...Citation/Source Miller, Fredrick A., & Katz, J. H., (2002) The Inclusion Breakthrough – Unleashing the Real Power of Diversity Major Thesis The workforce is becoming increasingly diverse, and organizations are doing more to address employee concerns and to maximize the benefit of different kinds of employees. But to benefit from those differences managers need to look past the obvious differences such as how they think, learn, work, solve problems, manage their time, and deal with other people. One of the enduring roles of HR managers is to serve as employee advocate – listening to employees’ concerns and representing their needs to managers – to make certain that the interests of employees and interests of the organization are aligned with one another (Snell and Bohlander, 2013). Authors of The Inclusion Breakthrough, Unleashing the Real Power of Diversity, Frederick Miller and Katz Katz believe that organizations are strengthened by a diversity of perspectives, nationalities, and backgrounds; and that all groups posses the inherent potential of diversity, but to truly leverage it you need inclusion (Miller and Katz, 2002, pg.1). An inclusion breakthrough is a process to transform the organization from a mono-cultural organization that values and supports sameness in style and approach, to a culture of inclusion that leverages diversity in all its many dimensions. It also is an approach for any organization that wants to transform their efforts from, a diversity in a box...
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...innovation performance Matthias de Visser a,Ã, Petra de Weerd-Nederhof a,1, Dries Faems a,2, Michael Song b,3, Bart van Looy c,4, Klaasjan Visscher a,5 a University of Twente, Capitool 15, 7521 PL Enschede, The Netherlands University of Missouri-Kansas City, 5100 Rockhill Road, Kansas City, MO 64110-2499, USA c Katholieke Universiteit Leuven, Naamsestraat 69, 30000 Leuven, Belgium b a r t i c l e in fo Keywords: New product development process Cross-functional structure Structural ambidexterity Derivative innovation performance Breakthrough innovation performance abstract Based on a survey study of 155 U.S. firms, we conducted a firm-level assessment of the impact of different kinds of structures (i.e., functional versus cross-functional) in different kinds of new product development (NPD) processes (i.e., incremental versus radical) on different kinds of firm innovation performance (i.e., derivative versus breakthrough). We observe that most firms opt for similar structures for their incremental and radical NPD processes. At the same time, though, we find strong evidence that (1) firms that apply a cross-functional structure for the radical NPD process perform significantly better in terms of breakthrough innovation performance than firms that apply a functional structure for the radical NPD process and (2) firms that apply a functional structure for the incremental NPD process perform significantly better in terms of derivative innovation performance than firms...
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...The Challenge of Breakthrough Innovations Table of Contents “The Breakthrough”…………………………………………………………………………………2 Dilemma/ Struggle of Established Firms……………………………………………………………3 Rules for Innovation………………………………………………………………………………….4 Building An Ambidextrous Organization………………………..…………………………………6 Conclusion and Recommendations………………………………………………………………….8 Reference……………………………………………………………………………………………...9 Appendix…………………………………………………………………..………………………...12 “The Breakthrough” One dictionary definition of breakthrough is: "a significant and dramatic overcoming of a perceived obstacle, allowing the completion of a process." But what really makes an innovation a breakthrough (radical, disruptive) one, rather than incremental, from a marketing point of view? According to Boston Consulting Group report, breakthrough innovations are defined as “innovative products that offer consumers significant new benefits through advances in technology, formulations, or applications or through more convenient packaging (Boston Consulting Group (BCG): A Disciplined Approach to Breakthrough Innovations). Christensen (1997) argues that a necessary condition for an innovation to be disruptive is that it “captures new markets in an original and unexpected way.” Academics of marketing literature differ in their opinion about a relationship between a significant new technology and disruptive innovation. Some authors believe that radical innovation goes hand-in-hand with a significant...
