...Information Systems MN5121 Competing with IS Yasaman Soltan-Zadeh y.soltan-zadeh@rhul.ac.uk Office: MX 120 Competing with IS • Does IT Matter? • IS and Competitive Advantage • The New Competitive Paradigm Does IT Matter? • Can IT provide a strategic advantage? • Is it sustainable? • Carr, Nicholas (2003), “IT doesn’t matter”, Harvard Business Review, May 2003, pp. 41-49. – “As information technology’s power and ubiquity have grown, its strategic importance has diminished. The way you approach IT investment and management will need to change dramatically” (Carr, 2003) IT Doesn’t Matter! • Information Technology: – Proprietary Technology vs. Infrastructural Technology • The Commoditization of IT – Transport mechanism – more valuable shared rather than isolated – Interconnectivity and interoperability – Standardisation of technology and homogenisation of its functionality – Highly replicable – Rapid price deflation http://www.youtube.com/watch?v=PO2dCaaSDk8 IT Doesn’t Matter! • From Offence to Defence – Spend less – Follow, don’t lead – Focus on vulnerabilities, not opportunities Does IT matter? • Inherently strategic because of indirect effects • Creates possibilities and options that did not exist before • May become ubiquitous! The insight to harness the potential is not distributed evenly. Does IT matter? Three broad lessons • Extracting value from IT requires innovations in business practices. • IT’s economic impacts comes from incremental...
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...Don’t Let Your Supply Chain Control Your Business Manufacturers are delegating too much power to top-tier suppliers, undermining their own ability to innovate, cut costs, and manage risk. by Thomas Choi and Tom Linton 112 Harvard Business Review December 2011 1430 Dec11 Choi Layout [S];30.indd 112 10/26/11 10:54 AM hbr.org Illustration: brett Ryder I n the past 25 years, major originalequipment manufacturers around the world have shifted to the Japanese tiered approach to supply chains. They’ve radically reduced the number of suppliers that they directly manage and off-loaded responsibility for supervising the rest, along with the task of building major subsystems, to a handful of firsttier suppliers. The attractions for OEMs were faster new-product introductions, larger volume discounts, reductions in the capital and risks associated with developing and producing the subsystems, and the ability to spend less management time on overseeing the multitude of lower-tier suppliers and more on building core competencies. But we believe that the delegation has gone too far. Our conclusion is based on studies of the practices at some 20 leading multinational corporations that one of us (Thomas Choi) conducted and the longtime experience that the other (Tom Linton) has had as a purchasing executive at such companies as LG Electronics (LGE), Agere Systems, Free scale Semiconductor, and IBM. We discovered that a heavy reliance on first-tier...
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...There is a vital interplay between the challenge a brand faces and the culture of the corporation that owns it. When brand and culture fall out of alignment, both brand and corporate owner are likely to suffer. The brand’s distribution channels were as unconventional as its promotions. Initially Snapple had very little supermarket coverage. Instead, it flowed through the so-called cold channel: small distributors serving hundreds of thousands of lunch counters and delis, which sold single-serving refrigerated beverages consumed on the premises. Small as the individual distributors were, they aggregated into a mighty marketing force. But replicating Gatorade’s success was more than an objective—it was a matter of corporate survival. With only one brand in its beverage portfolio, Quaker was at a serious disadvantage to larger players that could use their broader lineups to capture economies of scale. To stave off acquisition by one of those larger competitors, Quaker needed to add a second brand that could capture similar economies. Acutely aware of the make-or-break nature of the acquisition, Quaker’s executives formulated a marketing plan that sought to minimize or eliminate risk. As it happened, though, Quaker’s very risk aversion turned out to be the greatest risk of all. It’s tempting to say that Triarc’s executives understood and embodied the quirky spirit of the Snapple brand in a way that Quaker’s marketing team never did, and Triarc’s executives aren’t inclined to disagree...
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... | |Class Times: Monday and Wednesday, 08:00-09:30 am | |Location: UTC 1.118 | Instructor: David Chandler E-mail: david.chandler@phd.mccombs.utexas.edu Office: CBA 3.332K Tel: (512) 471-2548 Office hours: Monday, 10:00-11:00 am Wednesday, 10:00-11:00 am Immediately after class and at other times by appointment. REQUIRED COURSE MATERIALS (Available at the University Co-op) 1. Course reading packet: Selection of Harvard Business School case-studies, Harvard Business Review articles, as well as other articles and book chapters. COURSE OBJECTIVES This class is the capstone class for students studying at McComb’s School of Business. It is an essential component of your business degree. The overarching goal, therefore, is to build on the classes you have taken elsewhere in the business school and help prepare you to enter the workforce. The starting...
