MNG3702 ASSIGNMENT 1 S2 2023

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,Table of Contents
Introduction...................................................................................................................3

Question 1.....................................................................................................................3

1.1 Strategic Change Type in Anheuser-Busch's Hostile Takeover by InBev..........3

1.2 Application of Analytical Model for Planned Change During Anheuser-Busch
InBev's Rapid Global Expansion...............................................................................4

i) Context Within Which Change is Taking Place.....................................................4

ii) A Series of Decisions Around the Way in Which the Change is to be Managed. 5

Question 2.....................................................................................................................5

2.1 Knowledge Management Process Application during SAB's Expansion into
Developing Countries................................................................................................5

2.2 Differentiation and Examples of Explicit and Tacit Knowledge in the SAB Case
Study.........................................................................................................................7

2.3 Definition and Example of 'Community of Practice' in the SAB Context............8

Question 3.....................................................................................................................8

3.1 Aligning Individual Behaviours with SAB's Strategic Direction for a Sustainable
Future........................................................................................................................9

3.2 Application of the Strategic Initiative Management Process to SAB................10

Question 4...................................................................................................................12

4.1 Five Cultural Indicators for Assessing SAB’s Cultural Health...........................12

4.2 Instilling a Corporate Culture in SAB That Supports Responsible Strategy
Implementation........................................................................................................13

Conclusion..................................................................................................................15

List of references........................................................................................................16

, Introduction
This assignment is focused on the strategic change, knowledge management,
strategic initiative management process, and corporate culture within the South
African Breweries (SAB), a company with a rich history and profound impact on the
global brewing industry. By leveraging various theoretical concepts and models, we
explore different aspects of SAB's strategic evolution and organisational dynamics.
The analysis is performed in the context of the company's expansion, the
development of a knowledge-driven organisational culture, strategic resource
allocation, and cultural assessment and enhancement efforts for effective strategy
implementation.

Question 1


1.1 Strategic Change Type in Anheuser-Busch's Hostile Takeover by InBev
The strategic transformation that occurred in Anheuser-Busch following the
company's hostile acquisition by InBev in 2008 can be characterised as a paradigm
shift. The term "revolution" denotes a comprehensive and transformative shift that
arises from the concurrent implementation of various initiatives across multiple
domains (Venter & Botha, 2022). This form of alteration typically occurs in response
to external pressures, as organisations adapt to evolving competitive circumstances,
such as the prospect of a takeover that poses a threat to their survival. The process
entails a significant shift in paradigm and is executed expeditiously.

The 2008 hostile takeover of Anheuser-Busch by InBev posed a significant external
competitive challenge, jeopardising the company's survival and autonomy. The
consolidation resulted in the establishment of a novel corporate entity, AB InBev,
which subsequently attained the status of the foremost global producer of alcoholic
beverages. The aforementioned event constituted a significant metamorphosis that
fundamentally modified the strategic and operational terrain of the original Anheuser-
Busch corporation. This transformation exhibited characteristics reminiscent of the
'big bang' phenomenon, as it occurred swiftly and produced significant and profound
effects. The transition was not characterised by a gradual and incremental process,
but rather by a rapid and abrupt shift, which was instigated by the external
occurrence of the hostile takeover. The merger necessitated Anheuser-Busch to
reconfigure its strategies, operations, and culture to align with the structure of the