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This chapter discusses how to make enterprise architecture a powerful management tool for aligning business and technology initiatives throughout a company, illustrating effective practices through case studies of MetLife, ING DIRECT, Carlson Companies, and Delta Airlines.
Examines forecasting earnings/performance for a commodity chemical firm during a period of high uncertainty, highlighting the combined effects of input process (natural gas), industry capacity/utilization, and cyclicality. Assuming the role of Kevin McCarthy (the top chemical industry analyst in 2004), students must analyze macro, industry, and firm-level data to determine the future performance of this firm.
Accounts payable is a tough number to get right. This chapter discusses the cash conversion cycle, which measures how effective a company is at collecting its cash.
There is a right way and a wrong way to go about managing the deal-making process. The authors assert that it is possible to master the merger by responding effectively to four critical questions. This chapter introduces those questions and lays out the intent and structure of the book.
Effective IT governance is the single most important predictor of the value an organization generates from IT. This chapter provides an overview of IT governance and a framework for linking it to corporate governance that will enable organizations to deliver superior results on their IT investments. This chapter was originally published as chapter 1 of "IT Governance: How Top Performers Manage IT Decision Rights for Superior Results."
The division has recognized the inadequacies of its existing, traditional cost system for estimating product costs. Describes the innovative activity-based system that was developed to more accurately trace overhead costs to individual products. Provides students with the opportunity to critique a standard cost system and to assess the characteristics of the proposed system that traces costs to production activities.
Provides background information for a negotiations exercise in which students will represent either Keurig, a startup that has developed an innovative "portion pack" coffee brewing solution, or Green Mountain Coffee Roasters (GMCR), a fast-growing premium coffee roaster interested in licensing Keurig's technology. The negotiation will determine the royalty to be paid to Keurig by GMCR, who will bear capital expenditures, and whether GMCR secures exclusive distribution rights to Keurig's system.
Hain Celestial manufactured natural and organic food and personal care products to be sold to retailers of these products. The company had grown successfully and profitably through acquisitions and organically for two decades. In late 2015, Hain faced challenges on several fronts. First, new consumers were interested in these products and these consumers had characteristics different from those of historical consumers in the segment. Second, the natural and organic market segment had been growing faster than the conventional market overall and was expected to continue to do so. This had caused large conventional manufacturers to enter this space increasing the level of competition for Hain. Third, this segment growth was also attracting a wider range of retailers wanting to sell these products and some of these retailers were introducing their own natural and organic brands.
Helping HEROes Innovate: How Your Company Can Surface Ideas and Encourage Employee-Driven Innovationby Josh Bernoff Ted Schadler
Innovation in a business powered by employee HEROes-Highly Empowered and Resourceful Operatives-is about speed, collaboration, and systems for capturing the best ideas. In this chapter, authors Josh Bernoff-coauthor of "Groundswell"-and Ted Schadler explain how these three elements enable employee HEROes to find the others who can help them get things started quickly. Speed, collaboration, and idea-capturing systems contribute to both minor, "sustaining" innovations and big, company-changing innovations. Using real-life examples from insurance giant Chubb Group and Deloitte Australia, the authors show how event-based contests and cross-silo communication tools can help jump-start the process of HEROes-based innovation. This chapter was originally published as Chapter 10 of Empowered: Unleash Your Employees, Energize Your Customers, and Transform Your Business
Organizing speedy and efficient supply operations for unpredictable major natural disasters was a continuing challenge for the U.S. military, and the 2010 earthquake in Haiti was both unique in its operational scope and political complexity. As he reviewed the after-action reports, George Topic, the Vice Director of the Center for Joint and Strategic Logistics at the National Defense University wondered how the performance of disaster relief efforts should really be measured. How should the efficiency of the response be characterized? He wondered if they could overcome some of the hurdles to applying concepts from commercial supply chains. The case explores some of the lessons learned from the Haiti disaster, and offers an opportunity to test well-known supply chain concepts.
Today, when competitiveness hinges on the ability to develop or adapt new technologies, understanding the dynamics of innovation and change is essential for survival and success. This chapter introduces a framework for thinking about issues of technology, innovation, and industrial change.