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...depends on selecting tools that match the circumstances they face. T JIM FRAZIER the primary task of management is to get people to work together in a systematic way. Like orchestra conductors, managers direct the talents and actions of various players to produce a desired result. It’s a complicated job, and it becomes much more so when managers are trying to get people to change, rather than continue with the status quo. Even the best CEOs can stumble in their attempts to encourage people to work together toward a new corporate goal. In 1999, for example, Procter & Gamble’s Durk Jager, a highly regarded insider who had recently been promoted to CEO, announced Organization 2005, a restructuring 73 october 2006 T h e To o l s o f Co o p e rat i o n a n d C h a n g e Extent to which people agree on what they want program that promised to change P&G’s culture. However, not everyone at P&G agreed that such sweeping change was necessary or that the way to achieve it was to reduce investments in the company’s core brands in order to fund radical, new products. The organization rebelled, and Jager was forced to resign only 17 months after taking the helm. The root cause of Jager’s very public failure was that he didn’t induce P&G employees to cooperate–a requirement of all change campaigns. To achieve such cooperation, managers have a wide variety of tools at their disposal, such as financial incentives, motivational speeches, training programs, and outright threats. But...
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...HBR CASE STUDY The Customers’ Revenge Atida Motors’ decades-old complaint policy may be no match for unhappy customers who threaten to take their case to YouTube. by Dan Ariely Daniel Vasconcellos J IM MCINTIRE, vice president of customer service at Atida Motor Company, was just about to shut down for the day when he received an e-mail from his brother. “Go to Hell, Angel!” the subject line shouted. The message linked to a YouTube video. In “A Letter for Bill Watkins, CEO, Angel Airlines,” two stolid executives – “Jeff” and “Jerry” – wearing identical pinstripe suits, took turns narrating the story of their airline nightmare. In one scene, the pair sat chained to their coach seats in a stuffy, tarmac-stranded plane. Sweating women and children in prison garb begged for water from surly flight attendants dressed as guards. In the next, the two men crawled on their knees before a leather-clad gate attendant, crowned with devil horns and holding a long whip. They begged her to finally assign them their “guaranteed” seats HBR’s cases, which are fictional, present common managerial dilemmas and offer concrete solutions from experts. hbr.org 1717 Ariely_REV_LAYOUT.indd 31 | December 2007 | Harvard Business Review 31 11/1/07 7:53:09 PM HBR CASE STUDY | The Customers’ Revenge on an overbooked plane. “Not a chance,” she replied huffily. She snapped her whip dismissively and shouted, “Next in line!” In the final sequence...
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...depends on selecting tools that match the circumstances they face. T JIM FRAZIER the primary task of management is to get people to work together in a systematic way. Like orchestra conductors, managers direct the talents and actions of various players to produce a desired result. It’s a complicated job, and it becomes much more so when managers are trying to get people to change, rather than continue with the status quo. Even the best CEOs can stumble in their attempts to encourage people to work together toward a new corporate goal. In 1999, for example, Procter & Gamble’s Durk Jager, a highly regarded insider who had recently been promoted to CEO, announced Organization 2005, a restructuring 73 october 2006 T h e To o l s o f Co o p e rat i o n a n d C h a n g e Extent to which people agree on what they want program that promised to change P&G’s culture. However, not everyone at P&G agreed that such sweeping change was necessary or that the way to achieve it was to reduce investments in the company’s core brands in order to fund radical, new products. The organization rebelled, and Jager was forced to resign only 17 months after taking the helm. The root cause of Jager’s very public failure was that he didn’t induce P&G employees to cooperate–a requirement of all change campaigns. To achieve such cooperation, managers have a wide variety of tools at their disposal, such as financial incentives, motivational speeches, training programs, and outright threats. But...
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...S w W12774 APPLE A1 Tom Watson wrote this case under the supervision of Professor Mary Crossan solely to provide material for class discussion. The authors do not intend to illustrate either effective or ineffective handling of a managerial situation. The authors may have disguised certain names and other identifying information to protect confidentiality. Richard Ivey School of Business Foundation prohibits any form of reproduction, storage or transmission without its written permission. Reproduction of this material is not covered under authorization by any reproduction rights organization. To order copies or request permission to reproduce materials, contact Ivey Publishing, Richard Ivey School of Business Foundation, The University of Western Ontario, London, Ontario, Canada, N6A 3K7; phone (519) 661-3208; fax (519) 661-3882; e-mail cases@ivey.uwo.ca. Copyright © 2012, Richard Ivey School of Business Foundation Version: 2012-03-05 APPLE INCORPORATED In the fourth quarter of 2011, Apple Inc. posted record results and overtook Hewlett-Packard as the world’s largest vendor of personal computers, thanks to booming demand for its tablet computer, which helped drive global industry sales to 120 million, up 16 per cent from the same period a year earlier.2 The Cupertino, California-based company’s sales of 15.4 million iPads and 5.2 million Macintosh computers accounted for 17 per cent of total shipments. Apple, which also sold 37 million iPhones during...
