...Business Context Elisha Graves Otis founded the company when he first founded the ‘Safety brake elevator’ in 1853. From then the company’s main focus was to design and manufacture the safety systems according to the customers need. The Otis Elevator Company became a subsidiary of United Technologies (UTC). It is one of the largest manufacturing industries in the world. It not only manufactures but also installs the equipment in the respective customer desired locations. It then continues its relationship with the customers by providing timely service facilities. It was soon recognized as a leader in service excellence among all the companies. The main competitors included multinational companies such as Hitachi, Kinetek, KONE, etc. Otis grew aggressively by acquiring elevator business in China. By 2004, the company had 1.5 million elevators and 100,000 escalators operating in the world. Its revenues increased by $6 billion. The company was a huge success. Initiatives taken to improvise 1. OTISLINE customer service center During any service emergency, the service panel was dispatched from the local offices that caused huge delay time and hence decreasing customer satisfaction. The OTISLINE customer service center was created to dispatch service mechanics on immediate requests. The main aim was to implement 24x7 concept. This initiative also allowed Otis to produce ‘excess’ callback reports for various levels of management. The managers had the information they needed...
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...technology will unleash human potential and that is why I have come to work every day with a heart full of passion for more than 30 years. Fiscal Year 2013 was a pivotal year for Microsoft in every sense of the word. Last year in my letter to you I declared a fundamental shift in our business to a devices and services company. This transformation impacts how we run the company, how we develop new experiences, and how we take products to market for both consumers and businesses. This past year we took the first big bold steps forward in our transformation and we did it while growing revenue to $77.8 billion (up 6 percent). In addition, we returned $12.3 billion (up 15 percent) to shareholders through dividends and stock repurchases. While we were able to grow revenue to a record level, our earnings results reflect investments as well as some of the challenges of undertaking a transformation of this magnitude. With this as backdrop, I’d like to summarize where we are now and where we’re headed, because it helps explain why I’m so enthusiastic about the opportunity ahead. Our strategy: High-value activities enabled by a family of devices and services We are still in the early days of our transformation, yet we made strong progress in the past year launching devices and services that people love and businesses need. We brought Windows 8 to the world; we brought consistent user experiences to PCs, tablets, phones and Xbox; and we made important advancements to Windows Server, Windows...
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...Business Context/Key Business Drivers * Otis is the largest manufacture, installer, and servicer of elevators, escalators, and moving walkways in the world * Specialize in logistics, service excellence, and total solutions for customers * Key drivers: * Transform the culture of Otis to become a single-customer centric business model to increase profitability, attract new and maintain current customers to beat out competition * Shift focus of the Otisfrom manufacturing to logistics and information management Initiative Objectives/Benefits * Redefining the processes in the engineering, supply chain, sales, and field operations sectors to improve innovation, quality, cost, and speed * Convert the culture and migrate core business competencies from product and service management to customer solution management and logistics and information management * OTISLINE Customer Service Center * Centralize customer service system to improve service delivery, response time, and cumulative product issues in the field * Improveperformance visibility of the elevator service business to management * Reduce callbacks, improve product reliability resulting in improved customer satisfaction, thereby, reducing maintenance contract cancellations * Restructuring the company, eliminating several layers of management and speeding communication between field mechanics, customers, and company management * REM elevator monitoring ...
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...Center for US Health System Reform Business Technology Office The ‘big data’ revolution in healthcare Accelerating value and innovation January 2013 Peter Groves Basel Kayyali David Knott Steve Van Kuiken Contents The ‘big data’revolution in healthcare: Accelerating value and innovation 1 Introduction1 Reaching the tipping point: A new view of big data in the healthcare industry 2 Impact of big data on the healthcare system 6 Big data as a source of innovation in healthcare 10 How to sustain the momentum 13 Getting started: Thoughts for senior leaders 17 1 The ‘big data’ revolution in healthcare: Accelerating value and innovation Introduction An era of open information in healthcare is now under way. We have already experienced a decade of progress in digitizing medical records, as pharmaceutical companies and other organizations aggregate years of research and development data in electronic databases. The federal government and other public stakeholders have also accelerated the move toward transparency by making decades of stored data usable, searchable, and actionable by the healthcare sector as a whole. Together, these increases in data liquidity have brought the industry to the tipping point. Healthcare stakeholders now have access to promising new threads of knowledge. This information is a form of “big data,” so called not only for its sheer volume but for its complexity, diversity, and timeliness...
