Building an Innovation StrategyIn this unit, you will submit the Building an Innovation Strategy assignment.In a brief description, identify Tesla and the industry in which it operates, and explain yo

16% F ails to id entif y a n appro pria te fo r-p ro fit o rg aniz a tio n to b uild a n in nova tio n s tr a te gy th at addre ss o rg aniz a tio n d esig n, im pact o f a llia nce s a nd co lla bora tio ns, c u lt u re o f in nova tio n, in nova tio n co m pete ncie s, o rg aniz a tio nal in nova tio n p ro ce sse s, r o le s of c u sto m ers a nd m ark e ts , p eople a nd in nova tio n, in nova tio n m easu re m ent, s u sta in abilit y a nd in nova tio n and p ra ctic a l a pplic a tio ns o f in nova tio n. P artia lly o utlin es a n appro pria te fo r-p ro fit o rg aniz a tio n to b uild a n in nova tio n s tr a te gy th at addre sse s o rg aniz a tio n desig n, im pact o f a llia nce s and c o lla bora tio ns, c u lt u re o f in nova tio n, in nova tio n co m pete ncie s, o rg aniz a tio nal in nova tio n p ro ce sse s, r o le s of c u sto m ers a nd m ark e ts , p eople a nd in nova tio n, in nova tio n m easu re m ent, s u sta in abilit y a nd in nova tio n and p ra ctic a l a pplic a tio ns o f in nova tio n. D escrib es a n a ppro pria te fo r-p ro fit o rg aniz a tio n to b uild a n in nova tio n s tr a te gy th at a ddre ss o rg aniz a tio n desig n, im pact o f a llia nce s and c o lla bora tio ns, c u lt u re o f in nova tio n, in nova tio n co m pete ncie s, o rg aniz a tio nal in nova tio n pro ce sse s, r o le s o f cu sto m ers a nd m ark e ts , p eople a nd in nova tio n, in nova tio n m easu re m ent, s u sta in abilit y a nd in nova tio n, and p ra ctic a l a pplic a tio ns o f in nova tio n. D escrib es a n a ppro pria te fo r-p ro fit o rg aniz a tio n to b uild a n in nova tio n str a te gy th at a ddre ss o rg aniz a tio n desig n, im pact o f a llia nce s a nd co lla bora tio ns, c u lt u re o f in nova tio n, in nova tio n co m pete ncie s, o rg aniz a tio nal in nova tio n p ro ce sse s, r o le s o f cu sto m ers a nd m ark e ts , p eople a nd in nova tio n, in nova tio n m easu re m ent, s u sta in abilit y a nd in nova tio n a nd p ra ctic a l applic a tio ns o f in nova tio n.

C om pre hensiv e ly h ig hlig hts th e in dustr y a nd s u rro undin g envir o nm ent. A pply o rg an iz a tio nal d esig n m odels a n d s yste m s prin cip le s t o a ssess a n o rg an iz a tio n's in novatio n co m pete n cie s, c ap ab ilit ie s, an d d efi cie n cie s.

2 0% F ails to c o nnect o rg aniz a tio nal d esig n m odels a nd s yste m s p rin cip le s to a sse ss a n o rg aniz a tio n's i n nova tio n c o m pete ncie s, ca pabilit ie s, a nd d eficie ncie s. L in ks s o m e o rg aniz a tio nal desig n m odels a nd s yste m s prin cip le s to a sse ss a n org aniz a tio n's in nova tio n co m pete ncie s, c a pabilit ie s, a nd d eficie ncie s. A pplie s o rg aniz a tio nal desig n m odels a nd s yste m s prin cip le s to a sse ss a n org aniz a tio n's in nova tio n co m pete ncie s, c a pabilit ie s, a nd d eficie ncie s. A pplie s o rg aniz a tio nal d esig n m odels a nd s yste m s p rin cip le s to a sse ss a n o rg aniz a tio n's i n nova tio n c o m pete ncie s, ca pabilit ie s, a nd d eficie ncie s.

A pplic a tio n is e xce ptio nally r e le va nt a nd c o nvin cin g. A pply t h e c o ncep ts o f build in g a n in novatio n str a te g y, n am ely e le m en ts o f o rg an iz a tio n d esig n, im pact o f a llia n ces a n d co lla b ora tio ns, c u lt u re o f in novatio n, a n d in novatio n co m pete n cie s, t o a f o r-p ro fit org an iz a tio n.

