...Spotlight on Selected Winners What goes on behind the scenes of a company to make it one of the World’s Most Ethical? We asked a number of individuals directly responsible for the ethical direction of their company. Following are some excerpts from their responses: Accenture Douglas G. Scrivner, General Counsel, Secretary & Compliance Officer In Accenture’s ethics and compliance program, the company uses six “core values” of stewardship, best people, client value creation, one global network, respect for the individual and integrity. Douglas Scrivner, General Counsel at Accenture, says that ethics and compliance can’t be effective if they’re only seen as “bolt-ons,” or something that is only done at the end of the day after the “regular work” is complete. “We aim to put ethics and compliance into the way our people work and lead. We seek to leverage existing processes, procedures, structures and functions to ensure the outcomes we are expecting and alignment with the goals of the organization,” says Scrivner. To better understand how the company’s ethics and compliance program is being received by employees, Accenture uses employee surveys, risk assessments and results of corporate investigations. Scrivner notes that in a recent survey, over 90 percent of employees feel that Accenture is highly ethical and that the company’s commitment to integrity has been communicated to the whole company. “Those are excellent scores for a company of more than 181,000 people,”...
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...Case Studies Radical innovation at Philips Lighting 1.0 Introduction To state the obvious, radical innovation isn’t easy. It involves taking a leap into the unknown – and is particularly difficult for established organizations who have a track record of success which they don’t want to put at risk. So how does an organization jump the tracks? How can it switch off its immune system and open itself up to new – and potentially dangerous – inputs? How can it reframe, let go of its old ways of looking at the world and take on something which is very new – but by definition untried and risky? These are not academic challenges but the very stuff of innovation management – the essence of what it means to lead strategically. Put very simply, innovation is a survival imperative. If organizations don’t change what they offer the world – products and services – and the ways in which they create and deliver those offerings (processes) then they risk being left behind and at the limit disappearing. History shows us an almost Darwinian pattern of the rise of new entrepreneurial and agile organizations which mature, become comfortable and then fat and gradually lose their edge. Middle age gives way to a kind of sclerosis where change is reduced to smaller and smaller increments until one day the organization is upstaged by external events and unable to move fast enough to cope. It is the new kids on the block who exploit the new technology, pick up on the new market...
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...Integrated Circuits, IC17 1999 Apr 12 Philips Semiconductors Product specification 48 × 84 pixels matrix LCD controller/driver CONTENTS 1 2 3 4 5 6 6.1 6.1.1 6.1.2 6.1.3 6.1.4 6.1.5 6.1.6 6.1.7 6.1.8 6.1.9 6.1.10 6.1.11 6.1.12 7 7.1 7.2 7.3 7.4 7.5 7.6 7.7 7.7.1 7.8 FEATURES GENERAL DESCRIPTION APPLICATIONS ORDERING INFORMATION BLOCK DIAGRAM PINNING Pin functions R0 to R47 row driver outputs C0 to C83 column driver outputs VSS1, VSS2: negative power supply rails VDD1, VDD2: positive power supply rails VLCD1, VLCD2: LCD power supply T1, T2, T3 and T4: test pads SDIN: serial data line SCLK: serial clock line D/C: mode select SCE: chip enable OSC: oscillator RES: reset FUNCTIONAL DESCRIPTION Oscillator Address Counter (AC) Display Data RAM (DDRAM) Timing generator Display address counter LCD row and column drivers Addressing Data structure Temperature compensation 8 8.1 8.2 8.3 8.3.1 8.3.2 8.3.3 8.4 8.4.1 8.5 8.6 8.7 8.8 8.9 9 10 11 12 12.1 12.2 13 14 14.1 14.2 15 16 17 INSTRUCTIONS Initialization Reset function Function set Bit PD Bit V Bit H Display control Bits D and E Set Y address of RAM Set X address of RAM Temperature control Bias value Set VOP value LIMITING VALUES HANDLING DC CHARACTERISTICS AC CHARACTERISTICS Serial interface Reset PCD8544 APPLICATION INFORMATION BONDING PAD LOCATIONS Bonding pad information Bonding pad location TRAY INFORMATION DEFINITIONS LIFE SUPPORT APPLICATIONS 1999 Apr 12 2 Philips Semiconductors Product......
