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Curso Estrategia sistemas y sustentabilidad ...

Curso Estrategia sistemas y sustentabilidad
EGADE BS CEM
Sesión 01

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  • 1. Sesión 1Sesión 1 La nueva Economía GlobalLa nueva Economía Global Estrategia de Negocios, sistemas y sustentabilidad AD5008 Dr. Jorge Ramírez Medina Dr. Guillermo Granados Ruíz
  • 2. Hace más de 25 años Dr. Jorge Ramírez Medina, Dr. Guillermo Granados Ruíz EGADE Business School
  • 3. Empresas Exitosas Dr. Jorge Ramírez Medina, Dr. Guillermo Granados Ruíz EGADE Business School
  • 4. Ejemplos de competencia Dr. Jorge Ramírez Medina, Dr. Guillermo Granados Ruíz EGADE Business School
  • 5. Niveles de competencia Dr. Jorge Ramírez Medina, Dr. Guillermo Granados Ruíz EGADE Business School bajo Moderado Alta intensidad Extremo Monopolios Competenci a baja o no existe Ganancias excesivas Ventaja perfecta Competencia perfecta Los productos son commodities Ganacias mínimas No hay ventaja Hyper- competencia Competencia agresiva e intensa Ganancias intermitentes y bajas Ventaja temporal Oligopolios Se evita la competencia Ganancias sostenidas Ventaja sostenida Tomado de Art of Strategic Planning for Information Technology. Board Bernard H.
  • 6. La ventaja competitiva Dr. Jorge Ramírez Medina, Dr. Guillermo Granados Ruíz EGADE Business School Tomado de Art of Strategic Planning for Information Technology. Board Bernard H.
  • 7. La Híper competencia Dr. Jorge Ramírez Medina, Dr. Guillermo Granados Ruíz EGADE Business School Nuevos modelos de Negocio Mercados emergente s Tecnologías de Información Hiper compete ncia Cambia Soporta Con
  • 8. Causas Dr. Jorge Ramírez Medina, Dr. Guillermo Granados Ruíz EGADE Business School Empoderamiento de clientes Disminución de barreras a la entrada Cambio tecnológico acelerado No hay un solo líder dominante La desregulación La globalización Tomado de Boar, B. H. (2001). Art of Strategic Planning for Information Technology. John Wiley & Sons, Inc. (US).  sección Hyper-Competition, the Information Age, and Strategic Paradox
  • 9. Por ejemplo las telecomunicaciones Dr. Jorge Ramírez Medina, Dr. Guillermo Granados Ruíz EGADE Business School Empoderamiento de clientes La desregulación La globalización
  • 10. Los dos Méxicos Dr. Jorge Ramírez Medina, Dr. Guillermo Granados Ruíz EGADE Business School
  • 11. Pensamiento Mental models are “internal pictures of how the world works. They are active they shape how we act. They affect what we see. Cartesian Thinking, emphasize the ability to understand the whole in a “machine like” or mechanism way by a detailed understanding its parts. Systems Thinking 2010 entrepreneurship development program. Raju Mandhyan Dr. Jorge Ramírez Medina, Dr. Guillermo Granados Ruíz EGADE Business School
  • 12. Formas de pensar • Logical thinking • Causal thinking • Reductionist thinking • Holistic thinking – Multiple partial views – Perspectives Dr. Jorge Ramírez Medina, Dr. Guillermo Granados Ruíz EGADE Business School
  • 13. Sistema Dr. Jorge Ramírez Medina, Dr. Guillermo Granados Ruíz EGADE Business School Conjunto de Agentes Interconectados En un estado dinámico Más que la suma de su partes es un producto de sus interacciones Tomado de Learning to see... A Systems Thinking Primer. Donella H. Meadows Author of Thinking in Systems
  • 14. Definición Sistema "An interconnected set of elements that is coherently organized around some purpose" - Dana Meadows “A system is an entity which maintains its existence through the mutual interaction of its parts.” - Gene Bellinger Dr. Jorge Ramírez Medina, Dr. Guillermo Granados Ruíz EGADE Business School
  • 15. Pensamiento sistémico "A discipline for seeing wholes...a framework for seeing interrelationships rather than things, for seeing patterns rather than static snapshots" - Peter Senge “The key emphasis here is one of "mutual interaction," in that something is occurring between the parts, over time, which maintains the system.” - Gene Bellinger Dr. Jorge Ramírez Medina, Dr. Guillermo Granados Ruíz EGADE Business School
  • 16. Pensamiento sistémico Dr. Jorge Ramírez Medina, Dr. Guillermo Granados Ruíz EGADE Business School Tomado de Systems Thinking Four Key Questions por Barry Richmond High Performance Systems, Inc. 1991.