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...Otis Elevator: Accelerating Business Transformation With IT Otis Elevator, a subsidiary of United Technology, has witnessed many transformations since Elisha Graves Otis first found the company in 1853. As a result of these transformations, the company has become the leader in its industry as the world’s largest manufacturer, installer, and servicer of elevators, escalators, and moving walkways. Across the world, the company has over 1.5 billion elevators and over 100,000 escalators in operation, with some operating inside some of the world’s most prominent building structures. Today, mainly informational technology (IT) is responsible for the company becoming the leader of its industry. During the years from 2000 to 2004, the company experienced significant growth and grew to over 61,000 employees with operations in over 200 countries. As this growth occurred, the elevator service market became more stable as there were now elevators installed in almost all buildings in the world’s major cities. The company’s profits now relied heavily on the service and repair of elevators and escalators. The problem at hand was that the company was facing new competitors in the global market, including other similar elevators manufacturers and also other companies that exclusively offered elevator services and repairs. At this point in time the then president of Otis Elevators, Ari Bousbib, knew it was time to remake the company “To become the recognized leader in service excellence among...
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...Samsung Electronics has a diverse business portfolio consisting of Consumer Electronics, which encompasses the business units that manufacture and sell digital TVs, monitors, printers, air conditioners and refrigerators. The IT and mobile sector includes businesses that specialize in mobile phones like smartphones and multimedia phones, ICT systems and cameras. The semiconductor sector is the bread and butter of Samsung, which includes memories and system LSI. The display planel sector comprises of business units that produce and sell display panels for a variety of key products such as TV’s, monitors, notebook PC’s, and smartphones. Year 2012 proved to be very successful for Samsung Electronics as it cemented its position as a market leader in electronics owing to its increased revenue in Consumer Electronics and Semiconductors. Figure 1 Samsung competes with Sony and LG Electronics in televisions, with Toshiba and SK Hynix in chips and with LG Display in flat-screens. Initially, Samsung was considered to be an OEM player known for its lower prices and technology. The transformation from manufacturing player to a market leader in Electronics industry was a result of Samsung’s focus on product designs and innovative products. Samsung is a market leader in Semiconductors (NAND) business line. Samsung accounts for 41% of global market share in semiconductors business line, followed by SK Hynix, Micron and others. Figure 2 – Net Sales by business in KRW Trillion Figure 3 -...
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...Running head: INNOVATIVE CHANGE AT FORD MOTOR COMPANY Innovative Change at Ford Motor Company Keller University Human Resources 587 August 24, 2014 Abstract Since Alan Mulally took over as Chief Executive Officer (CEO) for Ford Motor Company the business has been transformed into a powerful competitive force in the global automotive industry. An examination of the company’s communications surrounding Mulally’s retirement and the appointment of Mark Fields as the new CEO demonstrate how Ford used positive and candid communications to overcome resistance to the change. Actions as simple as providing verbal and nonverbal cues have a powerful influence on how others perceive a change (Nekoranec & Fourrier, 2013). A proposed alternative communication plan, including the use of more communication channels with increased frequency, would have helped the company address some of the fear and uncertainty among stakeholders. An example of an internal memo is provided to show how the use of positive and supportive descriptions of the change can motivate stakeholders to act as change agents on behalf of an organization by embracing the change and recognizing their essential role in the process. Innovative Change at Ford Motor Company In the past few decades Ford Motor Company has experienced a series of disruptive changes pertaining to the company’s leadership. In 2006, the appointment of Alan Mulally as the company’s Chief Executive Officer...