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...component. STEP4 Press the power button. If it turns off, it is programmed for your component. If it does not turn off, use the Pre-Programmed 3-Digit code Method or Scanning Method. Repeat the above steps for all other components (TV, VCR, DVD, etc.). Before you program or operate the remote control, you must install two new AA alkaline batteries. STEP1 Remove the battery compartment cover on the back of your remote control. STEP2 Check battery polarity carefully, and install the batteries as shown in the illustration below. STEP3 Replace the battery compartment cover. B. Quick Set-up Code Tables TV J Quick Number 0 1 2 3 4 5 6 7 8 9 Manufacturer/Brand SANYO SONY SAMSUNG LG TOSHIBA PANASONIC PHILIPS HITACHI SHARP VIZIO VCR Quick Number 0 1 2 3 4 5 6 7 8 9 5 Programming the Remote Control 3 Operations...
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...Yomaira Fernandez Project General Electric I have chosen this company for the financial analysis because of few important and obvious reasons. First of all it is announced as one of the five most active companies of US by volume. This information is given in Bloomberg. Another reason for taking this company for analysis is that it is one of popularly known companies of the world and information and data of this company is easily available on internet for correct and desired access of information. After the financial analysis of General Electric, I have compared the performance of the companies with its close competitors. Major competitors with whom we will compare the performance of General Electric are Citigroup Inc, Koninklijke Philips Electronics, Siemens AG American Depositary, etc. Analysis of the profitability measures, liquidity measures, activity measures, and financial leverage measures will assist in determining the GE’s performance. Beginning with the profitability measures, the remainder of items that show profitability will be discussed along with stock analysis. Using the DuPont model, GE's Return on Investment (ROI) is 3.07 percent compared to the 4.6 percent industry ROI. Although this number is low compared to normal ROI ranges, it is only slightly below the industry standard. The industry standard Return on Equity (ROE) is 18.20 percent compared to GE’s that is 11.08 percent. Accordingly the ROE for GE appears to be on target for the industry and well...
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...Whirlpool: Redefining Innovation If you look at our history, innovation had been the responsibility of a couple of groups, engineering and marketing. Now, you have thousands of people involved. It's speeded things along. It's changed the focus of innovation to trying to deeply understand the customer and a belief that we could actually build customer loyalty in the appliance industry. The way we'll know it's successful is if it changes every job at Whirlpool.1 - Nancy Snyder, Vice-president Leadership and Strategic Competency Development, Whirlpool Jeff M. Fettig succeeded David R. Whitwam, as Chairman and Chief Executive Officer of Whirlpool Corporation in 2004. The year 2005 had proved to be a year of exceptional achievements for the world’s number one home appliance brand company2. Whirlpool had achieved record net earnings of $422 million3 on record sales revenues of $14.3 billion4 (Annexure I), which had in turn, propelled the company’s share price to an all-time high of $92.645 by April 2006 (AnnexureII). Fettig attributed much of Whirlpool's performance to the new products and features introduced by the company over the past four years. The innovations were a result of the ‘innovation system’ established by Whitwam in 1999 to counter the company’s almost stagnant performance over the past decade, in everything from stock price to profit margin to market share. The company’s failure to introduce exciting products or product features had reduced Whirlpool’s machines to......
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...diversified communication services industry of RIM. Although RIM has up-to-now been able to take full advantage of its technological dominance in the market , there still remains the possibility of new companies to enter using older versions of the technology in a modernized and revamped way. A recently entrant to the market is Apple corp. with its iphone. Because of the dominance of RIM in its own lucrative segment it will always face the threat from new entrants. Supplier power The bargaining power of suppliers in the manufacturing face is considerably low in this industry, for instance, processors of the same architecture used by RIM is produced by many companies such as Intel, Freescale Semiconductor, Texas Instruments, Royal Philips Electronics, Samsung and STMicroelectronics. However, as I mentioned earlier there are different suppliers for the services that RIM is offering. RIM has to utilize the networks of existing mobile operators, and in some instances where there are a limited number or only one operator, the bargaining power of the supplier is elevated. Buyer power With increased choice of new smart phones in the market, the bargaining power of...