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...Creating a Customer-Centered Organization A Harvard Business Review Insight Center Report sponsored by The HBR Insight Center is an interactive resource that highlights the emerging thinking around today’s most important issues. In this installment of the series, Harvard Business Review focused on how managers are turning their companies into customer-focused organizations. The growing obsession with customer excellence is driven, in part, by technology. Today customers can obtain and exchange more information about the good and bad of their encounters with companies than ever before. That gives companies a great incentive to work harder to make customers happy — before, during, and after their purchases. © 2011 Harvard Business School Publishing. All rights reserved. Harvard Business Publishing is an affiliate of Harvard Business School. Creating a CustomerCentered Organization A Harvard Business Review Insight Center Report CONTENTS 1 3 5 7 9 11 13 15 17 19 21 23 Create Brand Superfans Matthew Rhoden How Philips Uses Net Promoter Scores to Understand Customers Suhail Khan What Zipcar Can Teach the S&P 500 Stephen Wunker How Fidelity Used Design Thinking to Perfect Its Website Frederick S. Leichter The Coming Point-of-Sale Revolution Grant McCracken Using Mobile Phones to Capture Customer Experiences Emma Macdonald, Hugh Wilson, and Umut Konus How to Play Marco Polo When Setting Prices Rafi Mohammed Beyond Mass Customization B. Joseph Pine II Understand...
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...Innovation And Organization Structure 1 Report on Innovation & Organization Structure With case study on Google Inc. Ltd. Prepared By:Akash Tripathy (MS12A005) Deepti Agrawal (MS12A031) Nanda KumarA(MS12A044) Ravinder Reddy(MS12A063) Shine Nagpal (MS12A083) Sunaek Sivadas Vishesh Kumar Agarwal(MS12A103) Innovation And Organization Structure 2 TABLE OF CONTENTS Introduction…………………………………………………………………………………….3 Innovation a. What is Innovation? ……………………………………………………………..........4 b. What are the different types of innovation possible in the organization?....................5 Organization Structure a. What is Organization Structure?.................................................................................9 b. Role of Organizational structure in Innovation…………………………….….……..9 c. The nine common characteristics of innovative organization……………….….…...9 Innovation in Organization a. Examples of Organization promoting Innovation…………………………....…......10 b. Common practices found among organizations fostering innovation………………12 c. Ways to Find Innovation at an Organization………………………………….……..12 d. Processes at organization to drive Innovation ……………………………….……..13 Case study of an Organization- Google a. Organization structure of Google……………………………………………………14 b. Google’s organization chart…………………………………………………..….….19 c. Products of Google……………………………………………………………….….20 d. Advertising services of Google………………………………….…………….…….21 e. Communication and publishing tools of Google………………...
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...BUSM 4041 Case Study: IDEO Consulting ‘Culture drives creativity’ Angus Beattie S3365681 Executive summary Most of us are creative however it is often suppressed at an early age. The realisation that we are born creative; can take action to change our current ways of thinking; apply tools and concepts from design thinking to assist us in our quest; and accept that failure is acceptable, should enable most people and organisations to be more creative and therefore more innovative. In today’s hyper-connected and competitive business environment, organisations need to innovate or perish as creativity is today’s competitive advantage. Firms like IDEO have become successful in assisting businesses innovate through harnessing the power of design thinking which centres on empathy, ideation, proto-typing and testing. Creativity and innovation need to be driven at all levels of the organisation and businesses can easily look to adopt some of the practices of design thinking to gain this competitive advantage. The award winning design firm IDEO exemplifies an organisation with a unique culture with a strong bias towards creativity and innovation and presents a role model for businesses wanting to learn how they can become more creative themselves. Contents Executive summary 2 Creativity is competitive advantage 4 IDEO & Design Thinking 5 Culture as a driver of creativity 7 Creativity for all? 9 References 11 Creativity is competitive advantage ...
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...if this has been done an appropriate reduction in the mark I might otherwise have received will be made.” Introduction Samsung Electronics Company (SEC), Ltd founded in 1969 is a South Korean multinational electronics company and is the flagship subsidiary of the Samsung Group, accounting for 70% of the group's revenue. Since the introduction of monochrome television sets in 1971, it has grown on average 38 percent a year, broadening its product range from simple consumer electronics and home appliances to advanced information and communication equipment, computers and peripherals and semiconductors (Renee, 2007) . It is currently the world's largest manufacturer of mobile and smart phones, LCD Panels and televisions and displaced Apple Inc. as the largest technology company in 2011 (Renee, 2007). Industry boundary Samsung electronics has the following divisions * Consumer electronics (CE) : CTV ,visual display appliances ,printers ,washing machines refrigerators and medical devices * IT and mobile communication (IM) :Hand held phones ,network system computer and digital camera, mobile communications * Device solutions(DS) : DRAM,NAMD Flash ,mobile AP,LCD panel, OLED panel and LEDs (Samsung Electronics, 2014) This illustrates the industry boundaries within with it...
