The document provides frameworks for analyzing companies and industries, including the Five C's for examining a company, SWOT analysis, Porter's Five Forces, and issue trees. It discusses considering trends beyond the industry level in macroeconomics, politics, consumer trends, and technology. Profitability is analyzed using equations for expected profit that include price, volume, revenues, costs, and cost of capital. An example issue tree is provided to disaggregate the problem of declining profits for a rug retailer.
,
strategic and organizational requirements for competitive advantage
,
the context of strategic hrm
,
strategic and organizational requirements for comp
,
jr.
This document discusses factors that influence how multinational enterprises devise strategies, including industry structure and changes in the industry environment. It provides examples of how disruptive innovations in products, processes, and politics can dramatically change industry structure. Strategies must assess the impact of these changes and adjustments may be needed to elements like research and development, product positioning, and pricing. Understanding industry dynamics is key to developing effective strategies for long-term success.
The document discusses the threat of new entrants, which refers to the threat that new competitors pose to current industry players. It is one of the forces that shapes industry competition. Barriers to entry like economies of scale, product differentiation, and capital requirements can discourage new entrants. The threat is high when barriers are low, such as when brand loyalty is low, investment needs are modest, and regulations are weak. The threat is low when barriers are high, for example when brands are strongly established and proprietary technology is required. In conclusion, analyzing the five forces helps firms understand their industry and develop effective strategies.
This document discusses how industry structure shapes multinational enterprise (MNE) strategy. It explains that industry structure is influenced by factors like competitors, new entrants, suppliers, buyers, and substitute products. However, industry structure is dynamic and can be disrupted by new products, processes, and political changes. Significant disruptions can require MNEs to rethink their strategies to maintain profitability in the new industry conditions. The document uses examples like netbooks and tablets disrupting the PC industry to illustrate how industry disruptions impact MNE strategies.
Platform Differentiation: The Role of Regulated Systemic Technological Platforms in Moderating the Differentiation Strategies within an Industry
www.chessitn.eu
The document discusses analyzing a company's external environment using Porter's Five Forces model. It describes the microenvironment as internal and close forces like management, suppliers, and customers. The macroenvironment includes larger demographic, economic, natural, technological, cultural, and political/legal forces outside a company's control. Porter's Five Forces model assesses industry competition and profitability based on five forces: rivalry, potential new entrants, substitution threats, supplier power and buyer power.
This white paper introduces the Industry Building Blocks (IBB) classification system, which divides the global economy into over 17,000 ultra-granular industries. IBB classifications are based on Michael Porter's five competitive forces and define industries based on unique combinations of competitors, buyers, suppliers, substitutes, and potential entrants. This creates a more granular system than traditional industry classifications. The paper argues that understanding industries at this level of granularity provides insights into companies, themes, and mergers that are not possible with less granular classifications. It illustrates how IBB can be used to analyze companies like Apple, which it divides into 50 distinct industries based on competitive dynamics.
The document provides frameworks for analyzing companies and industries, including the Five C's for examining a company, SWOT analysis, Porter's Five Forces, and issue trees. It discusses considering trends beyond the industry level in macroeconomics, politics, consumer trends, and technology. Profitability is analyzed using equations for expected profit that include price, volume, revenues, costs, and cost of capital. An example issue tree is provided to disaggregate the problem of declining profits for a rug retailer.
,
strategic and organizational requirements for competitive advantage
,
the context of strategic hrm
,
strategic and organizational requirements for comp
,
jr.
This document discusses factors that influence how multinational enterprises devise strategies, including industry structure and changes in the industry environment. It provides examples of how disruptive innovations in products, processes, and politics can dramatically change industry structure. Strategies must assess the impact of these changes and adjustments may be needed to elements like research and development, product positioning, and pricing. Understanding industry dynamics is key to developing effective strategies for long-term success.
The document discusses the threat of new entrants, which refers to the threat that new competitors pose to current industry players. It is one of the forces that shapes industry competition. Barriers to entry like economies of scale, product differentiation, and capital requirements can discourage new entrants. The threat is high when barriers are low, such as when brand loyalty is low, investment needs are modest, and regulations are weak. The threat is low when barriers are high, for example when brands are strongly established and proprietary technology is required. In conclusion, analyzing the five forces helps firms understand their industry and develop effective strategies.
This document discusses how industry structure shapes multinational enterprise (MNE) strategy. It explains that industry structure is influenced by factors like competitors, new entrants, suppliers, buyers, and substitute products. However, industry structure is dynamic and can be disrupted by new products, processes, and political changes. Significant disruptions can require MNEs to rethink their strategies to maintain profitability in the new industry conditions. The document uses examples like netbooks and tablets disrupting the PC industry to illustrate how industry disruptions impact MNE strategies.
Platform Differentiation: The Role of Regulated Systemic Technological Platforms in Moderating the Differentiation Strategies within an Industry
www.chessitn.eu
The document discusses analyzing a company's external environment using Porter's Five Forces model. It describes the microenvironment as internal and close forces like management, suppliers, and customers. The macroenvironment includes larger demographic, economic, natural, technological, cultural, and political/legal forces outside a company's control. Porter's Five Forces model assesses industry competition and profitability based on five forces: rivalry, potential new entrants, substitution threats, supplier power and buyer power.
This white paper introduces the Industry Building Blocks (IBB) classification system, which divides the global economy into over 17,000 ultra-granular industries. IBB classifications are based on Michael Porter's five competitive forces and define industries based on unique combinations of competitors, buyers, suppliers, substitutes, and potential entrants. This creates a more granular system than traditional industry classifications. The paper argues that understanding industries at this level of granularity provides insights into companies, themes, and mergers that are not possible with less granular classifications. It illustrates how IBB can be used to analyze companies like Apple, which it divides into 50 distinct industries based on competitive dynamics.
Porter’s Five-Force Model In this model, the attractiveness of an industry and a firm’s opportunities and threats are identified by analyzing five forces While the five-force model was originally developed to assess industry attractive- ness (i.e., “Is this a desirable industry in which to compete?”), in practice the model is often used to assess a specific firm’s external environment (i.e., “What factors in the firm’s external environment create threats and opportunities for the firm?”).
This document provides an overview of Porter's Five Forces model for industry and competition analysis. It explains the objectives of the model, which are to identify the factors that shape industry competition and assess the long-term attractiveness of an industry. The model examines five competitive forces: the threat of new entrants, the bargaining power of suppliers and buyers, the threat of substitute products, and the intensity of competitive rivalry. The document provides guidance on using the model, including a table to calculate the degree of power within each force. It also includes a case study applying the model to analyze competition in the industry of Apple Inc.
On competition chapter 1 the five competitive forces that shape strategyNIDA Business School
This document summarizes Michael Porter's five forces framework for industry analysis. The five competitive forces that shape strategy are: the threat of new entrants, the power of suppliers, the power of buyers, the threat of substitutes, and rivalry among existing competitors. Understanding these forces is important for strategists to understand and cope with competition in an industry. The document then outlines factors that determine the intensity of each competitive force. It notes that industry analysis should not be too narrow or broad and discusses implications of the framework for positioning a company and shaping industry structure.
