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Following the financial crisis of 2007/2008, HSBC CEO Michael Geoghegan saw a fundamental change in global opportunities and risks. With increasing regulation and fierce competition between banks, the Western hemisphere was going to be a tougher place to do business. Emerging markets, however, offered many opportunities. Geoghegan reasoned that in HSBC's case, a turn to emerging markets would be a return to its roots and to managing risks that it knew. But HSBC needed to understand what the implications of the new strategy-"moving to emerging markets"-were for its portfolio and overall risk profile. Especially, how should HSBC reallocate capital freeing up in the West across its diverse geographies and business lines?
Highlights the issue of high employee turnover in a multi-site, international subsidiary of a large resort company. Also described are service-quality problems the company has because the amount of value added through employee interaction with customers is high. Analysis of recruiting and hiring as a process flow is required to analyze the situation. There is also a cross-cultural issue due to a structural imbalance in the ratio of non-American (primarily French) managers to American managers.
Break Down the Barriers Between Fields: Sea Urchin Lollipops and Darwin's Finches--Open Your Mind to Intersectional Ideasby Frans Johansson
If we wish to find the intersection of fields, disciplines, or cultures where extraordinary new ideas emerge, we must break down the barriers to creativity created by the mind's tendency to understand the world based on chains of association.
The current business environment is tumultuous and full of uncertainty. What you need is an entrepreneurial mindset--a way of thinking about your business that captures the benefits of uncertainty. A key aspect of establishing an entrepreneurial mindset is creating the conditions under which everyone is energized to look for opportunities to change the current business model. The simplest way to change your business model is to redesign your products and services in ways that will be supremely appealing to your customers and highly profitable for your firm. This chapter shows you how. This chapter is excerpted from "The Entrepreneurial Mindset: Strategies for Continuously Creating Opportunity in an Age of Uncertainty."
Capturing the Ecosystem of Demand: Placing Customer Advantage at the Center of Your Innovation Strategyby Erich Joachimsthaler
When an organization's understanding of the ecosystem of customer demand drives innovation and the business agenda, and when an organization's processes have been properly aligned, the chances are significantly high for sustainable, replicable, predictable growth. This chapter presents the demand-first innovation and growth model (DIG)-a systematic and repeatable process that helps companies embed the pursuit of customer advantage deep within the organization.
Zhang Yue, founder and chairman of Broad Group, had developed a series of innovative products aimed at solving China's environmental problems. Broad Group's products, services, and management were guided by values that prioritized morals, responsibility, environmental protection, and energy conservation over company growth and profit. Zhang's current focus was Broad Sustainable Building (BSB), a unique prefabricated building technology that was significantly more environmentally friendly than traditional building methods, as well as much less expensive. In order to obtain the capital and talent that BSB's development required, Zhang realized he may need to publicly list the company, despite publicly saying he never would do so. Would scaling the new businesses result in compromises to the mission and values that guided the company? If so, was the overall environmental impact from the new building technology worth the cost?
In 2011, Sarah Naud and Matt Stanley sat down with the chairman of Telecom New Zealand, Wayne Boyd. Telecom, a publicly listed company and the largest telecom provider in New Zealand, was being divided into two publicly traded companies, Chorus, a telecom infrastructure company, and new Telecom, a telecom retail services provider. In connection with this split, Naud and Stanley were charged with overseeing the process of creating two new boards of directors for these companies. As part of this process, the team reviews the roles and responsibilities of a board, defines what capabilities the new boards need, and reduces a preliminary list of candidates to a short list. They must now use this short list to create two strong boards.
As part of the privatization in Eastern Germany after the fall of the Berlin Wall, Dow Chemical made a major investment in the Halle-Leipzig region, one of the largest chemical industry sites in Europe. The executive in charge of Dow's operations in the region, Bart Groot, increasingly felt that the long-term success of Dow's investment depended on a more dynamic development of the entire regional economy. On his own initiative, in 1997, Groot launched a private sector-driven effort to enhance the economic development in central Germany, the region located around Halle-Leipzig. Bundling together 50 other firms and four cities, he founded a regional marketing effort to brand or market the area, but then shifted focus to building clusters. Examines the motivations of companies and company executives to get involved in regional competitiveness efforts and provides a platform to discuss the factors that drive the success of cluster-building efforts through cooperation across firms in a disadvantaged area.
The ability to use intellectual property laws to capture the value of the firm's inventions, proprietary information, and other intangible assets is a key strategic advantage. This chapter shows managers how to use patents, copyrights, trade secrets, and trademarks both offensively and defensively.
Discusses the challenges currently facing the U.S. health care delivery system. These challenges frame the problems managers of delivery organizations are currently facing. They include a burgeoning gap between demand and supply. Demand for health care services is increasing as the population ages, chronic diseases become more common, and medical technology increases. Yet, the supply of nurses and physicians is decreasing. Moreover, as both regulators and the general public become more interested in the quality of care delivered, there is evidence of substantial quality failures. In response to these challenges, regulators have introduced new forms of payment and financial incentives for doctors and delivery organizations, and managers have experimented with several new service models and delivery organization designs. They include the use of new professionals and other assistive personnel, such as nurse practitioners and physicians' assistants, in-store clinics, focused factories and concierge care.
