Mng3701 Assignment 2
Second Semester
Question 1
The Michelin Guide was created by the Michelin Tire Company in 1900 and has
evolved into one of the most prestigious restaurant and hotel rating systems globally.
Its transformation from a simple travel guide to an authoritative culinary reference
illustrates various mechanisms through which Michelin has become a learning
organisation.
Mechanisms for Becoming a Learning Organisation in Michelin’s History of the
Michelin Guide
1. Continuous Improvement (Kaizen):
Continuous improvement is a fundamental mechanism that encourages companies
to improve their processes, products, and services constantly. In the context of
Michelin, this principle has been evident since the inception of the Michelin Guide in
1900. It was created to promote automobile travel and encourage tire sales, but the
guide evolved through feedback from users and critics alike. Throughout the years,
Michelin has refined its rating system and expanded its coverage to include hotels
and attractions (López-Maury, Marguerat, and Bähler, 2008). This iterative process
reflects a commitment to learning from past experiences and adapting to changing
consumer preferences.
2. Knowledge Sharing:
The sharing of knowledge is crucial for fostering a culture of learning within a
company. Michelin effectively utilised this mechanism by creating a network of
inspectors who travelled extensively to evaluate the establishments featured in the
guide. These inspectors shared insights and experiences and ensured that best
practices were disseminated across the organization (Nolfi, and Parisi, 1996). This
collective approach enhanced the quality of evaluations and also contributed to a
collective understanding of culinary trends and standards, thereby reinforcing
Michelin’s reputation as an authoritative source in gastronomy.
3. Employee Training and Development:
,It is vital to invest in employee training to cultivate a learning organization. Michelin
has historically prioritised training programs for its staff, particularly those involved in
the Michelin Guide’s evaluation process. Inspectors had to undergo rigorous training
that included culinary education, hospitality management, and customer service
skills (Orsini, et al 2013). This investment ensured that employees were well-
equipped with the knowledge necessary to make informed assessments about dining
establishments, thus enhancing the overall credibility of the guide.
4. Customer Feedback Mechanisms:
Including customer feedback is essential for any company aiming to remain relevant
in a competitive market. Michelin actively sought input from both consumers and
industry professionals regarding their experiences with the restaurants listed in the
guide. This feedback loop allowed Michelin to adjust its criteria and improve its
offerings based on real-world insights from diners. By valuing customer opinions,
Michelin demonstrated its commitment to continuous learning and adaptation.
5. Innovation through Research and Development:
Innovation is another critical mechanism for becoming an organisation that is
concerned particularly with adapting to new trends or technologies. The evolution of
the Michelin Guide reflected significant innovation over time—from print publications
to digital platforms that catered to modern consumers’ needs for accessibility and
immediacy (Sheparovych, Motornov, and Minko, 2009). By investing in research on
emerging dining trends and technological advancements, Michelin ensured that it
remained at the forefront of gastronomic exploration while continuously enhancing
the user experience.
Through mechanisms such as continuous improvement, knowledge sharing,
employee training and development, customer feedback mechanisms, and
innovation through research and development, Michelin has successfully established
itself as a learning organisation throughout its history with the Michelin Guide.
Question 2
Strategic Project Management Framework as a Resource Allocation
Framework
, The strategic project management framework serves as an essential tool for
companies to align their projects and programs with their overarching strategic goals.
This framework emphasises the importance of incorporating project management
practices with strategic planning, ensuring that resources are allocated effectively
and efficiently to initiatives that drive the organisation’s vision forward.
Key Components of the Strategic Project Management Framework
1. Strategic Alignment: The primary goal is to ensure that all projects and
programs are aligned with the company’s strategic objectives. This will involve
identifying key performance indicators (KPIs) that will reflect the company’s
goals and ensuring that every project contributes to these metrics.
2. Resource Allocation: Effective and efficient allocation of resources is critical in
this framework. It requires a thorough analysis of readily available resources
—financial, human, and technological—and their optimal distribution across
various projects. This will ensure that high-priority projects receive adequate
support while lower-priority initiatives are scaled back or deferred (Shenhar,
1999).
3. Project Selection Criteria: Establishing clear criteria for selecting projects is
indispensable. These criteria will reflect strategic priorities, potential return on
investment (ROI), risk assessment, and alignment with market trends. A
structured selection process will help in filtering out projects that do not
contribute significantly to strategic goals.
4. Performance Measurement: The continuous monitoring and evaluation of
project performance against established KPIs will allow an organisation to
make informed decisions about resource reallocation and project adjustments
as needed (Romero, 2018).
5. Stakeholder Engagement: The engagement of stakeholders throughout the
project lifecycle is crucial for gaining insights, securing buy-in, and ensuring
alignment with broader organisational strategies.
6. Feedback Mechanisms: The implementation of feedback loops will enable an
organisation to learn from past projects, refine processes, and improve future
project selection and execution strategies.
