QUESTION 1

The term "Creating Shared Value" (CSV) was coined by Michael Porter and Mark Kramer in a 2006 Harvard Business Review article. It is defined as "policies and operating practices that enhance the competitiveness of a company while simultaneously advancing the economic and social conditions in the communities in which it operates". Businesses can create value for both shareholders and society by "reconceiving products and services, redefining productivity in the value chain, and building supportive industry clusters". Porter and Kramer’s concept of CSV is the idea that businesses can create value for both themselves and society by addressing social and environmental issues. This can be done by integrating social and environmental concerns into business strategy, and by creating new businesses and products that address these issues. CSV can also be created by working with other businesses, governments, and NGOs to create new value chains that are more efficient and sustainable.

CSV can be applied to an organisation in a number of ways. Firstly, businesses can create value for themselves and society by integrating social and environmental concerns into their business strategy. This means incorporating social and environmental issues into decision-making at all levels of the organisation, from strategic planning to day-to-day operations. This can help businesses to identify new opportunities for growth and innovation, and to create more sustainable and responsible business models. Secondly, businesses can create new businesses and products that address social and environmental issues. This could involve developing new technologies or services that help to address problems such as climate change, poverty, or poor health. Finally, businesses can work with other businesses, governments, and NGOs to create new value chains that are more efficient and sustainable. This could involve collaborating on research and development, sharing resources and best practices, or developing new standards and regulations.

At the level of services, Nestle has launched a number of programs to improve nutrition and address hunger. The company has developed fortified foods and beverages to improve nutrition in developing countries, and has launched a program to provide clean water and sanitation to schools in Africa. Nestle has also partnered with the World Food Programme to provide nutritious meals to children in need.

At the level of community development, Nestle has invested in a number of projects to improve the lives of farmers and rural communities. The company has created a program to help smallholder farmers improve their productivity, and has invested in infrastructure projects to improve access to markets and services. Nestle has also launched a program to provide financial services to rural communities.

QUESTION 3

1. Creating a culture of innovation: This involves instilling a sense of curiosity and risk-taking in all employees, from the top down.

2. Structuring the organization for innovation: This means creating dedicated teams or "skunkworks" that are responsible for exploring new ideas and concepts.

An ambidextrous organisation is one that is able to simultaneously pursue two different and competing objectives. In the case of Marriott Australia, this would mean being able to effectively respond to the challenges posed by Covid19 while also continuing to focus on corporate social and environmental responsibility. It is a useful framework for thinking about how organisations can address multiple, competing objectives. In the context of Covid19, an organisation might need to simultaneously pursue two objectives that are in tension with each other: first, protecting the health and safety of employees, customers and other stakeholders; and second, maintaining business continuity and profitability. Corporate strategising can be used to address these difficulties by identifying and prioritising the most important objectives, and then developing plans and policies that aim to achieve both objectives. This can be achieved through strategic thinking and practical strategy.

Marriott International has over 7,000 properties in more than 130 countries and territories around the world, and it is a leading hospitality company. The company has been proactive in responding to the Covid19 pandemic and has taken a number of steps to protect the health and safety of its employees, customers and other stakeholders. At the same time, Marriott has been working to maintain business continuity and profitability. By using both strategic thinking and practical strategy, Marriott Australia developed a plan for how to respond to the challenges posed by Covid19 while also continuing to focus on corporate social and environmental responsibility. This helped to ensure that the company was able to effectively meet its objectives and continue to operate successfully in the future. Marriott hotel did it by creating a task force that would work on both objectives simultaneously. The task force would work on creating protocols for health and safety, while also working on maintaining business continuity. The task force would also work on communicating with employees, customers and other stakeholders about the plans and progress being made. The company has implemented a number of strategies to minimize the impact of the pandemic on its business, including reducing expenses, suspending construction projects and furloughing employees. Marriott has also been proactive in communicating with its stakeholders and sharing information about its response to the pandemic. Overall, Marriott has handled the Covid19 pandemic well, using strategic thinking to simultaneously pursue its two objectives of protecting health and safety and maintaining business continuity. The company has been flexible in its response to the ever-changing situation and has been transparent in its communication with stakeholders.