THE JAPANESE TRANSFORMER INDUSTRY A CASE STUDY OF ITS COMPETITIVENESSijcsit
Transformers are one type of magnetic component used in relevant structures like power Switch supplies. Transformers are the necessary parts in all products involving electricity, for the alteration of current voltage during the processes of power generation, transformation, transmission and distribution .Relevant discussions in Japan concerning transformers have centered on power industries and power systems. Transformers for household and business use are mostly categorized under electronics-related industry, one of the ten major consumer electronics industries (most of the mare middle and small-sized firms).Relevant literatures primarily focus on the study of related technology, with little attention paid to the competitive edge and future prospects of transformer-related industries. Case studies indicate that Japanese enterprises are disappointed with the governmental efforts and assistance directed to the improvement of existing technologies. As the executive director of one of the transformer associations in Japan pointed out, no advancement has been shown in this technology for nearly the last 20years.Most companies can improve themselves only in reaction to errors; the lack of specialized knowledge derived from research strongly decreases the industry's progressive power and postpones its development. Japan has lagged considerably behind Europe and the US in this aspect. The transformer companies in Japan will have great difficulty in cultural and language communication if they invest in foreign countries. In this study, experts and scholars in the fields of industry, government and academia are interviewed. Questionnaires are issued to the object companies and a comparative case study is conducted to analyze the influencing factors on the competitive edge and strategies in Japan in the hope that an effective reference for improving industrial competitiveness can be available for the government and the companies
Business markets differ from consumer markets and are influenced by various factors. They have many participants who play different roles in a buying process with 8 stages. Marketers must target their efforts by understanding the decision makers and evaluation criteria. Buyer-supplier relationships and opportunism can impact business processes, while institutions and governments are also potential business markets.
This document provides an overview of industry and company analysis. It discusses analyzing industries based on their lifecycle stage, characteristics like demand trends, competitive forces, and government regulations. Company analysis involves evaluating financial statements like the balance sheet and income statement to calculate key ratios regarding liquidity, profitability, leverage, and efficiency. Other factors like market share, capacity, and order book position also impact company performance. Risk assessment examines the degrees of operating and financial leverage to understand variability in profits from changes in sales.
The document provides an overview of operational risk for practitioners. It defines operational risk and outlines a framework called the "Operational Risk Triptych" to systematically approach operational risk. The framework includes examining an organization's timeline, business value chain, capabilities, and external factors, as well as improving risk-based decision making processes. It also discusses tools for assessing culture of risks and creating an operational risk balanced scorecard.
V47 Ch7 Business Markets Batisan RonaldoRon Batisan
This chapter discusses analyzing business markets. It outlines that organizational buying involves establishing need, identifying, evaluating, and choosing suppliers. Business markets have fewer and larger buyers than consumer markets, and closer supplier-customer relationships. There are three types of buying situations: straight rebuy, modified rebuy, and new task. The chapter also describes the various participants in the business buying process and the stages of the buying process. It notes that closer relationships between suppliers and customers are being explored through approaches like supply chain management and purchasing alliances. Business marketers must form strong bonds with customers and provide added value, while also managing risks and opportunism. The chapter concludes with a brief description of institutional and government markets.
The document discusses strategic capabilities for organizations. It defines strategic capabilities as the resources and competencies needed for an organization to survive and prosper. It outlines different types of resources, competencies, and core competencies. It also discusses how strategic capabilities can provide competitive advantage if they are valuable, rare, inimitable, and non-substitutable. Managers can develop strategic capabilities through activities like value chain analysis, benchmarking, and SWOT analysis.
Strategy Ppt External Env[1].C2.Hitt,Ireland&HokkisonAurnob Roy
This document summarizes key concepts from Chapter 2 of the textbook "Strategic Management: Concepts and Cases". It discusses analyzing a firm's external environment, including the general environment, industry environment, and competitor analysis. The general environment consists of 6 segments: demographic, economic, political/legal, sociocultural, technological, and global. The industry environment is influenced by 5 competitive forces: threat of new entrants, power of suppliers, power of buyers, threat of substitutes, and rivalry among existing competitors. Firms must scan, monitor, forecast, and assess factors in the external environment to identify opportunities and threats.
Management Strategy: The Core Competence of the Corporation.
Based on Harvard Business Review with same title article written by C.K. Prahalad and Gary Hamel
This document contains a homework assignment for a Management Information Systems course. It includes 5 questions related to information systems, decision making, competitive environments, value chain analysis, and the role of HTML and email in commercial growth. It provides context and frameworks to answer each question, including definitions and examples related to decision support systems, executive information systems, marketing information systems, office automation systems, school management information systems, partnering, bargaining power of suppliers and buyers, barriers to entry, threats of substitutes, Porter's value chain model, and how HTML and email have helped organizations commercially.
Strategic Awareness: 1 Business EnvironmentPhil Goldney
This document provides an overview of several frameworks for analyzing a business's external environment and competitive landscape. It describes Porter's Five Forces framework, which examines the competitive balance of power in an industry. It also outlines PEST analysis, the industry lifecycle model, and analyses of key success factors and environmental forces. Additional models covered include Pearce & Robinson's three environments and Robins' prime forces. The document gives examples of how to apply these frameworks to industries like automotive and gaming.
A new business model is proposed to use a web-based platform to more efficiently engage physicians and complement pharmaceutical sales reps. The platform would connect the company ecosystem, including employees, physicians, projects teams, prospects, and the sales network. It would manage multi-channel engagement through live meetings, mobile apps, and online communities. The goal is to design an interactive platform for medical professionals worldwide to share knowledge, medical images, videos, and discuss cases with a large physician community. This could help support sales reps with scientific documentation, multimedia product presentations, sales best practices and training, as well as sales data and customer relationship management.
The Changing Pharma R&D Model, GDDIS Leaders Summit Ted Torphy CSO, Head, External Innovation Research Excellence, Advance Technologies Janssen R&D
A Johnson & Johnson Pharmaceutical Company
Previous Position
www.gbx.uk.com
www.gddis.com
www.gddif.com
www.wddis.com
1. The document discusses a new business model for pharmaceutical companies to more efficiently engage with physicians through growing participation chains.
2. It proposes developing an interactive web-based platform to connect a company's ecosystem of employees, physicians, projects teams, prospects, opinion leaders, and sales network.
3. The platform would allow physicians around the world to share medical knowledge, images, videos, and discuss treatments through articles, forums and other collaboration tools. It would also support sales reps and provide reliable service to physician targets.
Increased competition from generics, a growing pressure from payers to reduce costs, and a market in which a drug’s success is more closely tied to its performance are transforming the pharmaceutical and life sciences industry. As the healthcare industry transitions from treating existing illnesses to taking steps to prevent illness before it occurs. By leveraging technology and information traditional pharma business is adding value beyond the pill and emphasizing the need of strong partnerships and strategic alliances with the broader ecosystem
This is my Keynote presentation to Pharma Forum Russia, St. Petersburg, May 23rd, 2013.
It gives an outline of crucial elements in building a new market approach to different markets.
Common ways to avoid frequent gmp errorsKiran Kota
Presentation on avoiding the GMP errors with some controls and actions which are mentioned in the same which may help the industry on current trends of regulatory inspections.
Johnson & Johnson: Pharmaceutical Business Reviewinvestorrelation
The document discusses Johnson & Johnson's pharmaceutical business and strategies for growth. It notes that J&J is the 7th largest pharmaceutical company globally with $24.6 billion in pharmaceutical sales in 2008. It outlines J&J's strategies to grow its core business globally, successfully execute new product launches, build a robust pipeline, fuel growth in emerging markets, shape the external environment, and focus on its people. The document also provides an overview of the global pharmaceutical market and key dynamics.
