MGT71904 Strategy and Innovation Assessment 2, 2026 | Taylor’s University

 Declaration

 I confirm that:

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MGT71904 ASSIGNMENT OVERVIEW

This assessment begins with a group consultancy-style presentation where you will analyse an organisation’s response to digital transformation pressures. You are expected to apply strategic frameworks to evaluate industry dynamics, assess competitive positioning, and propose actionable strategies for innovation and growth. This part tests your ability to connect theory to practice, identify opportunities in a changing business environment, and design strategies that create and sustain competitive advantage.

The second component is an individual mind map that examines leadership decisions during two major organisational crises. You will critically evaluate whether these decisions were ethically justified, apply relevant ethical and strategic frameworks, and consider the perspectives of key stakeholders. This part assesses your ability to synthesise complex issues into a clear, visual representation that demonstrates strategic thinking, ethical reasoning, and creativity.

Assignment 2 consists of TWO (2) parts:

Part A – Group Task

• To access Part A, please click HERE
• Students will be placed into groups through random assignment.
• Each group will prepare a presentation that analyses their chosen organisation’s strategic response to digital transformation pressures, covering the key areas outlined in the assessment task.
• The group presentation should be recorded and uploaded to YouTube as an unlisted video. The link must then be attached within the answer box provided in this document.
• Only ONE (1) member of each group is required to submit the completed answer document.
• Please ensure you submit the completed Part A – Group Task answer document to the correct assignment link on Canvas.

Part B – Individual Task

• Using the provided case study and any additional research, create a mind map that illustrates your analysis and perspectives clearly and creatively.
• Submit your mind map as a separate PDF file.
• Please ensure you submit your Part B – Individual Task PDF file to the correct assignment link on Canvas.

Learning Alignment

MLO 2: Apply theoretical concepts and techniques to analyse an organisational response to change by managing strategic innovation, corporate ethics at a global level.

PART A

ASSESSMENT CONTEXT

Malaysia’s Digital Transformation Dilemma

Background

Malaysia is at a critical juncture in its digital transformation journey. National initiatives such as MyDIGITAL and the National Digital Economy Blueprint have laid the foundation for a connected economy, aiming to position Malaysia as a regional leader in digital services. These efforts have driven significant progress: broadband penetration has surpassed 95%, cloud adoption is accelerating, and over 70% of government services have been digitised. Yet, despite these achievements, businesses face a persistent challenge—turning infrastructure readiness into measurable business outcomes.

Key Business Dynamics

The issue is not simply technological. While connectivity and digital platforms have expanded, many organisations struggle to translate digital tools into competitive advantage. Several dynamics amplify this challenge.

• Platform Ecosystem Pressure

Digital platforms and super-apps dominate consumer engagement, offering integrated services and frictionless experiences. Businesses must decide whether to partner with these ecosystems or build independent digital capabilities, balancing reach against control of customer data and brand identity.

• Infrastructure vs. Organisational Readiness

Public investment in infrastructure—such as RM3.6 billion allocated for digital initiatives in 2024—has improved access and enabled advanced technologies like AI and cloud computing. However, firms often cite regulatory complexity, talent shortages, and cultural resistance as barriers to leveraging these tools effectively.

• Inclusive Growth Expectations

Digital transformation is increasingly tied to social impact. Businesses are expected to support financial inclusion, rural connectivity, and sustainability goals. This adds pressure to design strategies that balance profitability with equitable access and community engagement.

• Innovation Culture Gap

Technology adoption alone does not guarantee success. Organisations need agile structures, cross-functional collaboration, and a culture that rewards experimentation. Without these, firms risk falling behind more adaptive competitors—even when infrastructure is available.

References

Boston Consulting Group & Malaysia Digital Economy Corporation. (2023, July 25). Building strong digital economy for Malaysia’s future. Boston Consulting Group.

https://www.bcg.com/publications/2023/malaysia-harnessing-the-power-of-technology

Larizza, M., & Loo, C. (2025, December 18). Malaysia has built its digital govt—Now the real work begins and ASEAN can learn from it. The Star.

https://www.thestar.com.my/esg/2025/12/18/malaysia-has-built-its-digital-govt-now-the-real-work-begins-and-asean-can-learn-from-it

Question 1.A Group Task

Work Required: As a group, you are required to select a real-world Malaysian organisation that is navigating the digital transformation pressures outlined in the assessment context. Prepare a professional consultancy-style presentation that demonstrates your ability to apply strategic concepts and frameworks to analyse the organisation’s current strategic positioning and propose actionable solutions.

Your presentation should be structured around the following key areas:

Industry Dynamics and Attractiveness Analysis

• • Use Porter’s Five Forces (or another suitable framework) to analyse the structural attractiveness and profitability of the industry in which your chosen organisation operates. This involves:
    • Identifying the key forces shaping the competition within the industry.
    • Explain how these forces create opportunities or constraints for the organisation’s growth and profitability in Malaysia’s evolving digital economy.

