of Samuelian-Werve, the person has focused on several management techniques, which have the possibility to promote continuous mission, vision, and values to the workforce (Bradshaw, 2021). Its five management principles are being focused into fearless ambition, putting organisational members first, less common ideas along with distributed ownership and radical transparency. All of the traits of a transformational leader such as vision, motivational speaking, managerial support, intellectual challenge, and self-awareness have been seen to be present in Samuelian-Werve (Bradshaw, 2021).

A company’s strategic positioning requires a clearer perspective as it undertakes the type of quality and its production along with its deliverables that are worth in a unique way from other market competitors (Sołoducho-Pelc and Sulich, 2020). In this connection, the strategic position of Samuelian-Werve’s Alan can be taken into consideration. The “super app” offers services such as routine care, online doctor consultation, and exchanging parental advice with the other users. Apart from this, concerning the latest demand of the marketplace focusing on Covid-19 pandemic, in a short period of time, app updates with features like a “Covid symptom checker” as well as “video conferencing” were made available in it (Bradshaw, 2021). Reflecting on the strategic position of Alan, Bowman’s strategy clock can be incorporated as a model of strategic position.

BUSI 1271 – Global Strategy: Analysis and  Practice Assignment Sample

Figure 3: Bowman’s strategy clock

(Source: Echchakoui, 2018)

This is a complete and user-friendly strategy tool, Bowman’s strategy clock offers alternatives for position within a marketplace depending on value and perceived worth. This approach makes discussing strategy easier to understand and more detailed than some collaborative options while also providing a variety of possible replacements (Nunes et al. 2021). For example, it has been identified in the case study that there is efficient collaboration between the team and the senior leaders of the company. Samuelian-Werve and company crew set together to decide who they wished to be their new CFO, this sort of collaboration and understanding has the position to effectively position a company in the marketplace (Bradshaw, 2021).

All of these aspects are directly reflecting on showcasing the efficiency of their organisational structure of Alan. Organisational structure refers to the success of those objectives and directions of the organisation, which specifies the way it is carried out and in order to meet the objectives of an organisation (Hillmann and Guenther, 2021). Standards, duties, and obligations may be a part of these activities. The organisational structure of Alan is quite efficient as its corporate culture is very much efficient while having a positive influence over the organisational member. Samuelian-Werve has not only focused on making accountable discussions but also offering fair paying options to its employees, which automatically improves the motivation and encouragement level simultaneously (Bradshaw, 2021). This aspect can be interrelated with the Competing values framework, as this framework looked for indicators that can determine if a company is successful.

BUSI 1271 – Global Strategy: Analysis and  Practice Assignment Sample

Figure 4: Competing values framework

(Source: Beus et al. 2020)

While analysing this theory, it has been identified that Alan has a corporate culture focused on flexibility and internal dimension while having a long term development with collaboration by creating teamwork and common goals (Rukh and Qadeer, 2018).

The article reflects that the organisation believes that technology can be simplified and that can increase fairness. This is indicating that the organisational culture of Alan provides importance on the use of technology, which is influencing its growth in a positive manner. For evidence, the start-up company currently has 155,000 members (Bradshaw, 2021). Apart from that, in the organisation, there was a tonne of maturity, thoughtfulness, and experience (Bradshaw, 2021). The corporate culture of this organisation has been helping it to improve its business operation from the inside. The corporate culture of this organisation has been welcoming new commands in its teams and the level of trust upon employees of the organisation are surprising (Bradshaw, 2021). This is indicating that the corporate culture of the company has been influencing its productivity in a positive manner. In this regard, Schein’s cultural model can be discussed. The model reflects that organisational culture is considered as a method that aims to explain the concept of culture as well as the way it can affect an organisation (Mamatha and Geetanjali, 2020). Based on the ideas of Schein’s cultural model, it can be stated that the cultural aspects of this company have been influencing its way of operating. From the overall discussion, it is clear that the corporate culture of this organisation has been influencing its growth significantly, as it is allowing employees to give their best to the organisation.