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...Fang, 2015. 9-910-410 DECEMBER 11, 2009 CHRISTOPHER A. BARTLETT Philips versus Matsushita: The Competitive Battle Continues Throughout their long histories, N.V. Philips (Netherlands) and Matsushita Electric (Japan) had followed very different strategies and emerged with very different organizational capabilities. Philips built its success on a worldwide portfolio of responsive national organizations while Matsushita based its global competitiveness on its centralized, highly efficient operations in Japan. During the first decade of the 21st century, however, both companies experienced major challenges to their historic competitive positions and organizational models. Implementing yet another round of strategic initiatives and organizational restructurings, the CEOs at both companies were taking their respective organizations in very different directions. At the end of the decade, observers wondered how the changes would affect their long-running competitive battle. Philips: Background In 1892, Gerard Philips and his father opened a small light-bulb factory in Eindhoven, Holland. When their venture almost failed, they recruited Gerard’s brother, Anton, an excellent salesman and manager. By 1900, Philips was the third largest light-bulb producer in Europe. Technological Competence and Geographic Expansion While larger electrical products companies were racing to diversify, Philips made only light-bulbs. This one-product focus and Gerard’s......
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...Philips vs Matsushita Susan Cumpton PHL-3100 International Management April 11, 2015 Professor Ismail Throughout History Philips and Matsushita have charted different strategies as well as different organizational structures, and the outcome has been the same; success. With success comes adversity and both companies’ experienced major challenges in the beginning of the 21st century. Both CEO’s were forced to implement organizational restructurings as well as new strategies. How they would come out of was unknown as well as if their competitive nature with each other would continue. In 1892 Gerard Philips and his father founded a small light bulb company in Eindhoven Holland, at firs the ventured failed and they were forced to recruit Gerard’s brother Anton an excellent salesman. Philips focused on a singled product while larger electrical production companies raced to diversify. Innovation was a priority and Philips company policy was to keep up with modern technology and advancement in research. Philips labs developed a tungsten metal filament bulb that gave them finical strength to compete against it rivals.. In 1899 Anton hired the companies first export manager and the company was sell into markets in Japan, Australia, Canada, Brazil, and Russia. By 1900 Philips was the third largest light-bulb producer in Europe. By 1912 the lamp industry stated showing an overcapacity of companies so Philips started building sales organizations in the United States,......
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...Philips vs. Matsushita Case Greg Tensa 1. How did Philips become the leading consumer electronics company in the world post war era? What distinctive competencies did they build? What incompetancies did they build? Prior to World War II, Philips had created a culture of embracing technical innovation. On the production side, Philips was a leader in industrial research, and scrapped old plants in favor of new machines or factories whenever advances were made. On the product side, strong research enabled the company to broaden its product line, starting with light bulbs but growing into vacuum tubes, radios and X-ray tubes by the 1930s. Because Holland was such a small country, Philips was forced to start exporting in the early 1900s in order to have enough sales volume for its mass-production facilities. Philips evolved into a highly centralized company with decentralized sales and autonomous marketing in 17 countries. Political events in the world during the 1930s forced Philips to change into a truly multi-national company. First, the depression caused countries to erect trade barriers and enact high tariffs, forcing Philips to build local production facilities in the foreign markets they served. Second, in anticipation of World War II, Philips transferred its overseas assets into trusts in Great Britain and the U.S. They moved the bulk of their research staffs to England, and their top managers to the United States. With these assets, the national organizations (NOs)......
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...the diversified communication services industry of RIM. Although RIM has up-to-now been able to take full advantage of its technological dominance in the market , there still remains the possibility of new companies to enter using older versions of the technology in a modernized and revamped way. A recently entrant to the market is Apple corp. with its iphone. Because of the dominance of RIM in its own lucrative segment it will always face the threat from new entrants. Supplier power The bargaining power of suppliers in the manufacturing face is considerably low in this industry, for instance, processors of the same architecture used by RIM is produced by many companies such as Intel, Freescale Semiconductor, Texas Instruments, Royal Philips Electronics, Samsung and STMicroelectronics. However, as I mentioned earlier there are different suppliers for the services that RIM is offering. RIM has to utilize the networks of existing mobile operators, and in some instances where there are a limited number or only one operator, the bargaining power of the supplier is elevated. Buyer power With increased choice of new smart phones in the market, the bargaining power of buyers is rising. Threat of substitutes New...