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...how innovation affects firm growth and performance • Articulate why managing innovation matters Prof. Collins UWB 2 I. The Competitive Challenge Techno-economic Revolution •We are in the middle of an estimated 50 year technoeconomic revolution that creates new growth opportunities and disrupts the basis of competition in many established industries (Hiemtra,2000) •Global markets mean increased competitiveness in terms of cost, quality, and innovation •Affects consumer demand by providing more options that offer multiple performance advantages simultaneously. Prof. Collins UWB UWB 3 Moore’s Law – Powering the Techno-economic Revolution •According to Moore’s Law, the number of transistors on a chip roughly doubles every two years (at less cost per unit of performance). •As transistor counts climb so does the ability to increase device complexity and integrate many capabilities onto a chip. • How does this affect your industry? Company? Prof. Collins UWB 4 Evidence (Forbes Study) Drivers of Value Creation Drivers of Value Creation What Forbes' Research Established (rank order) 1. INNOVATION 2. ABILITY TO ATTRACT TALENTED EMPLOYEES 3. ALLIANCES What Forbes' Readers Said (rank order) 1. CUSTOMER SATISFACTION 2. ABILITY TO ATTRACT TALENTED EMPLOYEES 3. INNOVATION 4. BRAND INVESTMENT 5. TECHNOLOGY 6. ALLIANCES 7. QUALITY OF MAJOR PROCESSES, PRODUCTS, OR SERVICES 8. ENVIRONMENTAL PERFORMANCE http://www.forbes.com/asap/2000/0403/140...
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...high performance, result oriented teams © all right are reserved by Possibilities (Pvt) Ltd. A truth about life is our interdependence. Everything we accomplish within an organization is through the efforts of people working together. In spite of our technological advances, our competitive advantage lies in our ability to work effectively with other people. OUTCLASS TEAMS™ utilizes extensive group activities that help participants learn and practice new skills. Using techniques of debriefing, learnings are linked with their workplace application. In a highly interactive environment, team members have fun while learning principles and skills to ensure that they communicate, resolve conflicts, solve problems, make decisions and maintain a positive social environment. www.possibilities.net.pk Building high performance, result oriented teams Discovering ways to contribute positively to team Aligning with the bigger picture of the organization Generating emotional energy through trust Learn the principles and advantages of High Performance teams Be able to give and receive feedback effectively Understand the dynamics of how teams work Actually teaming up with your colleagues Building a winning team Goal Achievement Accelerating motivation Foster trust in the organization's leadership Create an atmosphere of openness and honest information exchange within the organization www.possibilities.net.pk www.possibilities.net.pk Building high performance, result...
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...which organizations evaluate various aspects of their processes in relation to best practices, usually within their own sector. It is also a process of identifying other organizations that are best at some facet of our operations and then modeling our organization after them (Operations Management, 9/e, Jay Heizer & Barry Render). It selects a demonstrated standard of performance that represents the very best performance for a process or activity. Benchmarking is `the continuous process of measuring products, services and practices against the toughest competitors or those companies recognized as industry leaders, (that is) ... the search for industry best practices that will lead to superior performance (Camp, 1989, 10). According to these definitions benchmarking helps organizations increase their performance. They compare and measure their policies, practices, philosophies, and performance measures against those of high-performing organizations. Benchmarking could be a onetime event but rather a continuous process in which organizations continually seek to challenge their practices. It is a continuous, systematic process of measuring products, services and practices against organizations regarded to be superior with the aim of rectifying any performance ``gaps’’ because of the existence of strong dynamics in the current business world. The aim of benchmarking is to identify competitive targets which render the weak points of the benchmarking organization visible...
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...organizational behaviors, and will carry these things with me through my career. The things I have learned in this class about how to manage people and business will further my education and knowledge of the managerial world. How to speak to people is one of the most important things to know how to do as a manager. The three things that I have will remember from this course is the management process (CLOP), the steps in the decision making process, and the small business life cycle. I believe that if I remember these three things specifically I will do well in my career. The four step process that doesn’t have any kind of organization as to which ones a manager must do first or last or in between spells out the acronym C.L.O.P. The first letter of the management process is C. The letter C stands for Controlling. Controlling is the process of measuring work performance, comparing results to objectives and taking corrective action as needed (Schermerhorn, 2012). Control is a necessary quality for a manager to have so that he can make sure all of his employees and co-workers stay on task and don’t fall behind with their work. The second letter L stands for Leading. Leading is the process of arousing people’s enthusiasm to work hard and inspiring their efforts to fulfill plans and accomplish objectives (Schermerhorn, 2012). Leading is an important quality for a manager to have so that while controlling their employees to get work done, the manager can also inspire them and set a fire under...
