BUS FPX 2007 Assessment 4 Business Strategy and Decision Making

BUS FPX 2007 Assessment 4 Business Strategy and Decision Making

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Capella University

BUS-FPX2007 Introduction to Business Perspectives

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Date

BUS FPX 2007 Assessment 4 Business Strategy and Decision Making

Introduction

This paper explores the mission and vision statements of Schneider Electric and their influence on the company’s strategic direction. It examines how the organization’s structure supports its competitive advantage in the global electrical industry. Additionally, the paper provides a detailed review of Schneider Electric’s Code of Ethics, emphasizing the principles guiding its ethical operations.

Furthermore, two essential functional areas—marketing and production—are analyzed to understand their role in sustaining company growth. Lastly, the paper discusses strategies for assembling an ideal team to revise the mission statement, integrating ethical considerations and critical thinking. Together, these insights reveal the organizational and cultural foundations behind Schneider Electric’s continued industry leadership.

Mission and Vision

Many successful organizations establish their mission and vision statements early in their development. Although often used interchangeably, these statements serve distinct purposes. The mission statement defines an organization’s purpose, whereas the vision statement outlines its future goals.

Schneider Electric’s Mission and Vision

Founded in 1836, Schneider Electric has undergone significant restructuring and expansion over nearly two centuries (Schneider Electric, 2025).

Statement Type	Description	Current Statement (2025)
Mission Statement	Defines the company’s purpose and role	“To be the trusted partner in sustainability and efficiency.”
Vision Statement	Outlines the company’s long-term goals	“To be the leading provider of IT Infrastructure Solutions and Services.”

The mission statement highlights Schneider Electric’s dedication to building trust through sustainable and efficient solutions, while the vision statement defines its ambition to lead in IT infrastructure services. Together, they provide a cohesive direction that aligns the company’s present initiatives with its long-term objectives.

Ideal Organizational Structure

Schneider Electric is a global technology leader employing over 130,000 people and operating in 108 countries for more than 170 years (Schneider, 2025). The company offers world-class expertise in electrification, automation, and digitalization, contributing to intelligent buildings, resilient infrastructure, and smart industries.

For a corporation of this size, a process-based organizational structure is the most advantageous. This structure connects various departments under clearly defined workflows, emphasizing collaboration and shared accountability. It ensures:

Benefits of Process-Based Structure	Description
Teamwork	Promotes collaboration within and across departments
Efficiency	Improves communication and reduces redundancies
Adaptability	Facilitates quick adjustments to technological and market changes

According to HubSpot (2025), this approach supports an efficient operational process, fostering teamwork and innovation while allowing the organization to adapt to evolving market conditions.

Code of Ethics

An organization’s Code of Ethics serves as a guide to ensure decisions align with moral and professional standards. Schneider Electric’s code is rooted in two central ethical principles: integrity and compliance.

Integrity Approach

The integrity approach emphasizes aligning ethical actions with an organization’s mission, purpose, and values (Geisler, 2021). Employees must be trustworthy and uphold company values without the need for constant supervision. This approach builds a culture of honesty and autonomy.

Compliance Approach

The compliance approach involves setting clear legal and organizational standards for behavior. It defines right and wrong based on organizational policies and helps eliminate bias in ethical decision-making.

Ethical Principle	Core Focus	Key Advantage
Integrity	Guided by mission and values	Promotes trust and autonomy
Compliance	Guided by rules and regulations	Ensures fairness and accountability

As Geisler (2021) explains, the best ethical cultures go beyond mere rule-following—they connect ethical conduct to the organization’s core principles and purpose.

First Key Functional Area: Marketing

In modern business, marketing plays a critical role in driving brand awareness, shaping public perception, and maintaining competitiveness. Ethical principles—such as accountability, fairness, respect, and transparency—guide marketing strategies that align with company values (BellaVista, 2015).

For Schneider Electric, a strong ethical foundation in marketing ensures consistent, culturally relevant engagement with customers across its global operations. With over 138,000 employees worldwide, Schneider must tailor its messaging to diverse audiences, including OEMs and senior managers (Latterly, 2025).