Cross-Functional Teams: A Product Manager's NirvanaMovel
Cross-functional teams solve challenging problems faster by employing multi-disciplinary approach and delivering business value early and often. The fact that multi-disciplinary team members work on the same problem at the same time brings a number of advantages, of which speed of delivery and product quality are most important. The ability to listen and consider other viewpoints is a key to understanding tough problems and when applied properly, the results can be spectacular!
In this 60-minute session, we’re going to explore the benefits of cross-functional teams and look at how Product Managers can employ cross-functional teams to drive business value. We will look at key aspects of successful cross-functional teams such as:
How cross-functional teams maximize business value
* Alignment of business goals and return on investment
* How to assemble a cross-functional team
* Technology and the stack – no need to be an expert, but an understanding of the stack can help balance the business with the technical stories
* Driving user experience – here again, the PM is not a UI/UX designer, but someone who has the final say of the overall direction or “feel” of the product
* Diving the work among the x-functional team
* Epic and story definition when working with cross-functional teams
* Tracking progress
* How to prioritize features based on a technology stack
We’re going to look at ways to recruit and retain cross-functional talent and some of the organizational challenges that can arise as a result of this new team structure.
The audience of product managers, product owners, executives, technical managers and recruiting managers will learn what makes cross-functional teams successful, look at industry best practices and apply these strategies in their own organizations.
Indian pharmaceutical industry organisational structure & strategiesPankaj Gaurav
Strategic Implementation & control Project Report on organizational structure and strategies adopted by prominent players in Indian pharmaceutical industry
Porter’s Five-Force Model In this model, the attractiveness of an industry and a firm’s opportunities and threats are identified by analyzing five forces While the five-force model was originally developed to assess industry attractive- ness (i.e., “Is this a desirable industry in which to compete?”), in practice the model is often used to assess a specific firm’s external environment (i.e., “What factors in the firm’s external environment create threats and opportunities for the firm?”).
This document provides an overview of Porter's Five Forces model for industry and competition analysis. It explains the objectives of the model, which are to identify the factors that shape industry competition and assess the long-term attractiveness of an industry. The model examines five competitive forces: the threat of new entrants, the bargaining power of suppliers and buyers, the threat of substitute products, and the intensity of competitive rivalry. The document provides guidance on using the model, including a table to calculate the degree of power within each force. It also includes a case study applying the model to analyze competition in the industry of Apple Inc.
On competition chapter 1 the five competitive forces that shape strategyNIDA Business School
This document summarizes Michael Porter's five forces framework for industry analysis. The five competitive forces that shape strategy are: the threat of new entrants, the power of suppliers, the power of buyers, the threat of substitutes, and rivalry among existing competitors. Understanding these forces is important for strategists to understand and cope with competition in an industry. The document then outlines factors that determine the intensity of each competitive force. It notes that industry analysis should not be too narrow or broad and discusses implications of the framework for positioning a company and shaping industry structure.
THE JAPANESE TRANSFORMER INDUSTRY A CASE STUDY OF ITS COMPETITIVENESSijcsit
Transformers are one type of magnetic component used in relevant structures like power Switch supplies. Transformers are the necessary parts in all products involving electricity, for the alteration of current voltage during the processes of power generation, transformation, transmission and distribution .Relevant discussions in Japan concerning transformers have centered on power industries and power systems. Transformers for household and business use are mostly categorized under electronics-related industry, one of the ten major consumer electronics industries (most of the mare middle and small-sized firms).Relevant literatures primarily focus on the study of related technology, with little attention paid to the competitive edge and future prospects of transformer-related industries. Case studies indicate that Japanese enterprises are disappointed with the governmental efforts and assistance directed to the improvement of existing technologies. As the executive director of one of the transformer associations in Japan pointed out, no advancement has been shown in this technology for nearly the last 20years.Most companies can improve themselves only in reaction to errors; the lack of specialized knowledge derived from research strongly decreases the industry's progressive power and postpones its development. Japan has lagged considerably behind Europe and the US in this aspect. The transformer companies in Japan will have great difficulty in cultural and language communication if they invest in foreign countries. In this study, experts and scholars in the fields of industry, government and academia are interviewed. Questionnaires are issued to the object companies and a comparative case study is conducted to analyze the influencing factors on the competitive edge and strategies in Japan in the hope that an effective reference for improving industrial competitiveness can be available for the government and the companies
Business markets differ from consumer markets and are influenced by various factors. They have many participants who play different roles in a buying process with 8 stages. Marketers must target their efforts by understanding the decision makers and evaluation criteria. Buyer-supplier relationships and opportunism can impact business processes, while institutions and governments are also potential business markets.
This document provides an overview of industry and company analysis. It discusses analyzing industries based on their lifecycle stage, characteristics like demand trends, competitive forces, and government regulations. Company analysis involves evaluating financial statements like the balance sheet and income statement to calculate key ratios regarding liquidity, profitability, leverage, and efficiency. Other factors like market share, capacity, and order book position also impact company performance. Risk assessment examines the degrees of operating and financial leverage to understand variability in profits from changes in sales.
The document provides an overview of operational risk for practitioners. It defines operational risk and outlines a framework called the "Operational Risk Triptych" to systematically approach operational risk. The framework includes examining an organization's timeline, business value chain, capabilities, and external factors, as well as improving risk-based decision making processes. It also discusses tools for assessing culture of risks and creating an operational risk balanced scorecard.
V47 Ch7 Business Markets Batisan RonaldoRon Batisan
This chapter discusses analyzing business markets. It outlines that organizational buying involves establishing need, identifying, evaluating, and choosing suppliers. Business markets have fewer and larger buyers than consumer markets, and closer supplier-customer relationships. There are three types of buying situations: straight rebuy, modified rebuy, and new task. The chapter also describes the various participants in the business buying process and the stages of the buying process. It notes that closer relationships between suppliers and customers are being explored through approaches like supply chain management and purchasing alliances. Business marketers must form strong bonds with customers and provide added value, while also managing risks and opportunism. The chapter concludes with a brief description of institutional and government markets.
The document discusses strategic capabilities for organizations. It defines strategic capabilities as the resources and competencies needed for an organization to survive and prosper. It outlines different types of resources, competencies, and core competencies. It also discusses how strategic capabilities can provide competitive advantage if they are valuable, rare, inimitable, and non-substitutable. Managers can develop strategic capabilities through activities like value chain analysis, benchmarking, and SWOT analysis.
Strategy Ppt External Env[1].C2.Hitt,Ireland&HokkisonAurnob Roy
This document summarizes key concepts from Chapter 2 of the textbook "Strategic Management: Concepts and Cases". It discusses analyzing a firm's external environment, including the general environment, industry environment, and competitor analysis. The general environment consists of 6 segments: demographic, economic, political/legal, sociocultural, technological, and global. The industry environment is influenced by 5 competitive forces: threat of new entrants, power of suppliers, power of buyers, threat of substitutes, and rivalry among existing competitors. Firms must scan, monitor, forecast, and assess factors in the external environment to identify opportunities and threats.
Management Strategy: The Core Competence of the Corporation.
