You are a management consultant who has been commissioned by an organization to produce a report on the conditions necessary to successfully implement a global business strategy. The organization has recently identified extensive changes in technology and business dynamics in the markets it serves (Saudi Arabia), and the organization’s plan is to enter a “new” country or region (you must select a country or region different from the one in which you reside). The senior management team wants you to assess its current strategy and to produce a realistic strategy and development plan for entering the new market. The strategy will be based on your review of the organization’s industry (pharmaceuticals), product, or service, and it must be supported by your findings from research of relevant theories and models. Your paper should meet the following requirements: Be 5 pages in length, not counting your reference page(s), which you must include. Be formatted according to APA style guidelines. Include citations from the textbook in support of your position, as well as citations from at least two additional outside, credible sources. Textbook Grant, R. M. & Jordan J. (2015). Foundations of strategy (2nd ed.). Hoboken, NJ: John Wiley & Sons. I Some important information : A firm that is geographically dispersed such as a multinational enterprise (MNE) is particularly challenged in the implementation of new strategies. The 7-S model, also referred to as the McKinsey 7-S, is a framework that represents: Developed by Tom Peters and Robert Waterman, two consultants working for McKinsey in the 1980s, the framework helps align all the internal aspects of an organization to make it more effective, whether the organization is geographically widespread or operates in one location. If something within the organization is not working, it is quite possible that there are inconsistencies in or among some of the seven elements. Once these inconsistencies are revealed, the organization can then work to align the elements to ensure each is contributing to the shared goals and values. In particular, leaders diagnosing and assessing the ability to implement strategies must consider that geographic distribution, in itself, impacts the organizational culture and subcultures. Below is a list of questions that leaders might ask in planning for strategy implementation and change in an MNE: • What are the norms? What are the different languages, ethnicities, religions, and social norms exhibited in the workforce and among customers, suppliers, buyers, strategic partners, and other stakeholders? How specifically do these differences in norms impact the product or service? • What are the politics? What different political forces exist and what are their relationships with the firm and various locations? • What about currency? What monetary differences exist? • What is the strength of related organizations? How weak or strong are financial institutions and legal organizations? • How about getting products or services to market? Do transportation links exist? • How will distance affect us? Are some parts of the organization geographically remote from others? • What communication modes and technologies exist? What communication links are accessible and what are the preferred communication modes? • Are the economies different? Are the economics of consumers the same or different across the geographic locations? • What can we count on? What resources are available in each location? • How do we share knowledge? How is knowledge shared across company lines? • What cultural issues exist? What is it about our products or services that may be relevant to a particular culture or country?