This follow up to Chorus and Telecom: Building the Boards provides a one-page description of the new boards that were created at Telecom and Chorus.
A CIO decides whether to adopt the "Capability Maturity Model" (CMM) within her IT department. The decision is proving surprisingly controversial; some of her best developers prefer adopting an "agile" methodological approach instead. Compares and contrasts the CMM and agile methodologies, such as Kent Beck's eXtreme Programming.
Break Down the Hypothesis: The Importance of the Hypothesis of Record in Evaluating the Progress of an Innovation Initiativeby Chris Trimble Vijay Govindarajan
Simple innovations-for example, to improve a process-often have just one unknown. Game-changing innovations, however, have several. That makes the learning challenge more complex. It becomes crucial to break down the hypothesis from an aggregate conjecture to the smaller assumptions that the larger goal depends on. In a best-case scenario, each unknown is isolated and separately tested in laboratory-like conditions. More often, though, the unknowns are interrelated and can be resolved only by actually launching the initiative. In this chapter, the authors explain that the problem is often the absence of a crucial foundation for any conversation about the interpretation of results: a clear and shared hypothesis of record. Using examples from Analog Devices, Allstate Insurance, and IBM, they show how a clearly stated hypothesis of record-composed of a set of conjectures about cause-and-effect relationships between actions and outcomes-serves as a shared frame of reference in any discussions of an innovation initiative's progress. This chapter was originally published as Chapter 5 of "The Other Side of Innovation: Solving the Execution Challenge."
This chapter discusses foundational principles, including the time value of money, for making decisions relating to capital investment in corporate America.
Examines the investment decision of Cabot Brown and Bill Burgin, two venture capitalists, to finance Car Wash Partners (CWP). CWP intends to purchase automatic car washes around the country. Investment strategy and deal structuring are discussed.
Describes the major challenges associated with managing change. Highlights the focus for change, the different degrees and types of change, when change is to be introduced, what factors enable that introduction, and what reactions change evokes. Underscores the paradoxes and tensions inherent in managing change effectively.
Chris and Alison Weston describe how they, a well-educated middle class couple, ended up committing mail fraud, for which they each served a year and a half in federal prison. The case highlights for students how otherwise upstanding individuals much like themselves can commit crimes without being truly aware that they are doing it.
What should the CMO do during the first ninety days of a new or revitalized job? What should be the first-year agenda? The importance of getting off to a good start and avoiding a bad one is crucial for anyone undertaking a change agent role, even if the change has an extended time horizon. The early efforts should have two prongs: assessing the organization's capability to span silos, and creating an action plan.
In order to successfully execute on innovative ideas generated at the intersection of fields, you will have to fight the seductive urge to remain comfortably within your established network. In fact, many of the resources, processes, and people that made you successful in the past may suddenly be holding you back.
Dr. David Keith, President of Carbon Engineering, a company based in Calgary, Alberta, is commercializing a technology to capture carbon dioxide (CO2) from the atmosphere. The company plans to market the captured CO2 to produce low carbon transportation fuels in markets such as California where regulation, derived from a state law designed to manage climate change, restricts the maximum carbon intensity of transportation fuel.
Presents a conceptual framework for understanding the general management task, and given this framework, explores the challenges growth presents.
Prepare students to make ethically charged decisions by exploring moral disengagement, a process that enables individuals to engage in negative behaviors, from small misdeeds to great atrocities, without believing they are causing harm or doing wrong.
Sam Marcus recently purchased a small cabinet-making company, and is looking for dramatic growth. The company competes in commercial and residential construction markets; shortly after the acquisition, the company gains a large new residential customer. The case traces the changes made at the company and how the relationship with this customer begins to deteriorate. At the end of the case, Marcus must decide whether to fix or end the relationship.
This chapter explains breakeven analysis--how much (or how much more) you need to sell to pay for a fixed investment--another financial tool that many managers find useful in making decisions. The chapter elucidates this and several other concepts that that every manager should understand (fixed costs, variable costs, contribution margin, and operating leverage) to determine at what point you will break even on your cash flow and when you will exceed it.
This chapter discusses foundational principles, including the time value of money, for making decisions relating to capital investment in corporate America. To be a successful entrepreneur, you must understand the basics of spending cash in the hope of realizing a return - like buying a new machine or software application. This chapter is excerpted from "Financial Intelligence for Entrepreneurs: What You Really Need to Know About the Numbers."
Select your format based upon: 1) how you want to read your book, and 2) compatibility with your reading tool. To learn more about using Bookshare with your device, visit the Help Center.
Here is an overview of the specialized formats that Bookshare offers its members with links that go to the Help Center for more information.
- Bookshare Web Reader - a customized reading tool for Bookshare members offering all the features of DAISY with a single click of the "Read Now" link.
- DAISY (Digital Accessible Information System) - a digital book file format. DAISY books from Bookshare are DAISY 3.0 text files that work with just about every type of access technology that reads text. Books that contain images will have the download option of ‘DAISY Text with Images’.
- BRF (Braille Refreshable Format) - digital Braille for use with refreshable Braille devices and Braille embossers.
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- DAISY Audio - Similar to the Daisy 3.0 option above; however, this option uses MP3 files created with our text-to-speech engine that utilizes Ivonas Kendra voice. This format will work with Daisy Audio compatible players such as Victor Reader Stream and Read2Go.