Problem:
I need help understanding how Whole Foods fits into the Nadler-Tushman Congruence Model. Below are some questions I have that will help me gain a better understanding of how they operate.
Strategy: What is Whole Foods's strategy and classification according to Porter's three generic competitive strategies: Cost Leadership, Differentiation, and Focus?
Inputs: What are their most critical inputs in each category? Why are they each critical? How does each input affect other inputs in other categories? How well does their strategy fit with the environmental, resource and historical inputs? Are their key inputs congruent with their strategy? How?
Outputs: Identify the outputs of Whole Foods in each category: Cost Leadership, Differentiation, and Focus.
Goals: Identify the goals that Whole Foods has set and its current performance. Include the following:
What are the products and/or services that it provides to its customers? How does the company categorize them? How does it measure its organizational performance (e.g., sales, net profit, return on sales, return on assets, market share, customer satisfaction, etc.)? Provide some specific performance data if possible.
Groups: What are some ways Whole Foods identifies groups? For example, are there geographic groups (or divisions), functional groups, etc? What are the outputs of these groups? How does it (or how might it) measure performance of these groups?
Functions: What are some of the key individual functions, and what are their outputs? How do these outputs contribute to the group outputs? How do they measure individual performance?
How do the outputs at the different levels interact with each other? Is the congruence of the outputs high, medium, or low?
Please cite your sources and provide a list of references.