This chapter discusses how to link your IP protection to your business model. It also explores how to leverage your under-utilized IP coverage to either enter new markets or obtain revenues from others in those markets.
This chapter asks the question; what insights do the theories of innovation provide about a country's macroeconomic strategy? If countries whose economic systems facilitate and motivate disruption have better long-term growth prospects, what can the government do at a broad level to encourage disruptive innovation?
Marketing performs an essential societal function - and does so democratically. People would benefit if the political and public realms were guided by the best of marketing, and vice versa. By assessing marketing's accomplishments, its shortcomings, and its achievements, it's possible to shed light on ways marketing can support strong, vibrant, democratic societies and contribute to the greater good.
Helping HEROes Collaborate: Fostering Employee-Driven Innovation with Information-Sharing Technologyby Josh Bernoff Ted Schadler
In a company that systematically encourages employee HEROes-Highly Empowered and Resourceful Operatives-collaboration is essential; HEROes need to work together. People use information-sharing software and social collaboration systems to find other people or key information, and each leads to the other. In this chapter, authors Josh Bernoff-coauthor of "Groundswell"-and Ted Schadler examine these two key sides of collaboration: people and information. With rich examples from global financial powerhouse BBVA and IBM Software Group, they explain that collaboration systems work best when they extend existing tools, deliver value instantly, and tap a common set of tools across the whole company. This chapter was originally published as Chapter 11 of Empowered: Unleash Your Employees, Energize Your Customers, and Transform Your Business
Intensifying competition and change in the U.S. health care industry force a large integrated health-care provider to reassess its strategy of operating both hospitals and health insurance plans (HMOs). In an attempt to increase its stock price and operating performance, the company considers a number of alternative restructuring strategies for separating the two businesses, including a corporate spinoff.
Professionals and their companies may be the most powerful and unexplored source of value (both direct and indirect) in modern business. This chapter examines professional service firms in depth and discusses the business turmoil that surrounds them in today's world, from market growth and new entrants to globalization and technology.
This chapter discusses how IT governance differs across five decision domains and addresses who should make IT decisions. This chapter was originally published as chapter 3 of "IT Governance: How Top Performers Manage IT Decision Rights for Superior Results."
Activist investors Carl Icahn and Barry Rosenstein acquire a stake in Oklahoma-based company Kerr-McGee. They demand two board seats and ask the company to make several operational and financial changes, including the repurchase of equity and divestiture of their chemicals business. The case protagonist, Luke Corbett, CEO, opposes these changes.
Heineken managers are evaluating the results of the research projects designed to identify the values of the Heineken brand and to translate these into effective advertising messages.
The cash conversion cycle, introduced in this chapter, measures how effective a company is at collecting its cash. The cycle can be shortened by the techniques discussed: decreasing days of sales outstanding (DSO), decreasing inventory, and increasing days payable outstanding (DPO). This chapter is excerpted from "Financial Intelligence for Entrepreneurs: What You Really Need to Know About the Numbers."
Haier, the first Chinese consumer durable brand in the United States, succeeded in the compact refrigerator, freezer, and air conditioner markets and then built a U.S. factory to enter the full-size market. Issues include the value of a local entrepreneur to the Asian manufacturer entering the United States; brand building and price positioning; the sourcing location decision trade-off between production costs and logistics costs; the role of change in the U.S. appliance distribution channels; global and regional competitive analysis; the response of U.S. competitors to the global sourcing evolution; and the time horizons of Chinese company management.
Designed as an in-class handout as a source of further discussion of the issues.
Describes the internationalization of the Kentucky Fried Chicken (KFC) fast food chain, focusing on KFC's entry into Japan. An entrepreneurial country general manager, Lou Weston, battles numerous problems to establish the business and is eventually highly successful. In doing so, Weston ignores or circumvents policies and control from KFC's headquarters and becomes very upset when more sophisticated planning, coordination, and control systems begin to constrain his freedom. The case presents both the headquarters and subsidiary perspectives and allows discussion of the conflicts between strategic planning and control and entrepreneurial independence in a multinational company.