S01AD5008

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

Hace más de 25 años
Dr. Jorge Ramírez Medina, Dr. Guillermo Granados Ruíz
EGADE Business School

Empresas Exitosas

Ejemplos de
competencia

Niveles de competencia
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.

La ventaja competitiva
Tomado de Art of Strategic Planning for Information Technology. Board Bernard H.

La Híper competencia
Nuevos
modelos
de
Negocio
Mercados
emergente
s
Tecnologías de
Información
Hiper
compete
ncia
Cambia
Soporta
Con

Causas
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

Por ejemplo las
telecomunicaciones
Empoderamiento de
clientes
La desregulación
La globalización

Los dos Méxicos

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

Formas de pensar
• Logical thinking
• Causal thinking
• Reductionist thinking
• Holistic thinking
– Multiple partial views
– Perspectives

Sistema
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

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

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

Pensamiento sistémico
Tomado de Systems Thinking Four Key Questions por Barry Richmond
High Performance Systems, Inc. 1991.

No confundir
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

¿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.

Bucle

Bucle reforzado
• 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

Bucle equilibrado
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

La pregunta detonante
“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?”

En la gráfica
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)

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?”

La pregunta detonante
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

Ejercicio

Ejercicio
Opposite
Same Opposite
Opposite
Same
Same

¿En tu organización?
Opposite
Same Opposite
Opposite
Same
Same

Vídeo

Discusión en grupo

Asignación para
la siguiente sesión
Dr Jorge Ramírez Medina , Dr. Guillermo Granados

S01AD5008

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Editor's Notes