In an ideal organizational context, the structural support for the strategic framework utilized by an organization represents a homogenous framework where all elements are connected and coherent. However, in the real-life setting of an actual market, the balance between strategy and structure is highly fragile and rare, with most of the corporate processes representing an attempt to keep the two in harmony (Kim, 2020). The specified evolutionary cycle is defined by the constant need to change and adapt to the ever-altering global economy environment (Kim, 2020). Therefore, with the introduction of new factors and respective changes in the corporate strategy, the structure needs to be changed to reflect the alterations in functions and responsibilities of the staff and vice versa (Kim, 2020). Therefore, the described evolutionary process represents a cycle with peaks and valleys of performance efficacy. Searching for an example of the evolutionary cycle observed within n organization, one is likely to come across the framework used by Tesla. Due to the need to balance out its innovative approach with the market demand, Tesla has been striving to maintain its innovative approach in the context of the economically challenging setting of the global market (Kim, 2020).
Similarly, Tesla’s CEO has been demonstrating the skills of a strategic leader. While Elon Musk has been known primarily as a transformative leader, who reinvents the industry completely, he has also been seeking to develop an approach toward resource management that provides the most efficient allocation of existing materials and financial assets (Kim, 2020). As a result, Tesla has managed to remain a confident and competitive leader in the global automotive industry, leading the change in the market (Kim, 2020). Therefore, Tesla’s example of managing human resources and financial assets can be considered worthy of following.
Kim, H. (2020). Analysis of how Tesla creates core innovation capability. International Journal of Business and Management, 15(6), 42-61.