22% F ails to u nders ta nd o r a pply t h e c o nce pts o f b uild in g a n in nova tio n s tr a te gy, n am ely e le m ents o f o rg aniz a tio n desig n, im pact o f a llia nce s and c o lla bora tio ns, c u lt u re o f in nova tio n, in nova tio n co m pete ncie s, to a fo r-p ro fit o rg aniz a tio n. O utlin es b ut d oes n ot a pply t h e c o nce pts o f b uild in g a n in nova tio n s tr a te gy, n am ely e le m ents o f o rg aniz a tio n desig n, im pact o f a llia nce s and c o lla bora tio ns, c u lt u re o f in nova tio n, in nova tio n co m pete ncie s, to a fo r-p ro fit o rg aniz a tio n. A pplie s th e c o nce pts o f build in g a n in nova tio n str a te gy, n am ely e le m ents o f org aniz a tio n d esig n, im pact o f a llia nce s a nd co lla bora tio ns, c u lt u re o f in nova tio n, in nova tio n co m pete ncie s, to a fo r-p ro fit o rg aniz a tio n. A pplie s, w it h e xce ptio nal pre cis io n, th e c o nce pts o f b uild in g an in nova tio n s tr a te gy, n am ely e le m ents o f o rg aniz a tio n d esig n, im pact o f a llia nce s a nd co lla bora tio ns, c u lt u re o f in nova tio n, in nova tio n co m pete ncie s, to a fo r-p ro fit o rg aniz a tio n. 6/15/2020 Building an Innovation Strategy Scoring Guide https://courserooma.capella.edu/bbcswebdav/institution/BMGT/BMGT8136/190700/Scoring_Guides/u10a1_scoring_guide.html 2/2 CRIT E R IA N O N-P ER FO RM ANCE BASIC P R O FIC IE N T DIS TIN G UIS H ED A pply t h e c o ncep ts o f build in g a n in novatio n str a te g y, n am ely e le m en ts o f o rg an iz a tio nal in novatio n pro cesses, r o le s o f cu sto m ers a n d m ark ets , p eo ple a n d in novatio n, in novatio n m easu re m en t, s u sta in ab ilit y a n d in novatio n, a n d p ra ctic al ap plic atio ns o f in novatio n, to a f o r-p ro fit o rg an iz a tio n.

22% F ails to u nders ta nd o r a pply t h e c o nce pts o f b uild in g a n in nova tio n s tr a te gy, n am ely e le m ents o f o rg aniz a tio nal in nova tio n p ro ce sse s, r o le s of c u sto m ers a nd m ark e ts , p eople a nd in nova tio n, in nova tio n m easu re m ent, s u sta in abilit y a nd in nova tio n, and p ra ctic a l a pplic a tio ns o f in nova tio n, to a fo r-p ro fit o rg aniz a tio n. O utlin es b ut d oes n ot a pply t h e c o nce pts o f b uild in g a n in nova tio n s tr a te gy, n am ely e le m ents o f o rg aniz a tio nal in nova tio n p ro ce sse s, r o le s of c u sto m ers a nd m ark e ts , p eople a nd in nova tio n, in nova tio n m easu re m ent, s u sta in abilit y a nd in nova tio n, and p ra ctic a l a pplic a tio ns o f in nova tio n, to a fo r-p ro fit o rg aniz a tio n. A pplie s th e c o nce pts o f build in g a n in nova tio n str a te gy, n am ely e le m ents o f org aniz a tio nal in nova tio n pro ce sse s, r o le s o f cu sto m ers a nd m ark e ts , p eople a nd in nova tio n, in nova tio n m easu re m ent, s u sta in abilit y a nd in nova tio n, and p ra ctic a l a pplic a tio ns o f in nova tio n, to a fo r-p ro fit o rg aniz a tio n. A pplie s, w it h e xce ptio nal pre cis io n, th e c o nce pts o f b uild in g an in nova tio n s tr a te gy, n am ely e le m ents o f o rg aniz a tio nal in nova tio n p ro ce sse s, r o le s o f cu sto m ers a nd m ark e ts , p eople a nd in nova tio n, in nova tio n m easu re m ent, s u sta in abilit y , a nd in nova tio n a nd p ra ctic a l applic a tio ns o f in nova tio n, to a fo r- p ro fit o rg aniz a tio n. C om munic ate e ffe ctiv ely a n d f o llo w A PA f o rm attin g guid elin es t h ro ughout.

2 0% D oes n ot c o m munic a te e ff e ctiv e ly a nd d oes n ot fo llo w A PA fo rm attin g guid elin es. C om munic a te s a dequate ly a nd fo llo w s A PA fo rm attin g guid elin es to s o m e e xte nt. C om munic a te s e ff e ctiv e ly a nd fo llo w s A PA fo rm attin g guid elin es th ro ughout. C om munic a te s s u ccin ctly a nd pers u asiv e ly a nd fo llo w s A PA fo rm attin g g uid elin es a nd prin cip le s