"UBS - Towards an Integrated Firm"

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"UBS - Towards an Integrated Firm"

  1. 1. Company Analysis and Strategy Evaluation <br />WairuKinyori<br />Vladimir Matovic<br />Maxim Miterev<br />AnabelJuarez<br />You & Us<br />
  2. 2. Content<br />Strengths & Weakness<br />Core competences & Competitive advantage<br />Evaluation of Global Strategy<br />Conclusions<br />You & Us<br />
  3. 3. Strengths & Weaknesses<br />
  4. 4. Strengths<br />Global presence<br />Diverse business operation<br />Strong and unified brand<br />Research competences<br />Entrepreneurial leadership<br />Diverse portfolio of services<br />You & Us<br />
  5. 5. Weaknesses<br />You & Us<br />
  6. 6. Core competences & Competitive advantages<br />
  7. 7. Core competences<br />Prahalad and Hamel (1990)<br /><ul><li>access to markets
  8. 8. customer benefits
  9. 9. difficult to imitate</li></ul>Fostering entrepreneurial leadership<br />Leading a client focused UBS<br />Partnering for organic growth<br />Innovative HRM<br />You & Us<br />
  10. 10. Competitive advantages<br />You & Us<br />
  11. 11. CompetitiveAdvantage<br />Duncan et al. (1998)<br /><ul><li>Full range
  12. 12. Confidence</li></ul>Valuable<br />Rare<br /><ul><li>Pioneered by UBS
  13. 13. Closed industry</li></ul>Inimitable<br /><ul><li>Rooted in culture
  14. 14. Leadership style</li></ul>Sustainable<br /><ul><li>10 years to match
  15. 15. Interrelated strengths</li></ul>You & Us<br />
  16. 16. Evaluation of Global Strategy<br />
  17. 17. Strategy<br />Strategy<br />Strategic Path:<br />UBS’s Mission<br />UBS’s Vision<br />Creation of a common brand<br />Centralization of some of companies functions<br />Creation of a new corporate identity and a new corporate culture<br />Standardization of the infrastructure<br />Building of cross-business teams and solutions<br />Management Buy-In<br />Creation of leadership oriented initiatives<br />…<br />You & Us<br />
  18. 18. Framework<br />Gupta and Govindarajan (2001)<br />Sources of Global Competitive Advantage:<br /><ul><li>adapting to local market opportunities
  19. 19. exploiting economies of scale
  20. 20. exploiting economies of scope
  21. 21. tapping the optimal locations for activities and resources
  22. 22. maximizing knowledge transfer across locations </li></ul>Aim: Evaluate UBS’s Strategy through inspecting if & how its global presence translates into global competitive advantages.<br />You & Us<br />
  23. 23. Evaluation<br />IT<br />Branding<br />HR<br />You & Us<br />
  24. 24. Framework<br />Hambrick and Cannella (1989)<br />Implementation levers:<br /><ul><li>Resource commitment
  25. 25. Subunit policies and programs
  26. 26. Structure
  27. 27. Reward
  28. 28. People</li></ul>Aim: Evaluate which steps of the strategy implementation failed and which succeeded<br />You & Us<br />
  29. 29. Evaluation<br />Selling Upward<br />Selling Outward<br />Selling Downward<br />Selling Across<br />✓<br />✓<br />✗<br />✗<br />‘One UBS’<br />You & Us<br />
  30. 30. Conclusions<br />
  31. 31. Conclusions<br />Company had significant strengths to supports its extensive and profound change<br />Its cross-business collaboration and client focus differentiated UBS from the rest of the filed.<br />Only partial buy-in of UBS’s management & employees remained a significant challenge.<br />Overall strategic change that UBS underwent was successful, however some parts of strategy implementation were not managed properly.<br />You & Us<br />
  32. 32. WairuKinyori<br />http://ke.linkedin.com/pub/wairu-kinyori/30/b39/5a0<br />AnabelJaurez<br />Maxim Miterev<br />http://uk.linkedin.com/pub/maxim-miterev/4/639/306<br />Vladimir Matovic<br />Thank you for your attention<br />http://it.linkedin.com/in/vmatovic<br />

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