Based on Harvard Business Review with same title article written by C.K. Prahalad and Gary Hamel
This document contains a homework assignment for a Management Information Systems course. It includes 5 questions related to information systems, decision making, competitive environments, value chain analysis, and the role of HTML and email in commercial growth. It provides context and frameworks to answer each question, including definitions and examples related to decision support systems, executive information systems, marketing information systems, office automation systems, school management information systems, partnering, bargaining power of suppliers and buyers, barriers to entry, threats of substitutes, Porter's value chain model, and how HTML and email have helped organizations commercially.
Strategic Awareness: 1 Business EnvironmentPhil Goldney
This document provides an overview of several frameworks for analyzing a business's external environment and competitive landscape. It describes Porter's Five Forces framework, which examines the competitive balance of power in an industry. It also outlines PEST analysis, the industry lifecycle model, and analyses of key success factors and environmental forces. Additional models covered include Pearce & Robinson's three environments and Robins' prime forces. The document gives examples of how to apply these frameworks to industries like automotive and gaming.
A new business model is proposed to use a web-based platform to more efficiently engage physicians and complement pharmaceutical sales reps. The platform would connect the company ecosystem, including employees, physicians, projects teams, prospects, and the sales network. It would manage multi-channel engagement through live meetings, mobile apps, and online communities. The goal is to design an interactive platform for medical professionals worldwide to share knowledge, medical images, videos, and discuss cases with a large physician community. This could help support sales reps with scientific documentation, multimedia product presentations, sales best practices and training, as well as sales data and customer relationship management.
The Changing Pharma R&D Model, GDDIS Leaders Summit Ted Torphy CSO, Head, External Innovation Research Excellence, Advance Technologies Janssen R&D
A Johnson & Johnson Pharmaceutical Company
Previous Position
www.gbx.uk.com
www.gddis.com
www.gddif.com
www.wddis.com
1. The document discusses a new business model for pharmaceutical companies to more efficiently engage with physicians through growing participation chains.
2. It proposes developing an interactive web-based platform to connect a company's ecosystem of employees, physicians, projects teams, prospects, opinion leaders, and sales network.
3. The platform would allow physicians around the world to share medical knowledge, images, videos, and discuss treatments through articles, forums and other collaboration tools. It would also support sales reps and provide reliable service to physician targets.
Increased competition from generics, a growing pressure from payers to reduce costs, and a market in which a drug’s success is more closely tied to its performance are transforming the pharmaceutical and life sciences industry. As the healthcare industry transitions from treating existing illnesses to taking steps to prevent illness before it occurs. By leveraging technology and information traditional pharma business is adding value beyond the pill and emphasizing the need of strong partnerships and strategic alliances with the broader ecosystem
This is my Keynote presentation to Pharma Forum Russia, St. Petersburg, May 23rd, 2013.
It gives an outline of crucial elements in building a new market approach to different markets.
Common ways to avoid frequent gmp errorsKiran Kota
Presentation on avoiding the GMP errors with some controls and actions which are mentioned in the same which may help the industry on current trends of regulatory inspections.
Johnson & Johnson: Pharmaceutical Business Reviewinvestorrelation
The document discusses Johnson & Johnson's pharmaceutical business and strategies for growth. It notes that J&J is the 7th largest pharmaceutical company globally with $24.6 billion in pharmaceutical sales in 2008. It outlines J&J's strategies to grow its core business globally, successfully execute new product launches, build a robust pipeline, fuel growth in emerging markets, shape the external environment, and focus on its people. The document also provides an overview of the global pharmaceutical market and key dynamics.
Cross-Functional Teams: A Product Manager's NirvanaMovel
Cross-functional teams solve challenging problems faster by employing multi-disciplinary approach and delivering business value early and often. The fact that multi-disciplinary team members work on the same problem at the same time brings a number of advantages, of which speed of delivery and product quality are most important. The ability to listen and consider other viewpoints is a key to understanding tough problems and when applied properly, the results can be spectacular!
In this 60-minute session, we’re going to explore the benefits of cross-functional teams and look at how Product Managers can employ cross-functional teams to drive business value. We will look at key aspects of successful cross-functional teams such as:
How cross-functional teams maximize business value
* Alignment of business goals and return on investment
* How to assemble a cross-functional team
* Technology and the stack – no need to be an expert, but an understanding of the stack can help balance the business with the technical stories
* Driving user experience – here again, the PM is not a UI/UX designer, but someone who has the final say of the overall direction or “feel” of the product
* Diving the work among the x-functional team
* Epic and story definition when working with cross-functional teams
* Tracking progress
* How to prioritize features based on a technology stack
We’re going to look at ways to recruit and retain cross-functional talent and some of the organizational challenges that can arise as a result of this new team structure.
The audience of product managers, product owners, executives, technical managers and recruiting managers will learn what makes cross-functional teams successful, look at industry best practices and apply these strategies in their own organizations.
Indian pharmaceutical industry organisational structure & strategiesPankaj Gaurav
Strategic Implementation & control Project Report on organizational structure and strategies adopted by prominent players in Indian pharmaceutical industry
The document discusses various business models in the life science industry. It describes models such as the fully integrated pharma company, virtually integrated pharma company, research model, platform model, no research development only model, re-indication/recovery model, combination drugs model, and drug delivery model. Each model is defined by its value proposition, value chain structure, and revenue generation approach. The document provides examples of companies that have utilized each business model.
The document discusses organizational strategies and structures. It defines strategy and lists the types as functional level, business level, corporate level, and global expansion. It then examines the "how's" of strategy and describes functional level strategies and their corresponding structures with different emphases on manufacturing, sales, or R&D. Business level and corporate level strategies are also outlined along with global strategies and their associated structures. Finally, it lists factors like the organizational environment, strategy, technology, and human resources that affect organizational structure.
Dear all,
I have tried putting down my view-points on benefits of Project Management system in Pharmaceutical Industry...
Please let me know what do you think.
Regards,
Megha Thakkar
Pharmacy is the science and practice of preparing and dispensing drugs. The name is derived from the Greek word for drug, "pharmakon". Pharmacy began in Australia with the supply of medicines by military surgeons and traders in the 1820s. The first pharmacy was established in 1825 in Launceston. Formal separation of medicine and pharmacy occurred in 1908 with the Pharmacy Act. Most early medicines were natural compound mixtures until the 1900s when manufactured drugs like aspirin and phenacetin emerged. The development of antibiotics and antipsychotics in the 1940s-50s revolutionized drug treatment. Pharmacy education moved to the University of Tasmania in 1978 where it is now ranked highly.
The pharmaceutical industry is classified into drug discovery and manufacturing groups. Drug discovery involves the research and development of new drug molecules and takes 3-6 years at a cost of $0.5-1 million. Manufacturing produces active pharmaceutical ingredients, generics, and biologics through production, quality control, and other departments. Leaders in research and development are usually PhDs while manufacturing roles require degrees in fields like chemistry, pharmacy, and biotechnology.
Ersnt & Young Pharma 3.0 Business Model Zaki Sellam
Pharma companies are transforming their business models from Pharma 1.0 focused on blockbuster drugs, to Pharma 2.0 with diversified drug portfolios, and now to Pharma 3.0 centered around delivering healthy outcomes. This transformation is being driven by factors like healthcare reform, consumerism, and the need to prove value. Pharma 3.0 requires non-traditional collaborations across different industries in the healthy outcomes ecosystem, including providers, IT companies, social media platforms, and more, to achieve the goal of improving patient health.
