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Submission to
Prof. Dr. Mohammad s Badruddozza Mia
School of business and Economics
i University
United International

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Submitted by
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Md. Morsalin Ahmed
ID: 111 172 107
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Course: MGT4356
Sec: A

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United International University

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Date of Submission: 8 September, 2021
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BLACKBERRY MOTION
Introduction
BlackBerry, a line of smartphones and tablets, was a crushing achievement in 1998. They
changed the game in the mobile industry by offering a gadget with an arched keyboard. Their
encryption even into the mid-2000s was top notch however they weren't considering user
experience.
Only a couple of years after the fact the whole portable industry started to focusing on bigger
touchscreen displays, while BlackBerry was more worried about ensuring what it previously had.
Neglecting to adjust to changes, in 2017 the CEO John Chen declared that BlackBerry was out
the smartphone manufacturing business and that the organization has built a new strategy.
"Under this strategy, we are focusing in on software development, including security and
applications."
This was the fatal mistake of Blackberry. While Samsung and Apple were frantically entering
the market of smartphones and consolidating a big market share in it, Blackberry failed to do
so. Major transitions such as these or lack of them, as it happens in Blackberry, have to be
driven by senior leaders of an organization’s executive management.
The organization intends to end all inner equipment improvement and will re-appropriate that
function to partners. "This permits us to decrease capital prerequisites and upgrade return on
invested capital," adds John Chen.
Background of Blackberry
Blackberry was once the greatest smartphone producer fallen to the rear of the smartphone pack
(with 3% of the market presently) competing Apple iPhone and Google Android operating
systems have turned into the top heads of the market. Blackberry’s has gone start to finish.
Furthermore, how a tech giant fails to improve as per client needs and develop as the wide range
of various giants have done as such far?
Rather than thinking of the latest technologies, it chose to rethink its items. This didn't assist
them with arriving at the top once more. The corporate chiefs neglected to stay aware of time and
Blackberry began to suffocate. Blackberry stalled out into their operating system (RIM) and as
new arrangements and options entered the market and their faithful clients developed as well.
BlackBerry's piece of the pie crested in a winding lower in the course of the most recent couple
of years. What was the deal? Apple and Samsung occurred. They changed the game for
BlackBerry. Customers saw the new advancements that these brands offered, for example,
associating with virtual articles through a touchscreen that was something that BlackBerry didn't
offer. Notwithstanding, these weren't the solitary drivers for the BlackBerry's defeat. Supervisors
didn't approach in a serious way that the market was evolving. BlackBerry's authority never
accepting Apple's iPhone as a genuine danger to business. Basically, not until it was past the
point of no return.
What is clear is the accomplishment of organizations like Samsung and Apple. Those sense the
chance on the lookout and take the principal mover’s advantage in it. The choices must be made
right off the bat in the pattern of progress, and it is administrators’ obligation to have the option
to react to worldwide variations of business sectors and convey this change. As market change so
quick and constantly, pioneers ought to gain from others slip-ups and advance to the requests of
commercial center as opposed to be a casualty of this.
Changing the game for BlackBerry
As it is well-know so far, there is no general solution for the challenges that organizations face
with coping with these changes. The environment is global and always changing and
managers have to be open minded in order to keep up with them.
As stated by Craig Hanson, General Partner, Next World Capital [1] - “Blackberry’s decline is
worth studying. Here’s a company whose name was synonymous with ‘smartphone’ early on.
It had a commanding share and owned the corporate market. Corporations led device buying.
But that corporate hegemony was also its demise. It relied on selling to corporate IT buyers
and locking them up with long-term contracts and server-based solutions. It fell behind on
innovation, kept its app ecosystem closed and proprietary, and failed to recognize the rise of
consumer-driven IT buying. Now it finds itself struggling to hang on to some respectable
share in a corporate market it largely created.”
Blackberry is a good example of defective management. Lack of strategy, the outages, and
delays on providing more attractive options were their biggest failure.
Evaluation
Nowadays it’s clear that a successful company must have the ability to follow change, be
flexible and adaptive. Re-organize their strategy to align with the new market necessities and
therefore costumers need. As Fukuyama introduced an adaptive organization, is stated as ‘The
adaptive organization can evaluate a changing external environment and modify its own
internal procedures in response’. That being said, the survival of organizations undergoes
spotting costumer needs before others competitors, realize new trends. Thus, quickly and
effectively steer towards these new opportunities and take leverage of organizations resources
and competencies to do so.
BlackBerry blinded by its own success and unable to replicate it, failed in follow the trends.
New rivals redefined the market and they responded with a string of devices that were late to
market, missed the mark with consumers, and opened dangerous fault lines across the
organization.
Conclusion
Crisis is a time-critical task, high-uncertainty and with high risk. BlackBerry is clearly in a
situation of crisis, as we can see at figure 1, presented below. The unexpected developments in
the market weren’t followed by the company in the right time and now it’s no longer able of
dealing with these. The problem was that managers didn’t pay much attention to the new
competitors and their strength. They could have made something of a turnaround but it’s
starting to look that is too late to shape the costumer’s idea about the brand
Managers failed in react quickly and make quick decisions. They had a lot of fixed values and
processes were standardized which led to tunnel thinking. This probably was the reason
behind their late arrival in following the trends. Theirs businesses orientation was possibly too
focused on stability and just a part in change. Organizations should strive for equilibrium but
often this llimits the ability of sensing and dealing with dynamic environments effectively.