Ethical marketing encourages trust among clients and stakeholders. According to Waseem (n.d.), clearly defined values and ethical guidelines not only set expectations but also unify employees in upholding the company’s standards.

Second Key Functional Area: Production

The production process forms the foundation of any organization’s success. Without high-quality production, even the strongest marketing efforts will falter. Schneider Electric emphasizes co-production, which involves shared power, mutual respect, and community collaboration (Albert et al., 2023).

Principles of Co-Production	Description
Shared Power	Decision-making distributed among all stakeholders
Diverse Perspectives	Inclusion of varied experiences and skills
Mutual Benefit	Outcomes benefit all parties involved
Community Focus	Engagement with local communities rather than expecting them to adapt

Critical thinking is another essential component of Schneider’s production success. It supports problem-solving, decision-making, and risk management by enabling employees to analyze multiple perspectives before acting.

Building an Ideal Team for Mission Statement Revision

Creating or revising a mission statement requires an effective, cross-functional team. This type of team draws members from different departments, fostering collaboration and reducing bias (Skripak, 2018). While differing viewpoints can lead to conflict, they also encourage innovation and balanced decision-making.

Key team-building characteristics include:

Skill/Characteristic	Importance
Communication	Ensures clarity and effective collaboration
Trust	Builds cohesion and enhances productivity
Open-Mindedness	Encourages receptiveness to new ideas
Accountability	Promotes ownership and responsibility

According to Seddon (n.d.), successful teams share accountability, operate interdependently, and make decisions collaboratively. Ethics serve as the moral compass of the group, guiding all actions and decisions (Marques, n.d.).

When updating the mission statement, critical thinking ensures clarity, alignment with organizational goals, and stakeholder inclusion. This process reinforces culture, strengthens communication, and ensures that the company’s core purpose remains central to its strategy.

Conclusion

In summary, Schneider Electric’s mission and vision statements are key drivers of its strategic direction and industry success. The organization’s process-based structure supports operational efficiency, while its Code of Ethics reinforces integrity and compliance. Both marketing and production serve as critical functional areas for maintaining competitive advantage.

Finally, forming a cross-functional, ethical, and critically engaged team to revise the mission statement strengthens organizational coherence and fosters sustainable growth. Together, these elements exemplify the values and strategies that enable Schneider Electric to maintain its leadership in the global electrical industry.

References

Albert, A., Haklay, M., Islam, S., & McEachon, R. (2023). Nothing about us without us: A co-production strategy for communities, researchers, and stakeholders. Health of Medicine, 836–846. https://doi.org/10.111/hex13709

BellaVista Promotions. (2015, June 29). BellaVista Promotions reveals why marketing is so important. https://www.bellavistapromotions.co.uk

Geisler, J. (2021). Think beyond ‘compliance’: Why leaders should work to implement a culture of ethics. Healthcare Financial Management, 75(5), 44–45. https://library.capella.edu/login?url=https://www.proquest.com/trade-journals/think-beyond-compliance-why-leaders-shouldwork/docview/2532202421/se-2

HubSpot. (2025). How to structure a marketing dream team, according to HubSpot marketers. https://blog.hubspot.com/marketing/team-structure-diagrams

Latterly. (2025). Schneider Electric Marketing Strategy 2025: A Case Study.

BUS FPX 2007 Assessment 4 Business Strategy and Decision Making

Lepsinger, R. (2018). Better together: Building effective cross-functional teams. Industrial Management, 60(5), 26–30.

Marques, J. (n.d.). Ethics and moral responsibility in corporate culture.

Schneider Electric. (2025). Schneider Electric history. https://www.se.com/us/en/about-us/company-profile/history/schneider-electric-history.jsp

Schneider Electric. (2025, March 25). Schneider Electric plans to invest over $700 million in the U.S., supporting energy & AI sectors and job growth.

Skripak, S. J., Cortes, A., & Walz, A. (2018). Fundamentals of business (2nd ed.). VT Publishing.

Waseem, A. (n.d.). The role of ethics in modern business decision-making.