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...STRATEGY 2015 Articles | Books & Chapters | Cases | Core Curriculum Course Modules | Simulations | Video Harvard Business Publishing serves the finest learning institutions worldwide with a comprehensive catalog of case studies, journal articles, books, and elearning programs, including online courses and simulations. In addition to material from Harvard Business School and Harvard Business Review, we also offer course material from these renowned institutions and publications: ABCC at Nanyang Tech University Babson College Berrett-Koehler Publishers Business Enterprise Trust Business Expert Press Business Horizons California Management Review Crimson Group USA Darden School of Business Design Management Institute European School of Management and Technology (ESMT) Haas School of Business Harvard Kennedy School of Government Harvard Medical School/Global Health Delivery HEC Montréal Centre for Case Studies IESE Business School Indian Institute of Management Bangalore Indian School of Business INSEAD International Institute for Management Development (IMD) Ivey Publishing Journal of Information Technology Kellogg School of Management McGraw-Hill MIT Sloan Management Review North American Case Research Association (NACRA) Perseus Books Princeton University Press Rotman Magazine Social Enterprise Knowledge Network Stanford...
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...Evolution of Management Philosophies and Theories 2 Management Philosophies and Theories before 20th Century 2 Management philosophies and Theories during 20th Century 3 Management Philosophies and Theories after 20th Century 5 Scientific Management Theory 6 Bureaucratic Management Theory 6 Human Relations Movement 6 Traits of Progressive Management Development Programs 7 Contingency Theory 7 Systems Theory 7 Chaos Theory 8 Reputable Management Gurus and Contributors 9 Roger Martin 9 Frederick Winslow Taylor 10 Linda A. Hill 12 Vijay Govindarajan 14 Coimbatore Krishnarao Prahalad 16 Conclusion 17 References 18 Introduction Administration is the function of industry concerned in the determination of corporate policy, the co-ordination of finance, production, and distribution, the settlement of the compass of the organization, and the ultimate control of the executive. Meanwhile, management is the function in industry concerned in the execution of policy, which is within the limits set up by administration, and the employment of the organization for the particular objects set before it. Although literature on the field of business management dates back to the late nineteenth century, the study of human service management and administration is relatively recent. Most of the literature has come from the field of non-profit management such as social work, the arts, education, research, science, religion, philanthropy, and other such activities. It can be seen through...
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...JaNuaRy–FeBRuaRy 2014 23 consumer Behavior What Marketers Don’t Get About Online Reviews Itamar Simonson and emanuel rosen 78 competition The Big Lie of Strategic Planning roger l. Martin 103 risk Management The New Rules of Globalization Ian Bremmer : -( : -( ; -) : A greAt plAce to work What ideo, BlackRock, and Netflix know about building high-performance cultures Page 53 ©2013 Cartier calibre de cartier CHRONOGRAPH 1904-CH MC THE 1904-CH MC, THE NEW AUTOMATIC WINDING CHRONOGRAPH MOVEMENT, WAS CONCEIVED, DEVELOPED AND ASSEMBLED BY THE CARTIER MANUFACTURE IN THE GREATEST WATCHMAKING TRADITION. THIS MOVEMENT IS EQUIPPED WITH INGENIOUS SYSTEMS FOR UTMOST PRECISION: A COLUMN WHEEL TO COORDINATE ALL THE CHRONOGRAPH FUNCTIONS, A VERTICAL CLUTCH DESIGNED TO IMPROVE THE ACCURACY OF STARTING AND STOPPING THE TIMING FUNCTION, A LINEAR RESET FUNCTION, AND A DOUBLE BARREL TO ENSURE UNRIVALED TIMEKEEPING. 18K PINK GOLD 42 MM CASE, MECHANICAL MANUFACTURE CHRONOGRAPH MOVEMENT, SELF-WINDING, CALIBRE 1904-CH MC (35 JEWELS, 28,800 VIBRATIONS PER HOUR, APPROXIMATELY 48 HOUR POWER RESERVE), CALENDAR APERTURE AT 6 O’CLOCK, 18K PINK GOLD OCTAGONAL CROWN, SILVER OPALINE SNAILED DIAL, GOLD FINISHED CHAMFERS. ALLIGATOR STRAP. EXPLORE AND SHOP WWW.CARTIER.US - 1-800-CARTIER hbr.org January–February 2014 Contents 53 SpoTlIghT on TalENT aND PErformaNCE 54 IDEo’s Culture of helping Research at one office of the design firm ...
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