Figure 2: The Adaptive Cycle

Figure 1: Source [Link]

graphic-2013-9
In order to explain in greater detail bellow, it will be presented the “The Adaptive Cycle” [1],
which quadrant BlackBerry is currently insert in and what steps should follow to become a
more successful organization.

BlackBerry was in quadrant 1 for a long time, in the

equilibrium situation. The confidence of the
organization that they were able to cope with the threat
from outside was what actually ruin them. External
influences disturbed this equilibrium; the new
innovations that brands such as Apple and Samsung
presented changed the game. At this point, BlackBerry
should have reacted more quickly and efficiently to the
arisen situation. They moved to quadrant 2 where as I
see, still are (blue point in figure 2). They miss the
timing for innovation. Understanding the market and
choose adirection, adding new insights into the current
 crisis situation. Once they are confidence that these
options

can actually add value to the solution available at the moment, this step marks the transition
from quadrant 2 to quadrant 3, new combinations. However, it’s not possible to realize all
the options, Blackberry actually need to make a decision. In this process, from the whole
range of possibilities only one will be chosen to be further developed. The moment of
making the choice, which means that there is some hope in the future, is what marks the
transition to quadrant 4, the new equilibrium. In the new equilibrium, the situation achieved
is not the same as the one befor

I believe that the major problem is that BlackBerry managers failed in recognizing the change
in the environment and just never reacted correctively or timely.
Recommendations
Miller (1990) observed that ‘success leads to specialization and exaggeration, to confidence
and complacency to dogma and ritual’ and usually their strength is what lead them to their
downfall. BlackBerry strength has been in enterprise and government with its known security.
The lack of perception within the market that surrounded them and not reacting according to
its needs or changing their path was the key point to its downfall.
Going forward in these moments seems tough however not impossible. Implementing
different senior management, operational changes toward a more maturing position is some of
the changes that need to be made, to drive the company in direction of profitability.
Hereupon, I will present the possibilities that I find interesting for BlackBerry to implement in
order to achieve the transition to quadrant 4 (from the Adaptive cycle).
Gain a new position in the market requires plan and refocus on the end-solution of hardware
and software and services provided by the organization. Also, I believe that they have to take
into consideration that smartphones competitive landscape is constantly changing. The
strategy that relies on long corporate IT relationships should shift into a more easy, flexible
and subscription-based. And then, customers can do whatever they want with the applications,
as it happens with other organizations.
The lesson here, I believe, is that an organization to become successful must have ability to
change, flexible, adaptive and re-strategize aligning their values and products with the ones
standing in the market. In nowadays business environment, survival of organizations such as
BlackBerry goes through spotting costumers need before ‘they do’ or before their competitors
do it. In order to take leverage, they need to shift toward these new opportunities and chances
before the others do it.
References
[1]Tom Taulli, (2013, September,23), Lessonsfrom The Fall of BlackBerry. Forbes,
Volume Number, pages.
[2] Abcouwer, A. W., & Parson, B. G, Sustainable assertiveness – The adaptive cycle of
resilience
Teletalk is a domestic and government owned mobile phone network service
provider in Bangladesh. Teletalk Sim Company of Bangladesh provides network
across the country. Teletalk is one of the key players in telecommunication
industry. Teletalk was started their business in 26 December 2004 but Teletalk Sim
company was launched commercial operation on 31 March [Link] present it is
the fourth largest mobile operator in Bangladesh.