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...Directors was established and Sloan was a residing member. Reengineering of GM Under the new leadership, GM was restructured. GM owned several small companies but Durant kept them all separate. The new leadership changed that type of management and brought all of the companies into GM and expanded the organization. A CEO who reported to the new executive committee managed each corporate division. The next restructuring was to define the production of automobiles by quality and price point. There were many brands owned by GM and the need to appeal to targeted customers with various demands was made a priority. Product policy was enacted with each brand targeting a different consumer and GM solidified its management policy. This transformation is indicative of reengineering as a new executive team took control of the organization and restructured operations as well as introduced a new culture. The need for reengineering was born from the poor leadership in which the organization was established. Durant lost control of the company...
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...practices and values regarded as “natural,” which paradoxically undermine nature and jeopardize human prosperity. Worldwatch has taken on an ambitious agenda in this volume. No generation in history has achieved a cultural transformation as sweeping as the one called for here. The book’s many articles demonstrate that such a shift is possible by reexamining core assumptions of modern life, from how businesses are run and what is taught in classrooms to how weddings are celebrated and the way cities are organized. Readers may not agree with every idea presented here. But it is hard not to be impressed with the book’s boldness: its initial assumption is that wholesale cultural transformation is possible. I believe this is possible after having lived through the cultural transformation of women in Bangladesh. Culture, after all, is for making it easy for people to unleash their potential, not for standing there as a wall to stop them from moving forward. Culture that does not let people grow is a dead culture. Dead culture should be in the museum, not in human society. From the preface by Christopher Flavin, President of the Worldwatch Institute: ...The past five years have witnessed an unprecedented mobilization of efforts to combat the world’s accelerating ecological crisis. Since 2005, thousands of new government policies have been enacted, hundreds of billions of dollars have been invested in green businesses and infrastructure, scientists...
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...Women gaining power in business The role of women in the workforce has increased dramatically over the last several decades. If we look at women these days, women have become very successful in balancing between both work and family to build a strong foundation for their children and future generations who may want to be just as successful, ambitious and accomplish the same goals. Women these days have so many more opportunities that they never had before, this opens the doors for women to achieve anything in terms of business. Women are gaining power in business these days because there are more women going into the workplace, women getting better education and finally women are getting hired more than men because they are paid less. Certainly, roles of women these days are different than what they were back in the days. Women had a very small role in business back in the days, we see a lot more women in the workplace these days. Today, women only take some roles in consideration. Staying home and taking care of the house is no longer women’s number one priority. Instead, working outside of the home whether its part time or full-time is much more popular. A large percentage of women these days choose to be in the workplace, to be independent and support their families rather than staying home. A lot of families depend on the mother’s income especially during these tough economic times. Years ago, not a big percentage of women were seen in the work force. During...
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...resistance to change the former way to the new and evolving way of doing business. As businesses continue to expand in the global markets, it will require a strong leadership commitment to change the vision of what the goal of change will be in order to sustain continuous innovation. In the excerpt of Vineet Nayar’s, “Recasting the Role of CEO: Transferring the Responsibility for Change. How Leaders Tap the Creative Energy of Employees”, it demonstrates the concept that if management can remove itself and allow employees to lead that the collaboration process will lead to continuous and sustaining innovation. This assessment will explore the transformation that Nayar implemented within HCLT to change the organizational structure, culture, and processes to support and sustain innovation in the changing global markets. Recasting the Role of CEO is as it states is the role reversal change that Nayar implemented to change the organizational structure of thinking within his organization. From that trend he developed and equally important initiative call Employee First Councils which evolve from EPIC. As Nayar points out he saw that his organization would need to rethink the role of CEO and to transfer much more responsibility for change to the employee (Nayar 2). By reversing the role of CEO the goal was to rejuvenate the management within HCLT. This innovative and practical approach was a transformation to change the organizational culture way of thinking. “Culture has been...