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...CHAPTER 1 1.1 Introduction In this report we will analyze how Berger Paints Bangladesh Limited introduced breakthrough technique and what impact did it create in the organization’s operations. We tried to find out their opportunities and weaknesses in the present day situation and also the challenges it receives from the external environment to run its overall operational management. Berger Paints is a well-established name in the paint industry of Bangladesh. The company has gained quite a good name in the paint market and has been running strong through all these years after it was first established. Berger has the sole credit for introducing a new product segment in the paint industry which is known as weather-coat paint. Berger has established itself as one of the market leader in the segment, with a huge market share. The success of the company is particularly noteworthy, considering the fact that it managed to wrest its market share from corporate giants such as Romana paints, Elite paints and Asian paints. 1.2. Origin of the study This report has been prepared as a part of the course Operational management in the MBA program under the School of Business in Independent University, Bangladesh.. The organization attachment was started on 09th September 2011 and ended on 14th November, 2011. This report on “Impact of Breakthrough Technique in Berger Paints Bangladesh ltd.” was assigned by academic supervisor Prof. Muhammad Mahboob Ali, Professor, School of Business...
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...Problem Solution: Gene One Corporation Gene One is a biotechnology company on the verge of making some concrete decisions that would affect the future of the company and its employees. The purpose of this paper is to analyze the situation that Gene One is currently facing and identify the challenges facing the company and opportunities that might result from dealing with this problem. Situation Background Gene One entered the biotechnology industry in 1996 after the team discovered a groundbreaking gene technology that eradicated diseases in tomatoes and potatoes. This discovery pleased consumers, as they no longer needed to by products tainted by chemicals. It also pleased farmers, as they no longer needed to use pesticides when growing plants. Gene One became very successful and speedily grew into a $400 million company in a period of eight years. Over time, Wall Street began to have an interest in biotechnology and investors are beginning to build confidence in the industry. To keep up with the growing competition and ever changing global market, Gene One would have to keep up with its competition. In order to remain at the forefront of the competition, Gene One’s management team believed that they would have to go public within the next three years. However, in order to be successful in its endeavors, Gene One needs IPO capital for new development, marketing and advertisement. Gene One’s CEO and his Board have devised a clear strategy with the help of...
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...GOAL/QPC Research Committee 1990 Research Report No. 90-12-02 Total Quality Management Master Plan An Implementation Strategy GOAL/QPC 12B Manor Parkway Salem, New Hampshire 03079 Phone: (603) 890-8800 FAX: (603) 870-9122 service@goalqpc.com www.goalqpc.com About GOAL/QPC . . . Founded in 1978 as a nonprofit organization, GOAL/QPC grew from a regional effort to expand jobs in northeastern Massachusetts to an international leader in studying and teaching a business transformation process. GOAL/QPC leads the way by helping hundreds of companies (including many of the Fortune 500) through its research, publications, training, and consultations. In 1988, GOAL/QPC invited 20 U.S. companies to participate in a Sustaining Members' Research Committee that would meet quarterly to study and discuss "leading edge" concepts, methodologies, and processes for the improvement of quality, productivity, and competitiveness. During 1987-90, the Sustaining Members' Research Committee operated with five Research Teams: Cultural Change and Integration of Plans Daily Control Cross-Functional Management TQM for Cost Reduction Benchmarking This research report is a product of the Cultural Change and Integration of Plans Team. Team members: Gary Floss Tom Lynch Jim Naughton Joe Colletti Bob King Gene Miller Pamela Olivier Andre Shambarger Bob Allison Tom Flaherty Mark Finster Ken Karch Mark Shimelonis Control Data Eastman Kodak Expert Knowledge Systems GOAL/QPC GOAL/QPC Goodyear Tire and Rubber...
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...products, processes and new ways of adding customer value through innovative business models and management systems. Invention is the first occurrence of an idea for a new product or process, while innovation is the first attempt to carry it out into practice. Innovation can be incremental or radical. Radical innovations are major changes in the products and processes and management systems. Incremental modifications involve minor changes to products and processes. Under management innovation, established management practices undergo changes including human resource development, marketing, managerial processes, skill and attitudes of managers. Today, knowledge in all forms plays an important role in progress of economy. Organizations with great knowledge systematically outperform those with less. In the knowledge based economy , innovation plays a vital role. It was believed that an enterprise can maintain competitive advantage through quality and price, but the research at the Ernst Young Centre for Business Innovation (CBI) has revealed that innovation is one of the most valuable differentiator for sustainable competitive advantage. Firms innovate to defend their competitive position as well as to seek competitive advantage. Innovation broadly involves following types: 1. Technological Innovation: Traditionally, Innovation is associated with the use of technological knowledge, research and development activities. Any innovation due to an industrial...
