Global Strategy and

Sustainability
THE CASE OF DYSON
Introduction

The purpose/agenda of this presentation is to determine ways in which Dyson can

sustain its growth and profitability in this contemporary business environment

One of the key ways is to conduct a stakeholder’s analysis as it can help in identifying
and prioritizing the environmental and other social issues

Stakeholders always serve as the most powerful force for any change in the firm
(Onbhuddha & Ogata, 2024).

Therefore, this presentation will emphasize a stakeholder management theory to

identify the internal and external stakeholders that are significant for managing
sustainable growth.
Stakeholder’s Mapping

 The model was formed in 1991 intending to

examine the stakeholders individually by
measuring their power and interests.
 This information can be used by firms to
determine their levels of impact on the
company’s decisions regarding sustainability
(Ginigea & Amaratunga, 2018).
 Dyson has also kept its stakeholders based
on their interests and power which is quite
feasible for the firm.
Dyson’s Stakeholder’s Mapping
High Power, High Interests (Manage
Closely)
• These are mainly the key players in
the firm and Dyson, mainly
recognizes the upper management,
employees, and investors including a
team of engineers and key suppliers,
etc.,
High Interests and Low Power (Keep
Informed)
• These are mainly people who have
low influence in the company’s
decisions but have high interests.
• In the case of Dyson, investors are
the ones who need to be kept
informed about every decision but are
not involved in the decision-making
process of the company.
Dyson’s Stakeholder’s Mapping
Low Interests and High Power (Keep
Satisfied)
• It mainly includes local
government/customers who have no
interest in the firm operations but
have high influence/power as they
may change laws that directly affect
the firm.
Low Interests and Low Power (Low
Priority)
• These people have no influence or
impact on business.
• In the case of Dyson, communities,
and societies where they operate are
the ones that have no major influence
on the company’s decisions and
operations.
Employees (Internal Stakeholders)

Employees are considered the key

backbone of organizational
success

in Dyson, currently, almost 14,000

people are providing their
knowledge and expertise to the
company.

However, as per the model,

employees have “High Interests &
High Power” in Dyson.
Employees (Internal Stakeholders)

Power Interests Expectations

the power is high as they are
encouraged to take ownership
of their projects and have
autonomy in their decision-
making. involved in the
process of decision-making at
Dyson
they have a high interest in the
firm as they are providing
sufficient training and
development opportunities.
They are also offered
compensation benefits.
they expect the company to
offer work-life balance by
offering flexible working hours.
additionally, they expect to
have a safe and secure working
environment.
Government (External Stakeholders)

Governments always have a very crucial role in the

operations of the firm

they make and change laws that are vital to be followed

by the firm to sustain its position in the country

In this regard, the government has “Low Interests but

High Power”.
Government (External Stakeholders)
Power
the government in every state
has a high power that
influence the decisions of
Dyson regarding the supply or
products or taxation laws.
Interests
governments have very low
interests in the decisions made
by companies because it is the
firm who has to incorporate
laws introduced by the
government and governments
provide autonomy to firms in
their decisions but in case of
any violation, government
influence
Expectations
the government expects
companies like Dyson to follow
the laws and regulations of the
company.
They also expect Dyson to
follow the laws related to
sustainability implemented by
them.
Recommendations
for Improving
Employee’s
Engagement
Employee engagement is
necessary for Dyson to sustain
their growth and profitability.
The company can engage
employees by using
motivational tools like
Maslow's Hierarchy Need
Theory which claims that
there are five basic needs of
employees that need to be
met i.e.,
1. Psychological needs by
offering them food, water, or
2. Safety needs by offering
them health and social
shelter abilities
3. Love and belongings by
offering them a friendly
4. Self-esteem by giving
environment where they can
respect to all
interact and share their
thoughts.
5. Self-actualization by
offering them potential for
their growth through training
etc., (Rojas, et al., 2023)
Recommendations for Improving
Government’s Engagement

Dyson can engage the government by forming public-private

partnerships that align with the priority of the government

They should collaborate on infrastructure projects and

community development programs to enhance the company’s
reputation

Dyson can also attend events sponsored by governments and

cultivate relations with policymakers and officials (Tewes-Gradl
& Peters, 2018).
References

 Ginigea, K. & Amaratunga, D., 2018. Mapping stakeholders associated with societal
challenges: A Methodological Framework. Procedia Engineering , Volume 212, p. 1195–1202.

 Onbhuddha, R. & Ogata, S., 2024. The influence of stakeholder on a company's sustainable
practice. Journal of Cleaner Production, Volume 43.

 Rojas, M., Méndez, A. & Watkins-Fassler, K., 2023. The hierarchy of needs empirical
examination of Maslow’s theory and lessons for development. World Development, Volume
165.

 Tewes-Gradl, C. & Peters, A., 2018. Inclusive Business Policies - How Governments Can
Engage Companies in Meeting Development Goals. s.l.: Endeva.