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...Going digital – transformation in banking sector Digital transformation in Banking sector has begun. In the process of going digital, established institutions are introducing digital platforms that could help their customers have a better experience. While, startups in this domain are coming up with an approach of having “digital platform” as the only way to function. Customers today are introduced to a digital platform that takes care of all their banking functions from opening a new account to handle issues relate to their existing account, and helps resolve issues associated with their debit or credit cards. Customers across the globe have been continuously demanding a digital medium that can make their banking functions simple. As per...
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...SpringerBriefs in Physics Editorial Board Egor Babaev, University of Massachusetts, USA Malcolm Bremer, University of Bristol, UK Xavier Calmet, University of Sussex, UK Francesca Di Lodovico, Queen Mary University of London, London, UK Maarten Hoogerland, University of Auckland, New Zealand Eric Le Ru, Victoria University of Wellington, New Zealand James Overduin, Towson University, USA Vesselin Petkov, Concordia University, Canada Charles H.-T. Wang, The University of Aberdeen, UK Andrew Whitaker, Queen’s University Belfast, UK For further volumes: http://www.springer.com/series/8902 Péter Hraskó Basic Relativity An Introductory Essay ´ Emeritus Professor at University of Pecs, Hungary 123 Péter Hraskó University of Pécs H-7633 Pécs Szántó Kovács János u. 1/b Hungary e-mail: peter@hrasko.com ISSN 2191-5423 ISBN 978-3-642-17809-2 DOI 10.1007/978-3-642-17810-8 Springer Heidelberg Dordrecht London New York Ó Péter Hraskó 2011 e-ISSN 2191-5431 e-ISBN 978-3-642-17810-8 This work is subject to copyright. All rights are reserved, whether the whole or part of the material is concerned, specifically the rights of translation, reprinting, reuse of illustrations, recitation, broadcasting, reproduction on microfilm or in any other way, and storage in data banks. Duplication of this publication or parts thereof is permitted only under the provisions of the German Copyright Law of September 9, 1965, in its current version, and permission for use must always be...
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...of a traditional red ocean strategy, in which this case, Target was trying to beat its competition, Wal-mart—who dominated the lower price positioning segment—by attempt to benchmark and adjust their own prices. Even during the hard economic times, customers didn’t necessarily associate the value price offerings with Target as much as Wal-mart. While 75% of consumers recognized Wal-mart’s traditional slogan… only 16 % attributed “Expect more, pay less” to Target. This strategy was deemed to be cannibalistic in the longer run since their stock prices and fair share of the market was already declining post 2007. The third approach was to aggressively accelerate the rollout of food content in stores and thus making its entry in the grocery business to drive the frequency of shopping trips. Since consumers shopped for groceries significantly more often than home and apparel goods, Target leadership felt the presence of grocery items could increase food traffic in to the store and thus further inducing them to buy non grocery items as well....
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... 2 Climate change and scarcity of resources is a mounting problem 6 3 The war for talent rages on 7 4 Accommodating growing individualization 8 5 Embracing the digital natives 9 6 Harnessing technology to innovate 10 Conclusion 12 2 Building the new leader | Leadership 2030 Introduction Leaders of the future will need to be adept conceptual and strategic thinkers, have deep integrity and intellectual openness, find new ways to create loyalty, lead increasingly diverse and independent teams over which they may not always have direct authority, and relinquish their own power in favor of collaborative approaches inside and outside the organization. Megatrends are long-term processes of transformation on a global scale with a broad scope and dramatic impact To successfully develop this combination of skills and qualities – and adopt what is, in effect, a ‘post-heroic’ leadership style – they may need to abandon much of the thinking and behavior that propelled them to the top of their organizations in the first place. But if they want their businesses to survive and thrive over the next two decades they have no choice. Unless they dramatically change their leadership style, starting from today, their organizations will lose out in the race for innovation, the march to globalization and the war for talent. They will be, quite simply, unsustainable. This is the conclusion Hay Group has reached after working with...
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