The global sales of medicines reached $942 billion in 2011, a 5.1% increase from the previous year. This total is expected to reach $1.5 trillion by 2020 due to population growth and an aging population. However, the pharmaceutical industry faces issues such as losing $148 billion annually from 2012-2018 due to drugs going off patent and rising research and development costs of $800 million to $4 billion to bring a new drug to market. The Indian pharmaceutical industry has grown substantially over the past few decades but faces threats from increasing regulation and low-cost competition from other countries.
The document provides an overview of LinkedIn and tips for using the professional networking platform. It discusses why LinkedIn is a useful tool, its key features for personal, professional, and marketing uses. These include building profiles, finding jobs, recruiting employees, advertising and generating leads. Best practices are outlined such as optimizing profiles with relevant keywords, engaging with groups, and keeping ads concise. The presentation aims to help users maximize their LinkedIn experience.
Technology Transfer in Pharma Industry, Technology Transfer in Pharmaceutical Industry, Pharmaceutical Technology Transfer, Pharma Tech Transfer, Naseeb basha, Pharmaceutical Tech Transfer, Naseeb basha Technology Transfer in Pharma Industry, Naseeb basha Pharmaceutical Technology Transfer
Presentation on data integrity in Pharmaceutical IndustrySathish Vemula
Presentation on data integrity in Pharmaceutical Industry
Contents:
- Definition & Basics
- Criteria for integrity of laboratory data
- Regulatory Requirements
- Barriers to Complete Data
- Possible data integrity problems
- Previous observations
- FDA Warning Letters – 2013
- FDA Warning Letters – 2014
- FDA 483’s related to data integrity
- EU – Non compliance Reports
- WHO - Notice of Concern
- Summary of Data Integrity issues
- Consequences- Rebuilding Trust
- Conclusion
This document introduces the St. Gallen Business Model Navigator methodology for innovating business models. It discusses how most companies fail to adapt their business models to changing environments, using examples like Kodak. The methodology is based on the idea that most new business models recombinate existing ideas and concepts.
It describes a 4-dimensional framework for analyzing business models involving the customer, value proposition, activities/resources, and financial model. The methodology involves 3 steps: 1) Analyzing the current business model 2) Generating new ideas by recombining 55 identified business model patterns 3) Evaluating and selecting new business model concepts. The methodology was tested successfully with several large companies and aims to help firms innovate their business models
This document provides an overview of the St. Gallen Business Model Navigator methodology for innovating business models. It discusses how most new business models are recombinations of existing ideas and components, and that innovating a business model is challenging due to mental barriers around existing industry logic.
The methodology is a 3-step process: 1) Initiate by analyzing the current business model and opportunities/threats, 2) Ideate using "pattern cards" representing 55 existing successful business model patterns to spur new ideas, 3) Implement the most promising ideas. The methodology was developed based on research of 250 business models and applied successfully in workshops with various companies.
This document discusses the concept of "minimum viable transformations", which are lightly constructed versions of potential new business models that companies test to learn about risks and uncertainties. It provides examples of companies like Intuit that have successfully transformed their business models by applying principles from startup culture, such as building minimum viable products. The key points made are: 1) Companies are increasingly pursuing business model innovation to keep up with changing market conditions. 2) Transforming business models at scale is risky, so testing prototypes first can provide valuable learning. 3) Intuit transformed to a software-as-a-service model by "acting small" and applying minimum viable product thinking. 4) Minimum viable transformations allow companies to learn fast by failing small in a controlled
BUS305 BUSINESS MODEL DESIGN AND IMPLEMENTATIONImplementin.docxbartholomeocoombs
The document provides an overview of a course on implementing business model innovation in new ventures. It discusses key challenges new ventures face, including startup risks, business model implementation barriers, and overcoming those barriers. Specifically, it covers:
- Startup risks like demand risks, supply risks, competition risks, capital market risks, and environmental risks.
- Business model implementation challenges for new ventures like complexity, organizational inertia, lack of business model knowledge, lack of leadership, and lack of agreement on the business model.
- Barriers specifically related to the business model, like complexity due to interdependencies, lack of business model know-how, lack of leadership, and confusion about the right model.
- Appro
Chief Transformation Officer
The Chief Transformation Officer (CTO) is an organizational position that is gaining recognition within many organizations. The CTO is a relatively new type of leadership role that will be explored in this paper.
In your paper:
· Define the role and function of the Chief Transformation Officer.
· Explain how a CTO can help an organization with change initiatives.
· Explain what some of the disadvantages or limitations of the CTO position are.
· Describe how an organization’s utilization of a CTO is different than the “Changing from the Middle” approach (mentioned in Chapter 12 of the course textbook).
Your paper should be three to four pages in length (excluding the title and reference pages). Your paper must be formatted according to APA style as outlined in the Writing Center, and it must include in-text citations and references for at least two scholarly sources from the University of Arizona Global Campus Library, in addition to the course text.Required Resources
Text
Palmer, I., Dunford, R., & Buchanan, D. (2022). Managing organizational change: A multiple perspectives approach (4th ed.). McGraw-Hill Education.
· Chapter 7: Change Communication Strategies
· Chapter 12: The Effective Change Manager: What Does It Take?
Recommended Resources
Article
Pedulla, D. (2020, May 12). Diversity and inclusion efforts that really work (Links to an external site.). Harvard Business Review. https://hbr.org/2020/05/diversity-and-inclusion-efforts-that-really-work
· This article discusses how organizations can approach diversity and inclusion change initiatives.
Accessibility Statement does not exist.
Privacy Policy (Links to an external site.)
Multimedia
TED. (Producer). (2009, July). Itay Talgam: Lead like the great conductors (Links to an external site.) [Video file]. Retrieved from http://www.ted.com/talks/itay_talgam_lead_like_the_great_conductors.html
· This video takes a creative look at communication and the leader’s skills and abilities to develop harmony within an organization.
BR
NOVEMBER-DECEMBER 1996
I. Operational Effectiveness Is Not Strategy
What Is Strategy r
For almost tv̂ fo decades, managers have been
learning to play by a new set of rules. Companies
must be flexible to respond rapidly to compet-
itive and market changes. They must benchmark
continuously to
achieve best prac-
tice. They must
outsource aggres-
sively to gain ef-
ficiencies. And
they must nur-
ture a few core eompetencies in the by Michael
race to stay ahead of rivals.
Positioning-once the heart of strategy-is reject- !
ed as too static for today's dynamic markets and
changing technologies. According to the new dog-
ma, rivals can quickly copy any market position,
and competitive advantage is, at hest, temporary.
But those beliefs are dangerous half-truths, and
they are leading more and more companies down
the path of mutually destructive competition.
True, some barriers to competition are falling as
regulation eases and markets ...
This document provides information about getting solved assignments from professionals and contact details. It also includes 3 questions related to strategic management concepts. Question 1 defines strategic management and asks to discuss 3 major challenges and how one specifically impacted Nokia. Question 2 discusses corporate parenting strategy and analytical steps for developing such a strategy, comparing it to portfolio strategy. Question 3 discusses the differences between capabilities, competencies and distinctive competencies, and the 4 questions of the VRIO framework as applied to GE's management development competency.