  • 17. No confundir Dr. Jorge Ramírez Medina, Dr. Guillermo Granados Ruíz EGADE Business School Tomado de Applying the Tools of Systems Thinking to Implement and Manage Change on Campus por Mieko A. Ozeki, Sustainability Projects Coordinator de la University of Vermont
  • 18. ¿cómo hacerlo? The practice of systems thinking starts with understanding a simple concept called "feedback" that shows how actions can reinforce or counteract (balance) each other. It builds to learning to recognize types of "structures" that recur again and again. Dr. Jorge Ramírez Medina, Dr. Guillermo Granados Ruíz EGADE Business School
  • 19. Bucle Dr. Jorge Ramírez Medina, Dr. Guillermo Granados Ruíz EGADE Business School
  • 20. Bucle reforzado Dr. Jorge Ramírez Medina, Dr. Guillermo Granados Ruíz EGADE Business School • As Exercise increases, Health increases (same) • As Health increases, Exercise increases (same) • As Exercise decreases, Health decreases (same) • As Health decreases, Exercise decreases (same) Health Exercise S S Time Growth Tomado de Russell Martin & Associates www.russellmartin.com
  • 21. Bucle equilibrado Dr. Jorge Ramírez Medina, Dr. Guillermo Granados Ruíz EGADE Business School Amount Eaten Weight S O  As Amount Eaten increases, Weight increases (same)  As Weight increases, Amount Eaten decreases (opposite)  As Amount Eaten decreases, Weight decreases (same)  As Weight decreases, Amount Eaten decreases (opposite) Time Growth Tomado de Russell Martin & Associates www.russellmartin.com
  • 22. Dr. Jorge Ramírez Medina, Dr. Guillermo Granados Ruíz EGADE Business School Tomado de Russell Martin & Associates www.russellmartin.com
  • 23. La pregunta detonante Dr. Jorge Ramírez Medina, Dr. Guillermo Granados Ruíz EGADE Business School “Our experience is that donations are not steadily increasing or steadily decreasing. It ‘feels’ more like a roller coaster. Never gets to good or too bad. Something bounces us back up or down. There had to be more than a Nirvana/Hell reinforcing loop. Something else is going on.” “Why can’t we increase donations?”
  • 24. En la gráfica Dr. Jorge Ramírez Medina, Dr. Guillermo Granados Ruíz EGADE Business School SS S Portion of Revenue Spent on Fund Raising Fund raisers Donations Revenue Links: “As Donations increase, what happens to Revenue? (decrease/increase = same/opposite) S “Why can’t we increase donations?” Variables = measurable nouns (not quantifiable) Tomado de Russell Martin & Associates www.russellmartin.com
  • 25. Dr. Jorge Ramírez Medina, Dr. Guillermo Granados Ruíz EGADE Business School Tomado de Russell Martin & Associates www.russellmartin.com
  • 26. Dr. Jorge Ramírez Medina, Dr. Guillermo Granados Ruíz EGADE Business School Reinforcing Loop Balancing Loop Balancing Loop Fund raising goes UP UP UP (or DOWN DOWN DOWN) Backlog of follow-up work influences reputation and deadens fund raising Additional support help arrives too little, too late O S S S S S Sales Loop O Production Loop S Market Loop S S Request for Additional Staff / Support Staff / Support S S Portion of Revenue Spent on Fund Raising Fund Raisers Donations Revenue Fund Raising Productivity Perceived Follow- upTime Follow- upTime Attention to Donors “Why can’t we increase donations?” Tomado de Russell Martin & Associates www.russellmartin.com
  • 27. La pregunta detonante Dr. Jorge Ramírez Medina, Dr. Guillermo Granados Ruíz EGADE Business School o WHY is _______happening? o No WHAT or HOW o Avoid: Should, blame “Why should we sell more?” “Why doesn’t the Help Desk help?” o Seek: Observable fact “Why does fund raising fluctuate? Why can’t we steadily increase fund raising? ?? Tomado de Russell Martin & Associates www.russellmartin.com
  • 28. Ejercicio Dr. Jorge Ramírez Medina, Dr. Guillermo Granados Ruíz EGADE Business School Tomado de Russell Martin & Associates www.russellmartin.com
  • 29. Ejercicio Dr. Jorge Ramírez Medina, Dr. Guillermo Granados Ruíz EGADE Business School Opposite Same Opposite Opposite Same Same Tomado de Russell Martin & Associates www.russellmartin.com
  • 30. ¿En tu organización? Dr. Jorge Ramírez Medina, Dr. Guillermo Granados Ruíz EGADE Business School Opposite Same Opposite Opposite Same Same Tomado de Russell Martin & Associates www.russellmartin.com
  • 31. Vídeo Dr. Jorge Ramírez Medina, Dr. Guillermo Granados Ruíz EGADE Business School
  • 32. Discusión en grupo Dr. Jorge Ramírez Medina, Dr. Guillermo Granados Ruíz EGADE Business School
  • 33. Asignación para la siguiente sesión Dr Jorge Ramírez Medina , Dr. Guillermo Granados EGADE Business School
  • 34. Fin Sesión Uno