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Flashcards in DECK_001 Deck (179)
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1

5 chg programs n projects: + Summing up to: (w 2 dims) + What to do if overfull n unaffordable?

- migration - polit n legal reqs - curr projects - chg reqs out of curr biz - M&A Sum = Proj portfolio (ManYears & $) > If unaffordable, sell Co!

2

5 types of strategies:

  1. Owner strategy > is your biz optimally structured (risk n rewards) as compared to inv alternatives?
  2. Corp strat > which biz are / should we be in? w what resources n alliances?
  3. Biz strat > w whom n how we compete? And grow? > Porter 5 forces & generic strats
  4. Config strat > how to design Value Added Engine?
  5. Functional strat > principles & standards within functions

3

Biz architecture n Corp Transf: 3 stratified interacting components + Interpretation of Corp Transf n its 2 challenges

Strategies Processes Systems + CT = from curr to target; though immaterial n cannot be stopped

4

Change strategies (classification)

Radical. Evolutionary Top-down. Bold strokes. (Unusual) High involvement. (Unusual). Long marches

5

Companies usually die due to... How? 4 Sequential stages:

...internal reasons (unless de-privatised) 1-Strategic crisis > lack of vision 2-Earnings crisis > less investing > getting worse (3-)Banks' pressure > restructuring (shrink to healthy core) 4-Liquidity crisis > bankruptcy

6

StG DEF enterprise, company, firm

A productive social system.

7

Ease of change "formula" =

= f ( Dissatisfaction [0...1] x ModelOfFuture x ProcessOfChg )

8

Longest lasting Cos: why

- Coz congruence in identity bw CEO n Co Eg family owned biz, Church. CEOs of public listed Cos often need to be brutal > yearly results Family biz can think long term.

9

Rough process costing: (yearly total)

h/activity * activity/day * days/years / h/years * total_cost_of_1 employee/y

10

StG DEF mgmt / leadership

  1. start ~ create
  2. run / grow ~ steer
  3. change ~ develop

productive social systems, on two levels: 

  • mechanical
  • psychological

11

The 3 main mgmt levels: + usual career direction

Top->down - normative - strategic - operational Career usually proceeds bottom up.

12

Transformation management "beer formula" =

= Project mgmt (general discipline, domain independent) + Process model (domain dependent: what steps?) + Change mgmt (psy... often badly w money incentives)

13

3 stakeholders groups in a Co

1. executive board 2. middle mgmt 2.1. operational 2.1.1. front 2.1.2. back 2.2. staff functions 3. employees

14

How to treat ppl in org

based on 2 dims

2 dims:

  1. Performance
  2. Value-compliance

Treatment to apply:

  • high-high --> promote
  • low-low --> let go, because there is no person-org fit
  • low-high --> teach & re-check
  • high-low --> difficult cases of unbalanced high-perf: personality training, if they are willing; or constrain within limits

15

trust "beer formula"

contact --> relationship / negotiation

+

communication --> material (interest)

=

trust

+

outcome

16

A target process architecture answers the following 5 Qs:

  • Identification of the processes
  • Structuring of customer relationship interactions
    • Process outputs
    • Quality levels
  • Definition of process flow
  • Definition of organizational chart and sizing
  • Setup of process management
    • Definition of key performance indicators
    • Process target

17

(outdated) BCG matrix for corp strat:

(low/high growth) x (low/high market share)

18

3 economic sectors, in order f dev, as GDP grows + correl. f 3rd + maybe next one

1- agriculture 2- industries 3- services ~ urbanization > deindustrialization in UK eg (4- maybe next: repair env damage)

19

3 surprising sources of increased value added:

1- (repair of) env damage 2- (measures against) terrorism 3- regulation => CONTROLLED VALUE ADDED

20

3 types of psychology:

1- analytical > focus on what's wrong (< childhood) 2- behavioral > rituals (to improve) 3- systemic > optimize your resources (strength) w social perspective

21

4 Characteristics of adaptable Cos =

- adaptable vs traditional - considers all stakeholders - perf. n leadership oriented - collaborative, low hierarchy (-> check controller's cost center structure!)

22

4+1 big strategies of biz segmentation: (As a taxonomy)

(Positioning): Products + (Markets): Regions Channels Customer segments + Value Chain Functions -> CRI

23

Auto referentiality of systems n premature aging of systems =

Successful Co wants to conserve! -> Goes on failure path

24

B2B vs B2C n brand

brand B2C. love B2B. CR,services

25

4 Biggest factors of failure of (strategic) projects: (n typical scapegoats)

1- resistance to change from the changed (psy) 2- insufficient support from (strategic) managers 3- unrealistic expectations 4- bad project management (can't learn as you go > project/change consulting!) + Often IT ppl are scapegoated.

26

Bw 4 salary quartiles of mngrs, who will boards hire? N therefore?

-> Q2 (choose best ones but avoid press n malpractice accusation) -> Q2 salaries go up

27

Challenge for Cos by large sing. Mkts:

Be there! In each country

28

Character = Character Dev. =

= sum of your unquestioned beliefs; shows under pressure; Character Dev. = Revising beliefs; leaders (should) have more

29

Chg strats n culture: Nations n what matters

BS < Us,Uk,LatAm,China LM < DE,Jp,Scandi but (international) Co culture trumps!

30

Co life: Span Death Typical longest good spell

- short n decreasing (avg 14y in CH) based on registered name change - typically die by being bought (otherwise bad for board members) - rarely more than 12y spell w good VA