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In the this and next question, you will conduct your investigation of the problem scenario of opening a new restaurant in a more organized way and better reflect the core spirit of business problem formulation through integration of analysis and synthesis

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In the this and next question, you will conduct your investigation of the problem scenario of opening a new restaurant in a more organized way and better reflect the core spirit of business problem formulation through integration of analysis and synthesis.

Specifically, your investigation will follow the general framework of the gap analysis and the Nadler-Tushman Congruence Model. But because this investigation will be a conceptual one rather than a concrete one (like the class example), I will provide detailed guidance to help you do it.

In a gap analysis, the first step is to identify the area to be analyzed. According to my instruction for this problem-solving assignment, we already know the area of concern is operating a new restaurant in the face of COVID19 risk.

The second step is to establish the targeted metric and the ideal future state. It is clear that in this problem scenario, our ultimate interest is revenue generation. But this target metric is subject to a very new type of business risk, the public health risk of COVID 19. Here, the key word is "risk". If some of you have taken my class BUA 680 Foundations of Business Intelligence and Anlytics, recall that in the business environment, risk means uncertainty. Hence, the target metric is subject to great uncertainty between two extreme states of (a) the pandemic will never occur again and (b) the pandemic will definitely occur again. In a broad sense, the ideal future state for EVERY business in the face of COVID-19 risk is to become a DRIFT business, "D" for Diversified , "R" for Resilient, "I" for Innovative, "F" for Flexible, and "T" for Talented. (HERE is the recording of a public webinar I gave on this topic and shared in my BUA 680 class).

Within the context of this assignment, for operating a restaurant, we believe "R" and "F" are the ideal future state.

Now you need to work on the third step to analyze the current state to identify different relevant factors. You have identified some factors contributing to revenue generation and/or exposure to COVID-19 risk. Under the framework of the Nadler-Tushman Congruence Model, please classify those factors you have identified into each of the four internal elements, Work, People, Structure, and Culture and one external element, Environment. For example, both restaurant location and people flow belong to the element of Environment.

Second, if there is one or more elements that do not cover any of your currently identified factors, it suggests that you might miss some important factors in your previous discussion so that you need to identify some additional relevant factors belonging to the element(s).