Sesión 1Sesión 1
La nueva Economía GlobalLa nueva Economía Global
Estrategia de Negocios,
sistemas y sustentabilidad
AD500...
Hace más de 25 años
Dr. Jorge Ramírez Medina, Dr. Guillermo Granados Ruíz
EGADE Business School
Empresas Exitosas
Dr. Jorge Ramírez Medina, Dr. Guillermo Granados Ruíz
EGADE Business School
Ejemplos de
competencia
Dr. Jorge Ramírez Medina, Dr. Guillermo Granados Ruíz
EGADE Business School
Niveles de competencia
Dr. Jorge Ramírez Medina, Dr. Guillermo Granados Ruíz
EGADE Business School
bajo Moderado Alta inte...
La ventaja competitiva
Dr. Jorge Ramírez Medina, Dr. Guillermo Granados Ruíz
EGADE Business School
Tomado de Art of Strate...
La Híper competencia
Dr. Jorge Ramírez Medina, Dr. Guillermo Granados Ruíz
EGADE Business School
Nuevos
modelos
de
Negocio...
Causas
Dr. Jorge Ramírez Medina, Dr. Guillermo Granados Ruíz
EGADE Business School
Empoderamiento de clientes
Disminución ...
Por ejemplo las
telecomunicaciones
Dr. Jorge Ramírez Medina, Dr. Guillermo Granados Ruíz
EGADE Business School
Empoderamie...
Los dos Méxicos
Dr. Jorge Ramírez Medina, Dr. Guillermo Granados Ruíz
EGADE Business School
Pensamiento
Mental models are “internal pictures of how the
world works. They are active they shape how we
act. They affec...
Formas de pensar
• Logical thinking
• Causal thinking
• Reductionist thinking
• Holistic thinking
– Multiple partial views...
Sistema
Dr. Jorge Ramírez Medina, Dr. Guillermo Granados Ruíz
EGADE Business School
Conjunto de Agentes
Interconectados
En...
Definición Sistema
"An interconnected set of elements that is coherently
organized around some purpose" - Dana Meadows
“A ...
Pensamiento sistémico
"A discipline for seeing wholes...a framework for seeing
interrelationships rather than things, for ...
Pensamiento sistémico
Dr. Jorge Ramírez Medina, Dr. Guillermo Granados Ruíz
EGADE Business School
Tomado de Systems Thinki...
No confundir
Dr. Jorge Ramírez Medina, Dr. Guillermo Granados Ruíz
EGADE Business School
Tomado de Applying the Tools of S...
¿cómo hacerlo?
The practice of systems thinking starts with understanding a
simple concept called "feedback" that shows ho...
Bucle
Dr. Jorge Ramírez Medina, Dr. Guillermo Granados Ruíz
EGADE Business School
Bucle reforzado
Dr. Jorge Ramírez Medina, Dr. Guillermo Granados Ruíz
EGADE Business School
• As Exercise increases, Healt...
Bucle equilibrado
Dr. Jorge Ramírez Medina, Dr. Guillermo Granados Ruíz
EGADE Business School
Amount
Eaten
Weight
S
O
 As...
Dr. Jorge Ramírez Medina, Dr. Guillermo Granados Ruíz
EGADE Business School
Tomado de Russell Martin & Associates www.russ...
La pregunta detonante
Dr. Jorge Ramírez Medina, Dr. Guillermo Granados Ruíz
EGADE Business School
“Our experience is that ...
En la gráfica
Dr. Jorge Ramírez Medina, Dr. Guillermo Granados Ruíz
EGADE Business School
SS
S
Portion of
Revenue Spent
on...
Dr. Jorge Ramírez Medina, Dr. Guillermo Granados Ruíz
EGADE Business School
Tomado de Russell Martin & Associates www.russ...
Dr. Jorge Ramírez Medina, Dr. Guillermo Granados Ruíz
EGADE Business School
Reinforcing Loop Balancing Loop Balancing Loop...
La pregunta detonante
Dr. Jorge Ramírez Medina, Dr. Guillermo Granados Ruíz
EGADE Business School
o WHY is _______happenin...
Ejercicio
Dr. Jorge Ramírez Medina, Dr. Guillermo Granados Ruíz
EGADE Business School
Tomado de Russell Martin & Associate...
Ejercicio
Dr. Jorge Ramírez Medina, Dr. Guillermo Granados Ruíz
EGADE Business School
Opposite
Same Opposite
Opposite
Same...
¿En tu organización?
Dr. Jorge Ramírez Medina, Dr. Guillermo Granados Ruíz
EGADE Business School
Opposite
Same Opposite
Op...
Vídeo
Dr. Jorge Ramírez Medina, Dr. Guillermo Granados Ruíz
EGADE Business School
Discusión en grupo
Dr. Jorge Ramírez Medina, Dr. Guillermo Granados Ruíz
EGADE Business School
Asignación para
la siguiente sesión
Dr Jorge Ramírez Medina , Dr. Guillermo Granados
EGADE Business School
Fin Sesión Uno
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S01AD5008

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Curso Estrategia sistemas y sustentabilidad
EGADE BS CEM
Sesión 01

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  • Queja sobre cantidad de apuntes.
    Qué haremos en la clase? (ya habrá tiempo de teória)
    Oportunidad de espacio de reflexión
    Llegadas tarde/faltas.
    Explicaciones sencillas didácticas. No salirnos del camino.
  • Transcript of "S01AD5008"

    1. 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. 2. Hace más de 25 años Dr. Jorge Ramírez Medina, Dr. Guillermo Granados Ruíz EGADE Business School
    3. 3. Empresas Exitosas Dr. Jorge Ramírez Medina, Dr. Guillermo Granados Ruíz EGADE Business School
    4. 4. Ejemplos de competencia Dr. Jorge Ramírez Medina, Dr. Guillermo Granados Ruíz EGADE Business School
    5. 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. 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. 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. 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. 9. Por ejemplo las telecomunicaciones Dr. Jorge Ramírez Medina, Dr. Guillermo Granados Ruíz EGADE Business School Empoderamiento de clientes La desregulación La globalización
    10. 10. Los dos Méxicos Dr. Jorge Ramírez Medina, Dr. Guillermo Granados Ruíz EGADE Business School
    11. 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. 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. 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. 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. 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. 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. 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. 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. 19. Bucle Dr. Jorge Ramírez Medina, Dr. Guillermo Granados Ruíz EGADE Business School
    20. 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. 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. 22. Dr. Jorge Ramírez Medina, Dr. Guillermo Granados Ruíz EGADE Business School Tomado de Russell Martin & Associates www.russellmartin.com
    23. 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. 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. 25. Dr. Jorge Ramírez Medina, Dr. Guillermo Granados Ruíz EGADE Business School Tomado de Russell Martin & Associates www.russellmartin.com
    26. 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. 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. 28. Ejercicio Dr. Jorge Ramírez Medina, Dr. Guillermo Granados Ruíz EGADE Business School Tomado de Russell Martin & Associates www.russellmartin.com
    29. 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. 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. 31. Vídeo Dr. Jorge Ramírez Medina, Dr. Guillermo Granados Ruíz EGADE Business School
    32. 32. Discusión en grupo Dr. Jorge Ramírez Medina, Dr. Guillermo Granados Ruíz EGADE Business School
    33. 33. Asignación para la siguiente sesión Dr Jorge Ramírez Medina , Dr. Guillermo Granados EGADE Business School
    34. 34. Fin Sesión Uno

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