Strategic Positioning and Competitive Advantage

• Apply Porter’s Generic Strategies or other appropriate theoretical concepts identify the organisation’s current strategic positioning and analyse how this influences the firm’s competitiveness.
• Evaluate how effectively the organisation leverages its strategic resources and capabilities to respond to market challenges and sustain competitive advantage.
• Proposal of Actionable Strategies
• Develop a SWOT Matrix that critically evaluates the organisation’s internal strengths and weaknesses, as well as the external opportunities and threats it faces.
• Based on the SWOT Matrix, propose two feasible business-level strategies that the organisation can adopt to strengthen its competitive position and address the challenges identified.
  • Each strategy should come from different SWOT quadrants (SO, ST, WO, or WT).
  • Ensure each strategy addresses a distinct challenge or opportunity. 

(Continued on the next page)

Identification of an Uncontested Market Space

• Using a Strategy Canvas or similar tool, identify a Blue Ocean opportunity that the organisation is not currently serving or is under-serving.
• Justify why this represents a strategic growth opportunity in Malaysia’s digital economy.
• Explain how your proposed innovation creates a unique value proposition that differentiates the organisation from competitors.

Business Model Design

• Apply the Business Model Canvas (BMC) to your proposed innovation, covering all nine components.
• Your analysis should clearly show how the strategic innovation:
  • Creates value (e.g. through customer relationships, channels, and value propositions)
  • Delivers value (e.g. through key activities, resources, and partnerships)
  • Captures value (e.g. through revenue streams and cost structure)

Assignment Guidelines

Deliver a professional, management-level presentation with equal contribution from all group members.

When preparing your video presentation, ensure you address the following aspects:

• Clear language and verbiage
• Effective use of visual support
• Relevance of examples and justifications

Usage of Gen AI

• You may use ChatGPT, Claude or Gemini to conduct exploratory analysis and structure initial ideas, but the interpretation, synthesis, and final judgement of arguments or analyses must be your own.

Format of the Presentation

• Presentation Tool: Use PowerPoint or other relevant presentation tools for visual support. There is no slide limit, but ensure the visuals are professional and clearly understandable to the audience.
• Recording the Presentation: All presenters must keep their cameras on and share slides during their segment. The final submission should be a single, seamless video that combines all parts of the presentation in order.
• Video Length: Not more than 15 minutes.
• Uploading the Video: Upload the video to YouTube as an unlisted video.
• Submitting the Link: Once uploaded, paste the YouTube link in the box below.
• Referencing: References in APA 7th edition format and included at the end of the presentation.

PART B

CASE STUDY

Tesla’s Journey from bankruptcy to the World’s Most Valuable Company

First Near-Bankruptcy Crisis: The 2008 Financial Collapse

In mid-2008, Tesla was on the verge of securing $100 million in Series E funding when the global financial crisis struck, rapidly pushing the company toward potential bankruptcy by the end of the year. The collapse of Lehman Brothers triggered a worldwide banking meltdown, making it nearly impossible for startups like Tesla to secure investment. With major automotive companies such as General Motors and Chrysler on the brink of failure, investors were unwilling to gamble on a small, independent American automaker.

During this turbulent period, Elon Musk stepped into the role of CEO. However, all plans tied to the $100 million funding round were abandoned. Tesla was forced to halt construction of a new factory and headquarters, delay the launch of the Model S, and lay off nearly 20% of its employees. These decisions sparked debate internally about how far leadership should go to protect the company’s survival at the expense of jobs and stability.

Selling the company would have been the safest option. Instead, Musk chose to take a bold risk by investing his own personal funds after the Series E financing collapsed. At the time, he had already committed the entire $180 million he earned from the sale of PayPal into Tesla and SpaceX. This move raised questions about whether such personal financial exposure was prudent and how leadership should balance shareholder interests with employee welfare during a crisis.

Second Near-Bankruptcy Crisis: Model 3 Production Challenges

Between 2017 and 2019, Tesla faced another severe financial threat while attempting to scale mass production of the Model 3. This period nearly drove the company to bankruptcy once again. The Model 3 represented a critical turning point for Tesla, as its long-term survival depended on successfully delivering an affordable, mass-market vehicle.

This urgency played a major role in Elon Musk’s decision to bring Deepak Ahuja back as CFO in February 2017, after his retirement in 2015. Ahuja pointed out that the Model 3 was not market-ready and that production timelines were far more delayed than expected. He also explained to CNBC that disruptive technologies like Tesla’s electric vehicles and batteries typically follow an “S-curve” pattern of growth.

According to this model, innovation begins with slow progress as technologies are refined, followed by a rapid acceleration in adoption, and eventually stabilises as the market matures. The EV industry is now entering the later stages of this curve. What is especially critical for Tesla is its readiness to initiate a new S-curve of innovation.

To achieve this, Tesla pushed aggressively to ramp up production, a period Musk famously referred to as “production hell.” Employees worked long hours under intense pressure, and the company faced scrutiny over whether such conditions were sustainable or responsible. Leadership also made high-stakes bets on automation and later introduced the Giga Press—the world’s largest die-casting machine—to simplify manufacturing and reduce costs. These decisions were strategic, but they also raised questions about how much strain on people and resources is acceptable in pursuit of innovation and survival.

References

Boudette, N. E. (2018, February 7). Tesla Model 3, Elon Musk’s grail, remains a costly pursuit. The New York Times. https://www.nytimes.com/2018/02/07/business/tesla-musk.html

Smith, S. (2023, July 24). How Tesla went from almost bankrupt (twice) to the world’s most valuable car company. FinMarketResearch.

https://www.financemarketresearch.com/post/how-tesla-went-from-almost-bankrupt-twice-to-the-world-s-most-valuable-car-company