Ldb Plan Your Future_Principato ibm-business-model-innovationlaboratoridalbasso
The document discusses business model innovation and its importance for gaining competitive advantage. It summarizes findings from IBM's Global CEO Study 2006, which found that CEOs are increasingly focusing on business model innovation in addition to traditional types of innovation. Two-thirds of CEOs expect major changes that will require fundamental business changes. Business model innovation offers benefits like operating margin growth, cost reduction, and strategic flexibility. As technology executives, CIOs can play a key role in enabling business model innovation through approaches like deepening their understanding of business processes via componentization, innovating the IT business model, and implementing a flexible infrastructure.
OVERVIEW Business model innovation is often the key to capturing .docxhoney690131
OVERVIEW: Business model innovation is often the key to capturing value from innovation within corporations. Developing and implementing new business models in practice, however, is difficult and fraught with risk. This paper discusses a systematic approach to developing new business models and identifies concrete steps to reduce the risks associated with them. It draws on literature on elements of the process as well as experience developing and implementing new business models at Goodyear.
FEATURE ARTICLE
KEYWORDS: Business model innovation; Adoption risks; Co-innovation risks; Business model canvas
Business model innovation has gained increased attention over the last five years, driven in large part by the tremendous returns generated by companies that have developed new business models--Netflix, Dell, and the Apple iTunes store are the most frequently noted examples. The term itself, however, has been only vaguely defined. Keeley and coauthors (2013), for example, characterize business model innovation by the number of attributes of a business that are changed, while Osterwalder and Pigneur (2010) define a business model in terms of a completed canvas. The vagueness of these representations makes it hard to study (or even to discuss) the process of developing a successful business model to harvest value from innovation.
The concept of the business model is actually simple: the business model is the means by which a firm creates and sustains margins or growth. The business model, defined in this way, is inherently embedded in a firm's competitive environment: the ability to create margins and growth is dependent on what competitors are doing to create margins and growth for themselves. The business model is not simply the means by which a firm creates and captures customer value. Focusing on creating customer value without regard to competitive advantage will leave a firm vulnerable to both margin erosion and anemic growth. Because the competitive environment is forever changing, business models require constant vigilance; they must be adapted and strengthened over time as the competitive environment evolves.
Business model innovation, in this context, is any innovation that creates a new market or disrupts the competitive advantage of key competitors. Business model innovation is confused in many discussions with building new capabilities (for instance, a new channel). This may or may not be business model innovation: while business model innovation may require new capabilities, new capabilities will constitute business model innovation only when they significantly disrupt the competitive dynamics of an industry. A few common examples of business model innovation make this distinction clear:
* Dell: Dell disrupted the cost structure of the personal computer industry with its build-to-order model by eliminating the costs of retail outlets, which radically reduced working capital, enabled customization of orders, and (riding Moore's law) .
That is a PPT presentation used for a lesson about the Business Model Innovation.
The class was held in December 2014 as a part of the larger course "General Management" at the University of Rome Tor Vergata.
Main contents are: business modeling, business model innovation, blue ocean strategy, BMI as a set od key decision.
Creating a sustainable competitive advantage in the age of convergenceMatt Mayberry
Organizational agility and material sustainability will be critical strategic capabilities for companies to avoid being sidelined in today's converging world of business, technology, and sustainability. Simulations can promote the development of these capabilities by creating a safe environment for accelerated learning and practice of skills like collaboration, change leadership, and agile execution. Carefully designed simulation programs that are integrated with talent development can drive financial performance by translating accelerated learning in virtual environments to real-world competitive advantages.
The document discusses business models and their dynamics. It defines a business model as how a company creates and captures value. It also describes different types of business models like integrated, orchestrator, layer player and market maker models. The document emphasizes that business models need to evolve over time in response to changes in competition and conditions to remain competitive. It suggests the orchestrator model may have the greatest long-term potential due to its ability to generate high revenue while managing risk.
Business environmennt ppt ammuhari creationsammuhariharan
This document defines business environment and discusses its key features and importance. It states that business environment includes all internal and external factors that influence a company's operations, such as employees, customers, management, and regulations. It also notes that the business environment is the total of external forces outside a company's control that affect its functioning, and that the environment is dynamic and varies between locations.
OVERVIEW Business model innovation is often the key to capturing .docxaman341480
OVERVIEW: Business model innovation is often the key to capturing value from innovation within corporations. Developing and implementing new business models in practice, however, is difficult and fraught with risk. This paper discusses a systematic approach to developing new business models and identifies concrete steps to reduce the risks associated with them. It draws on literature on elements of the process as well as experience developing and implementing new business models at Goodyear.
FEATURE ARTICLE
A systematic approach to business model innovation can help capture value and reduce risks
KEYWORDS: Business model innovation; Adoption risks; Co-innovation risks; Business model canvas
Business model innovation has gained increased attention over the last five years, driven in large part by the tremendous returns generated by companies that have developed new business models--Netflix, Dell, and the Apple iTunes store are the most frequently noted examples. The term itself, however, has been only vaguely defined. Keeley and coauthors (2013), for example, characterize business model innovation by the number of attributes of a business that are changed, while Osterwalder and Pigneur (2010) define a business model in terms of a completed canvas. The vagueness of these representations makes it hard to study (or even to discuss) the process of developing a successful business model to harvest value from innovation.
The concept of the business model is actually simple: the business model is the means by which a firm creates and sustains margins or growth. The business model, defined in this way, is inherently embedded in a firm's competitive environment: the ability to create margins and growth is dependent on what competitors are doing to create margins and growth for themselves. The business model is not simply the means by which a firm creates and captures customer value. Focusing on creating customer value without regard to competitive advantage will leave a firm vulnerable to both margin erosion and anemic growth. Because the competitive environment is forever changing, business models require constant vigilance; they must be adapted and strengthened over time as the competitive environment evolves.
Business model innovation, in this context, is any innovation that creates a new market or disrupts the competitive advantage of key competitors. Business model innovation is confused in many discussions with building new capabilities (for instance, a new channel). This may or may not be business model innovation: while business model innovation may require new capabilities, new capabilities will constitute business model innovation only when they significantly disrupt the competitive dynamics of an industry. A few common examples of business model innovation make this distinction clear:
* Dell: Dell disrupted the cost structure of the personal computer industry with its build-to-order model by eliminating the costs of retail outlets, which rad.
Cisco Systems was established in 1984 and designs, manufactures, and sells networking tools and products based on internet protocol. Its core competencies include expertise in networking technologies and ability to enter new markets. Walmart's core competencies that provide it competitive advantages are its culture of low prices, efficient operations and supply chain management, and ability to expand internationally. Nursing core competencies outlined by accrediting organizations include communication, leadership, professionalism, and lifelong learning which are important for ensuring quality care.
The document discusses key aspects of business environment including definitions, features, importance, and objectives. It defines business environment as all internal and external factors that affect a company's operations. Some key features mentioned are that the environment is beyond a company's control, dynamic in nature, and varies in different places. Understanding the environment helps companies with image building, meeting competition, and identifying strengths and weaknesses. The document also discusses economic, human, and common objectives of businesses.
Focus group industry challenges for prospective sellers (Repaired)Brett Watkins
The document discusses rapid changes happening in the focus group facility industry. Some key challenges include half of similar companies closing since 2007, increased competition, commoditization, and new technologies competing with traditional in-person qualitative research. The industry is consolidating, with larger networks offering discounts and administrative advantages. independently owned facilities struggle to keep up technologically and financially. The conclusions are that further industry consolidation is inevitable, the longevity of focus group facilities is uncertain, and independently owned facilities face declining profits and multiples too low for viable exits.