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...ATENEO DE DAVAO UNIVERSITY – SCHOOL OF BUSINESS AND GOVERNANCE | Reaction Paper | FOR ADMINISTRATIVE PROCESSES AND ORGANIZATION BEHAVIOR SUBJECT | Mariane P. Salmasan 10/21/2013 | Why Do Employees Resist Change The normal and natural reaction to change is resistance. Every individual has a threshold for how much change they can absorb. This resistance is inevitable and that management must be prepared to respond to it. In his article on why do employees resist change, Paul Strebel described that managers and employees view change differently. Both groups know that vision and leadership drive successful change, but far too few leaders recognize the ways in which individuals commit to change to bring it about. Managers see change as an opportunity to strengthen the business by aligning operations with strategy. However, employees see change as neither something to sought after nor welcome as it is disruptive and intrusive. It changes the balance. In order to fix this difference, managers must put themselves in their employees’ shoes and examine the terms of the personal compacts between the employees and company. Personal compact is the reciprocal obligations and mutual commitments, both stated and implied, between employees and the organization. It has three major dimensions. The first one is the formal dimension wherein employees capture the basic tasks and performance requirements for a job as defined by the company. In return, managers convey the......
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...did Philips become the leading consumer electronics company in the world in the postwar era? What distinctive competence did they build? What distinctive incompetencies? Philips became the leading consumer electronics in the world in the post-war period by a strong investment in research and development of their independent national organizations, and good communication between the organizations. Philips has continued this tradition with fourteen divisions of product development, production and distribution in the world, which is another factor in the success of Philips, national organizations. Distinctive competence Philips They had built national organizations that recognize a great advantage of the situation and respond to differences in local countries had, and finally product development was based on local market conditions. They also had to transfer their assets abroad in trusts in the United Kingdom and the United States and they moved most of its research staff in England, and senior executives in the United States. There were distinctive in that Philips skills are no longer able to make decisions ad one company's technology is to put new products on the market, but each had the national organization tried to take care of their own problems and but they have lost the ability to manage the company as a whole administration. They tried to establish areas of products, but they also failed. 2. How did Matsushita succeed in displacing Philips as ...
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...History of Philips Corporation The Philips Corporation was established in 1891 by Anton and Gerald Philips in Eindhoven, the Netherlands. Philips started off as an innovating business in carbon-filament light-bulbs. Even though their competitors were trying to diversify business as soon as possible, Philips maintained light-bulbs as its core business for a long time. Later on, Philips became a leader in industrial research. The Company was selling to other countries in 1899 which included Japan, Australia, Canada, Brazil, and Russia. (Bartlett, 2008). In 1912, Philips started building sales organizations in U.S., Canada and France. All other functions remained in Eindhoven. The decentralization continued when Philips started to create local joint ventures. The result was a decentralized sales organization with a very broad production line. During the years of the war in the 1930’s, Philips transferred its overseas assets and moved their research to England and top management to the United States. The plant in the Netherlands was heavily damaged by the war, so they decided to go with country-specific market conditions. The National Organization was created and took major responsibility for financial, legal, and administrative matters while research remained independent and growing. Adaptive marketing was the main focus in each country depending, on the customers’ needs. As the years went by, Philips made a strong push to develop new technologies starting in the 1950s...
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...Identify and describe the stage of the life cycle the brand, product, business or organization is in? The product I have chosen to discuss this week is the Philips Compact Disc (CD). Although this product is fairly common, I believe it to be unique from other examples such as the cassette tape and the Apple iPod. The main difference is that although this product is indeed in the declining stages of the product life cycle, I strongly believe the product will continue to remain relevant for the next several years due to the way Philips has re-designated the CD’s usage. The insights below prove that this product is a unique example of how companies can prolong the life of a product while evolving with newer technologies. The compact disc was first introduced in the early 1980s and was initially marketed to Japan. Although sales were initially slow, the CD gained popularity in Asia due to efficiencies with file transfers and considerably better audio quality with music recording. By the mid-1980s, the compact disc gained popularity throughout Europe as a primary means of recording music. As sales continued to increase over the next decade, Philips viewed the CD’s niche market as primarily a vehicle for the recording and selling of music. This form of file transfer allowed musicians to record more tracks on an album and continued to provide better clarity than cassette tapes and other forms of file storage. The CD’s popularity eventually spread to the United States where sales...
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