Section 5

The above study has helped in identifying the case of Alan, which has extensively reflected upon its organisational culture and how the company handles its extensive workforce. The corporate culture of the organisation has been discussed based on an article published in Financial Times. This has mainly helped in understanding how the organisation extensively focuses on technology in order to achieve collaboration and effective working practices. It can be stated that the organisation is winning to develop a highly transparent and ethical working environment for all its employees. The organisational culture Alan has been discussed with the help of transformational leadership theory which has effectively helped in understanding how the leaders in the organisation in ensuring the development of an appropriate and holistic working culture.

The corporate culture of the organisation has also win discussed which has mainly helped in understanding how the cultural aspects of the organisation are managed and handled by focusing upon technology. With the help of technology, the organisation has effectively increased the collaboration levels of employees and enhanced the communication levels that can be achieved between the different departments and segments within the organisation. The strategic aspects linked with the organisation, especially the decision-making process which involves the entire workforce have also been discussed, reflecting how transparent the organisation is with its different stakeholders (Bradshaw, 2021). Therefore, it can be implicated that the current organisational structure and corporate policies that the company has been utilising are working in the figure of the company’s growth and development.






Beus, J.M., Solomon, S.J., Taylor, E.C. and Esken, C.A., (2020). Making sense of climate: A meta-analytic extension of the competing values framework. Organizational Psychology Review, 10(3-4), pp.136-168.

Bradshaw, T, (2021). Cultivating the principles of a company’s culture. [Online]. Available at: <https://www.ft.com/content/00660168-e61a-4d7c-86d1-e26638009efa> [Accessed 1 July 2022]

Dillet, R., (2021). Health insurance startup Alan launches free medical app Alan Baby. [Online]. Available at: <https://techcrunch.com/2021/01/19/health-insurance-startup-alan-launches-free-medical-app-alan-baby/> [Accessed 1 July 2022]

Echchakoui, S., (2018). An analytical model that links customer-perceived value and competitive strategies. Journal of Marketing Analytics, 6(4), pp.138-149.

Expliseat, (2022). Expliseat. [Online]. Available at: <https://www.expliseat.com/> [Accessed 1 July 2022]

Expliseat, (2022). From startup to innovative industrial solution provider. [Online]. Available at: <https://www.expliseat.com/company/> [Accessed 1 July 2022]

Hillmann, J. and Guenther, E., (2021). Organizational resilience: a valuable construct for management research?. International Journal of Management Reviews, 23(1), pp.7-44.

Kwan, P., (2020). Is transformational leadership theory passé? Revisiting the integrative effect of instructional leadership and transformational leadership on student outcomes. Educational Administration Quarterly, 56(2), pp.321-349.

Mamatha, S.V. and Geetanjali, P., (2020). Founder leaders and organization culture: A comparative study on Indian and American founder leaders based on Schein’s model of organizational culture. IIM Kozhikode Society & Management Review, 9(1), pp.23-33.

Nunes, B.C., Pimentel, J., Malheiro, J., Ferreira, M.R. and Proença, J.F., (2021). Life in a Bag: Sustainability, Green Economy, and Business Strategy–A Case Study. In Handbook of Research on Nascent Entrepreneurship and Creating New Ventures (pp. 335-350). IGI Global.

PRABOWO, H., SRIWIDADI, T. and IKHSAN, R.B., (2021). The influence of dynamic capability on sustainable competitive advantage: An empirical study of small businesses in Indonesia. The Journal of Asian Finance, Economics and Business, 8(6), pp.949-959.

Rukh, H. and Qadeer, F., (2018). Diagnosing culture of public organization utilizing competing values framework: A mixed methods approach. Pakistan Journal of Commerce and Social Sciences, 12(1), pp.398-418.

Siangchokyoo, N., Klinger, R.L. and Campion, E.D., (2020). Follower transformation as the linchpin of transformational leadership theory: A systematic review and future research agenda. The Leadership Quarterly, 31(1), p.101341.

Sołoducho-Pelc, L. and Sulich, A., (2020). Between sustainable and temporary competitive advantages in the unstable business environment. Sustainability, 12(21), p.8832.

Zoominfo, (2022). Who is Expliseat. [Online]. Available at: <https://www.zoominfo.com/c/expliseat/358541155> [Accessed 1 July 2022]


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