Competitive StrategyDr. Laura WhitcombBUS 4970Spring.docxdonnajames55
Competitive Strategy
Dr. Laura Whitcomb
BUS 4970
Spring 2017
Strategic Management Definition
= The process whereby managers establish an organization’s long-term direction. This involves:
1) Setting Mission & Goals
2) Strategy Formation
--internal capabilities
--external environment
--selection of strategy
3) Strategy Implementation
4) Strategy Evaluation
How to Analyze a CaseMission/Vision & ObjectivesCurrent StrategyIndustry AnalysisS.W.O.T. AnalysisRecommendations
MISSION Defined
Answers the question “What business are we in?” or “Why do we exist?”
--Customer Needs: What is being satisfied?
--Customer Groups: Who is being satisfied?
--Distinctive Competencies: How are customer needs being satisfied?
Pepsico vs. Coke?To be the world's premier consumer products company focused on convenient foods and beverages. To Refresh the World...in body, mind, and spirit. To Inspire Moments of Optimism... through our brands and our actions. To Create Value and Make a Difference... everywhere we engage.
Vision StatementsFuture-oriented; transformativeMission = what is; vision = what will beCompanies may have mission or vision or bothMission and/or vision often accompanied by statement of company values
Vision Statements
NASA:
Reach for new heights & reveal the unknown for the benefit of humankind
Star Trek:
To boldly go where no one has gone before
GOALS
= a desired future state that a company attempts to realize.
Should be:
- precise & measurable
- addressing important issues
- challenging but realistic
- set for a specific time period
- consistent with each other
Weighting Factors: What to Avoid
Types of GoalsFinancialProfitabilityRevenue growthLong-term shareholder valueCustomerProduct/service attributes; relationship; imageInternal ProcessOperations, customers, innovationCorporate social responsibilityLearning & growthHuman, information, & organization resources
Levels of Strategy & Organization StructureCorporate Strategy
------>Corporate Head OfficeCompetitive (Business-level) Strategy
------>Business DivisionsFunctional Strategy
------>R&D, HR, Finance, Operations, Marketing/Sales
Porter’s Generic Competitive Strategies
Purpose: achieve above-average long-run ROI for your industry.Competitive AdvantageCost LeadershipDifferentiationCompetitive ScopeBroad TargetNarrow Target (Focus/Niche)
Porter’s Generic Competitive Strategies
Competitive Advantage/
ScopeLower Cost
Differentiation
Broad Target
Cost Leadership
Differentiation
Narrow Target
Cost Focus
Focused Differentiation
Dolce & Gabbana
Industry Analysis:
Porter’s 5 Competitive Forces
Purpose: understand why some industries have higher profit margins & what factors can change long-run industry profitability.Risk of New EntryRivalry Among Established FirmsBargaining Power of BuyersBargaining Power of SuppliersThreat of Substitute Products
ENTRY
BarriersBrand LoyaltyAbsolute Cost Advantagespatentsaccess to raw materialssuperior produc.
Seven Ways Traditional Companies Can Succeed with Disruptive InnovationCognizant
Established companies often struggle to develop and launch break-out ideas. Here are the essential capabilities for participating in the next billion-dollar growth market, including the potential of establishing a separate innovation track.
Similar to BUSINESS MODEL INNOVATION IN THE PHARMA INDUSTRY: MANAGERIAL CHALLENGES (20)
Thomas Hall, Senior Vice President of People & Communication at COWI, presented on how the company is closing the skills gap in engineering. COWI has approximately 6,400 employees across 25 countries and works on 13,000 projects annually. Future trends like urbanization, digitalization, and sustainability are increasing project complexity and size. By 2025, Denmark will lack 10,000 engineers. COWI's five-step approach to closing this gap includes innovation, cross-border collaboration, collaboration with universities, strong leadership and talent development, and building a strong brand as an employer.
1. Customers have an unsystematic gaze pattern and many packages cannot catch their visual attention. Visual attention is drawn to designs that are easy to understand.
2. Familiarity and ease of understanding extend visual attention, with packaging design potentially also playing an important role. Customers prefer easy choices that are optimally placed.
3. Testing of packaging redesigns found significant correlations between visual attention/memory and authenticity/memory, suggesting redesigns that attract more visual attention and appear more authentic are better remembered.
This document provides an agenda for an event on new frontiers of innovation. It introduces the event moderator Wolfgang Sofka and lists the scheduled speakers: Francesco Di Lorenzo, Jesper Glad, and Michael J. Mol. The event will include a panel discussion on bridging business and academic research on topics like new ways of organizing innovation searches and Denmark's position in technology markets.
A presentation at The 2015 Copenhagen Business School Symposium on High-Frequency Trading. Robert Almgren, President and Head of Research at Quantitative Brokers (New York)
A presentation at The 2015 Copenhagen Business School Symposium on High-Frequency Trading. Björn Hagströmer, Associate Professor in Finance at Stockholm Business School, Stockholm University
This document discusses high frequency trading (HFT) and its impact on market structure. It begins by explaining that HFT has emerged due to technological progress and regulatory changes. It then defines HFT and differentiates it from other types of automated trading. The document notes that while there is no standardized definition, HFT is generally characterized by using computer algorithms to conduct arbitrage trading with no overnight positions. It also discusses how HFT has led to fragmented liquidity and better price discovery. The rest of the document outlines some of the effects of HFT, such as smaller orders and trades, and more messages and activity. It proposes different approaches for regulating HFT and describes some of the measures taken by Nasdaq Nordic to
A session at the CBS Competitiveness Day 2015 - This presentation will give an overview of how service business models can provide opportunities for driving competitiveness of Danish industry. The presentation is based on the ongoing applied research project 'Driving Competitiveness through Servitization’ which is supported by The Danish Industry Foundation. The project focuses on service strategies of manufacturers and is carried out in collaboration with a number of Danish companies.
A session at the CBS Competitiveness Day 2015 and a part of the Smart Solutions for Innovative Cities Conference, organized by the Innovation Centre Denmark.
A session at the CBS Competitiveness Day 2015 - Profitabel top- og bundlinjevækst står øverst på de fleste virksomheders agenda – og det er oplagt at starte med at indhøste restpotentialerne blandt virksomhedernes nuværende kunder. Udfordringen for mange virksomheder er dog, at de mangler viden om, hvor restpotentialer skal findes, så man kan prioritere og målrette salgsindsatsen derefter. Denne session præsenterer et værktøj der kan sikre virksomhederne et sådant indblik i på kunde- og produktniveau og gennemgår de resultater, der er opnået fra pilotimplementeringerne.
A session at the CBS Competitiveness Day 2015 - The session launches the new book. The authors introduce the key tools from the book, offer an overview of the customer challenge and how to master it.
A session at the CBS Competitiveness Day 2015 - Professor Louise Mors will present initial findings from a study on board dynamics collaborating with Margarethe Wiersema (Professor at UC Irvine). The study will draw on initial interviews conducted with board members in Denmark, Norway and the US aiming to reach a better understanding of the structure and interactions on boards; especially with an interest in how or if female board members have an influence on these dynamics.
How to Fix the Import Error in the Odoo 17Celine George
An import error occurs when a program fails to import a module or library, disrupting its execution. In languages like Python, this issue arises when the specified module cannot be found or accessed, hindering the program's functionality. Resolving import errors is crucial for maintaining smooth software operation and uninterrupted development processes.
