Reference no: EM131676858

The ultimate goal is to match a company's strengths while eliminating or mitigating weaknesses; however what if managers disagree on what those are?

Take the example of Starbucks who has been forced to downsize. While we cannot be certain, as we were not there, I can imagine disagreements within while discussing whether to expand or not prior to the economic downturn. Some managers may feel it might be a weakness to not expand stores while another manager may believe rapid growth could prove to be a weakness.

Obviously both positions cannot ultimately be correct yet internal views during planning stages may see strengths and weaknesses contradictory. In this scenario the manager who felt slower growth to be the best move would have been correct.

Class, can you think of similar scenarios within your planned organization? How might you weigh the differences in deciding an actually weakness and not a strength or vice versa?