Second Semester
Question 1
The Michelin Guide was created by the Michelin Tire Company in 1900 and has
evolved into one of the most prestigious restaurant and hotel rating systems globally.
Its transformation from a simple travel guide to an authoritative culinary reference
illustrates various mechanisms through which Michelin has become a learning
organisation.
Mechanisms for Becoming a Learning Organisation in Michelin’s History of the
Michelin Guide
1. Continuous Improvement (Kaizen):
Continuous improvement is a fundamental mechanism that encourages companies
to improve their processes, products, and services constantly. In the context of
Michelin, this principle has been evident since the inception of the Michelin Guide in
1900. It was created to promote automobile travel and encourage tire sales, but the
guide evolved through feedback from users and critics alike. Throughout the years,
Michelin has refined its rating system and expanded its coverage to include hotels
and attractions (López-Maury, Marguerat, and Bähler, 2008). This iterative process
reflects a commitment to learning from past experiences and adapting to changing
consumer preferences.
2. Knowledge Sharing:
The sharing of knowledge is crucial for fostering a culture of learning within a
company. Michelin effectively utilised this mechanism by creating a network of
inspectors who travelled extensively to evaluate the establishments featured in the
guide. These inspectors shared insights and experiences and ensured that best
practices were disseminated across the organization (Nolfi, and Parisi, 1996). This
collective approach enhanced the quality of evaluations and also contributed to a
collective understanding of culinary trends and standards, thereby reinforcing
Michelin’s reputation as an authoritative source in gastronomy.
3. Employee Training and Development:
,It is vital to invest in employee training to cultivate a learning organization. Michelin
has historically prioritised training programs for its staff, particularly those involved in
the Michelin Guide’s evaluation process. Inspectors had to undergo rigorous training
that included culinary education, hospitality management, and customer service
skills (Orsini, et al 2013). This investment ensured that employees were well-
equipped with the knowledge necessary to make informed assessments about dining
establishments, thus enhancing the overall credibility of the guide.
4. Customer Feedback Mechanisms:
Including customer feedback is essential for any company aiming to remain relevant
in a competitive market. Michelin actively sought input from both consumers and
industry professionals regarding their experiences with the restaurants listed in the
guide. This feedback loop allowed Michelin to adjust its criteria and improve its
offerings based on real-world insights from diners. By valuing customer opinions,
Michelin demonstrated its commitment to continuous learning and adaptation.
5. Innovation through Research and Development:
Innovation is another critical mechanism for becoming an organisation that is
concerned particularly with adapting to new trends or technologies. The evolution of
the Michelin Guide reflected significant innovation over time—from print publications
to digital platforms that catered to modern consumers’ needs for accessibility and
immediacy (Sheparovych, Motornov, and Minko, 2009). By investing in research on
emerging dining trends and technological advancements, Michelin ensured that it
remained at the forefront of gastronomic exploration while continuously enhancing
the user experience.
Through mechanisms such as continuous improvement, knowledge sharing,
employee training and development, customer feedback mechanisms, and
innovation through research and development, Michelin has successfully established
itself as a learning organisation throughout its history with the Michelin Guide.
Question 2
Strategic Project Management Framework as a Resource Allocation
Framework
, The strategic project management framework serves as an essential tool for
companies to align their projects and programs with their overarching strategic goals.
This framework emphasises the importance of incorporating project management
practices with strategic planning, ensuring that resources are allocated effectively
and efficiently to initiatives that drive the organisation’s vision forward.
Key Components of the Strategic Project Management Framework
1. Strategic Alignment: The primary goal is to ensure that all projects and
programs are aligned with the company’s strategic objectives. This will involve
identifying key performance indicators (KPIs) that will reflect the company’s
goals and ensuring that every project contributes to these metrics.
2. Resource Allocation: Effective and efficient allocation of resources is critical in
this framework. It requires a thorough analysis of readily available resources
—financial, human, and technological—and their optimal distribution across
various projects. This will ensure that high-priority projects receive adequate
support while lower-priority initiatives are scaled back or deferred (Shenhar,
1999).
3. Project Selection Criteria: Establishing clear criteria for selecting projects is
indispensable. These criteria will reflect strategic priorities, potential return on
investment (ROI), risk assessment, and alignment with market trends. A
structured selection process will help in filtering out projects that do not
contribute significantly to strategic goals.
4. Performance Measurement: The continuous monitoring and evaluation of
project performance against established KPIs will allow an organisation to
make informed decisions about resource reallocation and project adjustments
as needed (Romero, 2018).
5. Stakeholder Engagement: The engagement of stakeholders throughout the
project lifecycle is crucial for gaining insights, securing buy-in, and ensuring
alignment with broader organisational strategies.
6. Feedback Mechanisms: The implementation of feedback loops will enable an
organisation to learn from past projects, refine processes, and improve future
project selection and execution strategies.