বাংলাদেশের অর্থনৈতিক সমীক্ষা ২০২৪ [Bangladesh Economic Review 2024 Bangla.pdf] কম্পিউটার , ট্যাব ও স্মার্ট ফোন ভার্সন সহ সম্পূর্ণ বাংলা ই-বুক বা pdf বই " সুচিপত্র ...বুকমার্ক মেনু 🔖 ও হাইপার লিংক মেনু 📝👆 যুক্ত ..
আমাদের সবার জন্য খুব খুব গুরুত্বপূর্ণ একটি বই ..বিসিএস, ব্যাংক, ইউনিভার্সিটি ভর্তি ও যে কোন প্রতিযোগিতা মূলক পরীক্ষার জন্য এর খুব ইম্পরট্যান্ট একটি বিষয় ...তাছাড়া বাংলাদেশের সাম্প্রতিক যে কোন ডাটা বা তথ্য এই বইতে পাবেন ...
তাই একজন নাগরিক হিসাবে এই তথ্য গুলো আপনার জানা প্রয়োজন ...।
বিসিএস ও ব্যাংক এর লিখিত পরীক্ষা ...+এছাড়া মাধ্যমিক ও উচ্চমাধ্যমিকের স্টুডেন্টদের জন্য অনেক কাজে আসবে ...
Introduction to AI for Nonprofits with Tapp NetworkTechSoup
Dive into the world of AI! Experts Jon Hill and Tareq Monaur will guide you through AI's role in enhancing nonprofit websites and basic marketing strategies, making it easy to understand and apply.
How to Build a Module in Odoo 17 Using the Scaffold MethodCeline George
Odoo provides an option for creating a module by using a single line command. By using this command the user can make a whole structure of a module. It is very easy for a beginner to make a module. There is no need to make each file manually. This slide will show how to create a module using the scaffold method.
This slide is special for master students (MIBS & MIFB) in UUM. Also useful for readers who are interested in the topic of contemporary Islamic banking.
Physiology and chemistry of skin and pigmentation, hairs, scalp, lips and nail, Cleansing cream, Lotions, Face powders, Face packs, Lipsticks, Bath products, soaps and baby product,
Preparation and standardization of the following : Tonic, Bleaches, Dentifrices and Mouth washes & Tooth Pastes, Cosmetics for Nails.
A workshop hosted by the South African Journal of Science aimed at postgraduate students and early career researchers with little or no experience in writing and publishing journal articles.
हिंदी वर्णमाला पीपीटी, hindi alphabet PPT presentation, hindi varnamala PPT, Hindi Varnamala pdf, हिंदी स्वर, हिंदी व्यंजन, sikhiye hindi varnmala, dr. mulla adam ali, hindi language and literature, hindi alphabet with drawing, hindi alphabet pdf, hindi varnamala for childrens, hindi language, hindi varnamala practice for kids, https://www.drmullaadamali.com
Assessment and Planning in Educational technology.pptxKavitha Krishnan
In an education system, it is understood that assessment is only for the students, but on the other hand, the Assessment of teachers is also an important aspect of the education system that ensures teachers are providing high-quality instruction to students. The assessment process can be used to provide feedback and support for professional development, to inform decisions about teacher retention or promotion, or to evaluate teacher effectiveness for accountability purposes.
it describes the bony anatomy including the femoral head , acetabulum, labrum . also discusses the capsule , ligaments . muscle that act on the hip joint and the range of motion are outlined. factors affecting hip joint stability and weight transmission through the joint are summarized.
Executive Directors Chat Leveraging AI for Diversity, Equity, and InclusionTechSoup
Let’s explore the intersection of technology and equity in the final session of our DEI series. Discover how AI tools, like ChatGPT, can be used to support and enhance your nonprofit's DEI initiatives. Participants will gain insights into practical AI applications and get tips for leveraging technology to advance their DEI goals.
2. The basic value
propositon
(”What?”).
The market-segment
(”Who?”).
The structure of the
value chain that
realizes the relevant
value proposition
(”How?”).
Value
appropriation
mechanisms (”How
much”?).
3. A business model innovation is a change of
[value propositions, market segments, value
chain elements, value appropriation
mechanisms] that is new to the industry.
Modular (the Kindle businesss model) vs
systemic (Lego’s turnaround).
Radical (Kindle) vs incremental (Lego).
4. BMIs are prompted by drivers that are internal
and external to the industry.
BMIs are embedded in organizational /
administrative structures … that may have to
change.
5. BMI DRIVERS IN THE PHARMA INDUSTRY
The ”payment challenge”, i.e., increased
demands that companies demonstrate
therapeutic/cost advantages of their
products.
Slide 5
More stringent regulatory environment
(approval success rates have been going
down since the early 1990s).
6. BMI DRIVERS – CONT’D
The ”patent cliff”, i.e., the loss of
patent protection on many
blockbusters.
Many of the ”new” technologies
(high-throughput screening,
combinatorial chemistry,
pharmacogenomics, proteomics,
metabolomics .. ) may not (yet)
have lived up to promises.
Slide 6
7. BMI DRIVERS – CONT’D
New potential/actual entrants
with strong downstream asset
bases, e.g., Nestlé, Google,
Apple, Walmart …
End users increasingly active
and critical.
Slide 7
8. BUSINESS MODEL INNOVATION / CHANGE
Blurring boundaries:
Increased use of contract research
organizations and other service providers.
Former ”core areas” increasingly
outsourced
Discovery chemistry, manufacturing, data
management .
Or, pooled with other pharma players in JVs
(e.g., Johnson & Johnson, Lilly, Merck, Novartis,
and Pfizer setting up Enlight Biosciences).
Patient-centricity / ”servitization”.
Slide 8
9. MANAGERIAL CHALLENGES OF BMI
The soft underbelly of the BM/BMI literature.
BMI: a major organizational change process.
So far, questions rather than answers.
Major HECTOR research theme.
Slide 9
10. HUMAN RESOURCES CHALLENGES
Some human capital will be relatively
less important.
Hiring and training new human capital,
e.g.
employees specialized in market-access;
increased need for hybrid profiles, i.e.,
both a science and business background.
Power and legitimacy issues.
Need for new KPIs, metrics, and rewards (e.g., patient satisfaction,
Slide 10
# of patients enrolled in service programs, benchmarking of
external partners, etc.).
11. FIRM BOUNDARIES
Challenges from handling new
partners, e.g., service providers
and producers of ”devices” (e.g.,
Leo and Klox Techn.).
Small-numbers situations.
IPR issues.
Do the right competencies exist
for managing longer-term
partnerships?
Slide 11
12. INTERNAL ORGANIZATION
How should organizational
structure adjust to accomodate
new business models?
E.g., self-managing teams with their
own budgets and missions that are
outside the existing structures vs
coordination within existing
structures.
UCB: Cross-functional teams with
specific patient missions.
Or, self-sufficient units as with
Chorus and Eli Lilly.
Slide 12
13. LEADERSHIP CHALLENGES
Culture and identity changes?
”Research-driven” → ”patient centrity-driven.”
Requires very different TMT communication
BMIs come in different forms.
Some involve massive changes in several
interlocking parts of the business model, others
involve changing a single component.
Leadership role depends on the nature of change.
Slide 13