Name : Fikri Adinata Sulton
NPM : 2511021071
Study Program : Economic Development

1. The process by which an organization transforms its structure, processes, or culture to adapt to pressures and achieve a desired state, often driven by external forces like technological advancements, shifting customer preferences, market competition, and regulatory changes, as well as internal factors such as leadership vision and employee feedback.
2. •Product Innovation
•Process innovation
•Business model innovation
3. •Creativity
Value: Creativity is the foundation of innovation. It provides the ability to think beyond traditional solutions, generate novel ideas, and connect unrelated concepts into something useful. Without creativity, innovation becomes incremental rather than transformative.

Example: Apple’s creativity in combining design with technology led to revolutionary products like the iPhone.

•Idea Incubators
Value: An idea incubator provides a safe space within an organization where employees can develop and experiment with new ideas without immediate pressure for results. It encourages risk-taking and nurtures raw concepts into viable innovations.

Example: Google’s “20% time” acted as an informal incubator, leading to products like Gmail.

•Horizontal Linkages
Value: Innovation often requires collaboration across departments (R&D, marketing, production, etc.). Horizontal linkages break down silos and enable knowledge sharing, which sparks more integrated and practical innovations.

Example: Cross-functional teams in car companies (design + engineering + marketing) ensure vehicles meet both technical and customer needs.

•Open Innovation
Value: Open innovation means reaching beyond the company’s boundaries to source ideas from customers, universities, startups, or other firms. It accelerates innovation by tapping into diverse expertise and reduces costs by sharing risks.

Example: Procter & Gamble’s “Connect + Develop” program brought in external ideas, resulting in faster product development.

•Idea Champions
Value: An idea champion is an individual who passionately advocates for a new idea, pushing it forward despite resistance. They secure resources, build support, and keep the momentum alive until the innovation succeeds.

Example: Elon Musk acted as a champion for electric vehicles, pushing Tesla’s vision despite early skepticism.

•New-Venture Teams
Value: These are small, cross-disciplinary groups formed to develop and launch new products or businesses. They are more agile, risk-taking, and entrepreneurial compared to traditional units, driving innovation from concept to commercialization.

Example: Skunk Works at Lockheed Martin developed groundbreaking aircraft through a semi-independent venture team.

4. They directly influence a group's collective behaviors, beliefs, and overall ability to adapt and succeed with new initiatives.

5. Organization Development (OD) is a systematic, science-based process using planned interventions to improve an organization's effectiveness, health, and capacity to change by aligning its strategy, structure, processes, and culture. Large Group Interventions are a specific type of OD activity designed to achieve significant, system-wide change by bringing large numbers of people together for collaborative problem-solving, such as large-scale planning or innovation sessions.

Name : Fikri Adinata Sulton
NPM : 2511021071
Study Program : Economic Development

1. A world without borders is emerging because of globalization, technology and the ease of mobility that makes national boundaries increasingly wild. Now, companies can sell products, move production, and collaborate across countries more easily. But, this situation brings new challenges for managers, such as managing cultural differences in international teams, facing increasingly tight global competition, and maintaining business ethics and social responsibility across countries with different regulations. In addition, managers must also be aware of political risks, protect data from hacker threats, manage employees in different parts of the world, and respond to sustainability and climate change issues.

2. Foreign market entry strategies can be done in a number of ways, such as from the easiest and least risky exports to licensing and franchising for expanding markets through local partners, as well as joint ventures and strategic alliances involving cooperation with local companies. For full control, companies can make foreign direct investment (FDI) by building their own branches or factories, even at risk. Strategic choices are in the goals, capital and level of risk you're willing to take.

3. International management is the management of a business that operates on an international or foreign scale with regard to cultural, legal, political and economic differences. Whereas domestic management only focuses on the domestic or domestic scale.

4. Economic, sociocultural, and legal-political differences shape how businesses operate in global markets. They influence pricing, consumer behavior, management styles, and compliance with local regulations. To succeed, companies must adapt strategies to each country’s unique conditions.

5. Regional trading alliances are changing the international business landscape by reducing trade barriers, creating larger integrated markets, and encouraging cross-border investment. These alliances give companies easier access to new customers and supply chains but also increase competition as firms from member countries can enter each other’s markets more freely.

6. A multinational corporation is a company that has business in more than one country. Whether it's through branches, subsidiaries or corporate facilities. The most striking feature is its management centred on the country of origin, but also with a strategy tailored to local conditions in each country where companies operate. These types of companies usually have huge resources, global networks and the ability to explore international markets.

7. Cultural intelligence is the ability to understand, appreciate and adapt to cross-cultural differences in values, habits, and behavior. For managers who work abroad, it's essential to build effective working relationships, avoid cultural conflicts, and tailor management strategies to local conditions.