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... ISBN 1–56720–273–X (alk. paper) 1. Strategic planning. I. Title. HD30.28.U44 1999 658.4'012—dc21 99–13714 British Library Cataloguing in Publication Data is available. Copyright ᭧ 1999 by Anthony W. Ulwick All rights reserved. No portion of this book may be reproduced, by any process or technique, without the express written consent of the publisher. Library of Congress Catalog Card Number: 99–13714 ISBN: 1–56720–273–X First published in 1999 Quorum Books, 88 Post Road West, Westport, CT 06881 An imprint of Greenwood Publishing Group, Inc. www.quorumbooks.com Printed in the United States of America The paper used in this book complies with the Permanent Paper Standard issued by the National Information Standards Organization (Z39.48–1984). 10 9 8 7 6 5 4 3 2 1 Dedicated to my wife, Heather Lee, and our son, Anthony—my sources of love and inspiration. Contents Preface Acknowledgments Introduction 1. The Intellectual Revolution ix xv xvii 1 2. Transforming the Thinking Process 17 3. Structuring the Process of Strategy Formulation 37 4. Desired Outcomes: Redefining the Concept of ‘‘Requirements’’ 55 5. Defining the Desired Competitive Position 79 6. Integrating Structure and Information into a Process for Strategy Formulation 99 7. Engaging in the...
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...SCP Model This chapter covers the Structure-Conduct-Performance (SCP) model. we have embraced this model as our primary integrating framework to conduct situation analyses during strategy engagement. The chapter covers two topics. ¶SCP model overview ¶Client applications The Structure-Conduct-Performance (SCP) model, which has been supported by extensive academic research, asserts that the performance of individual firms is determined wholly by the conduct of participants in that industry (including themselves), and that conduct is largely (but not completely) determined by industry structure, conduct and performance over time. Feedback loops signify the impact that performance will ultimately have on conduct ad structure (and thus in turn on performance again), and the impact that industry conduct has on structure. It also hypothesizes that external shocks, such as changes in technology or government regulation, alter industry structure, and in turn conduct and performance, over time. SCP Model Industry External shocks Producers S tructure C onduct P erformance Feedback Industry structure is determined by the economics of demand and supply in the industry, as well as by “ industry chain economics” which represents the , inherent bargaining of customers, producers, and suppliers in the industry, and the sources of this power (e.g., vertical or information market failures). Conduct is characterized by strategic decision competitors in the industry...
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...previous job. I will address and explain the situation under image 4 and analyze the outcome of this step. This image shows and explains how a manager could be a coach and direct to support team. In my previous job, I had a role of store director with total of 55 employees, 4 supervisors, 2 area supervisors, and 1 assistant manager. A challenge that I was facing on daily basis had to do with the style of one of my supervisor who was coaching, supervising, and training her team as a stockroom team lead. She, with many years’ experience in that role was not able to work with team and coach the team as a leader. She had opportunities such as her behavior, attitude, performance, and respect others in a workplace. I as a store manger who had so much responsibilities could not let her continue with this type of performance to bring the team down. My first step was to Looking at the situation there is bad management and no type of communication within her team. Change needs to start with her. She wanted to bring success to her team, but it never worked out. As part of my research on this subject, I noticed that one of the most important elements, which prevents us to have a strong team, was the way she was managing, and the way that she had to communicate. The result of these challenges had a negative impact on our team and ended up facing with lots of turnover, not meeting our expectations, not managing our time and task, and also failing in our process. What Change did take a place...
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...Author/Student: Antoine Jean “AJ” Garand Instructor/Professor: Dr. Marie-Line Germain, Ph.D. Course: Talent Management – HRM 532 Date: Sunday, February 26, 2012 Evaluate the effectiveness of the roles that the strategic leaders played in the formation of the performance management strategy. Silzer and Dowell (2010) define Talent Management as “ an integrated set of processes, programs, and cultural norms in an organization designed and implemented to attract, develop, deploy, and retain talent to achieve strategic objectives and meet future business needs” (p. 18). And lists the following as components necessary for a talent management program strategy: recruitment; selection; promotion; placement/assignment; on-boarding/assimilation; retention initiatives; rewards/recognition programs (other than compensation); training and professional development; coaching/mentoring; leadership development; performance management; career p Develop a five (5) point criteria for evaluating the effectiveness of the talent management strategy and how the data could be collected. Silzer and Dowell (2010) go on to state that after determining the talent requirements that are strategically important to the organization, the next step is to consider whether there is a sufficient internal talent to meet that short and long term business needs of the company, this could involve either making or building the needed talent from within the company or buying from outside company (p....
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