Lawrence , profile picture
Uploaded byLawrence
KEY, PPTX805 views

Bus475.Nov09.1

The document introduces Larry and provides biographical details about his life and career experiences. It notes that he was born and raised in Rochester, NY, attended Carnegie Mellon University, worked in consulting, lived in Geneva, Switzerland, had his own startup in 1999, worked in offshore outsourcing until being outsourced himself, moved and worked in marketing consulting while adopting a dog, and started teaching at University of the Pacific. The document poses questions to the reader to learn more about them and their background. It outlines the topics that will be covered in the strategic management course.

Embed presentation

Download as KEY, PPTX
1 / 142
2 / 142
3 / 142
4 / 142
5 / 142
6 / 142
7 / 142
8 / 142
9 / 142
10 / 142
11 / 142
12 / 142
13 / 142
14 / 142
15 / 142
16 / 142
17 / 142
18 / 142
19 / 142
20 / 142
21 / 142
22 / 142
23 / 142
24 / 142
25 / 142
26 / 142
27 / 142
28 / 142
29 / 142
30 / 142
31 / 142
32 / 142
33 / 142
34 / 142
35 / 142
36 / 142
37 / 142
38 / 142
39 / 142
40 / 142
41 / 142
42 / 142
43 / 142
44 / 142
45 / 142
46 / 142
47 / 142
48 / 142
49 / 142
50 / 142
51 / 142
52 / 142
53 / 142
54 / 142
55 / 142
56 / 142
57 / 142
58 / 142
59 / 142
60 / 142
61 / 142
62 / 142
63 / 142
64 / 142
65 / 142
66 / 142
67 / 142
68 / 142
69 / 142
70 / 142
71 / 142
72 / 142
73 / 142
74 / 142
75 / 142
76 / 142
77 / 142
78 / 142
79 / 142
80 / 142
81 / 142
82 / 142
83 / 142
84 / 142
85 / 142
86 / 142
87 / 142
88 / 142
89 / 142
90 / 142
91 / 142
92 / 142
93 / 142
94 / 142
95 / 142
96 / 142
97 / 142
98 / 142
99 / 142
100 / 142
101 / 142
102 / 142
103 / 142
104 / 142
105 / 142
106 / 142
107 / 142
108 / 142
109 / 142
110 / 142
111 / 142
112 / 142
113 / 142
114 / 142
115 / 142
116 / 142
117 / 142
118 / 142
119 / 142
120 / 142
121 / 142
122 / 142
123 / 142
124 / 142
125 / 142
126 / 142
127 / 142
128 / 142
129 / 142
130 / 142
131 / 142
132 / 142
133 / 142
134 / 142
135 / 142
136 / 142
137 / 142
138 / 142
139 / 142
140 / 142
141 / 142
142 / 142
Welcome
Who the hell is Larr y ?
Who the hell is Larr y ? He was born here...
*disclaimer: I wasn’t really born here, but there are no good pictures of Rochester, NY
raised here...
*disclaimer: I did have a home, I wasn’t raised on the streets
Went to school here...
Carnegie Mellon University & Tepper School of Business
Went to work and live here...
Management Science Associates (consulting)
Where he cheered for...
and...
and tried to ignore...
Then he went overseas to here...
(Geneva Switzerland)
then here...
Then he had his own internet startup
I’m gonna be rich!
...in 1999...
Then he worked in offshore outsourcing...
Development is cheaper offshore!
Until he got outsourced...
Marketing is cheaper offshore too! Hey, wait!
Then he moved here …
but it felt like here …
Started a marketing consulting firm …
Adopted a best friend...
The dog, not the beer. Beer is 2nd best friend.
and started teaching at UOP...
That’s who I am.
That’s who I am. Who the hell are you? • How old are you? • How long in program? • Where do you work? • Peer interview
Peer interviews: 10 minutes
What you will learn
1 Introduction to Strategic Management
2 Internal and External Environment
3 Strategy development
4 Strategy Implementation
5 Monitoring and Control
Grading & Class Policies
Week 1 Points Importance of Strategic Planning and Management in the Business Environment Paper 5
Week 1 Points Importance of Strategic Planning and Management in the Business Environment Paper 5 Week 2 Individual Assignment: Conceptualizing a Business 5 Individual Assignment: Value Alignment 10 Learning Team Assignment: Business Selection Discussion 2
Week 1 Points Importance of Strategic Planning and Management in the Business Environment Paper 5 Week 2 Individual Assignment: Conceptualizing a Business 5 Individual Assignment: Value Alignment 10 Learning Team Assignment: Business Selection Discussion 2 Week 3 Individual Assignment: SWOTT Analysis Paper and Table 5 Learning Team Assignment: Considerations of a Strategic Plan List 2 Learning Team Assignment: Functional Area Interrelationships 10
Week 1 Points Importance of Strategic Planning and Management in the Business Environment Paper 5 Week 2 Individual Assignment: Conceptualizing a Business 5 Individual Assignment: Value Alignment 10 Learning Team Assignment: Business Selection Discussion 2 Week 3 Individual Assignment: SWOTT Analysis Paper and Table 5 Learning Team Assignment: Considerations of a Strategic Plan List 2 Learning Team Assignment: Functional Area Interrelationships 10 Week 4 Individual Assignment: Balanced Scorecard 10 Learning Team Assignment: Strategic Direction Evaluation 2
Week 1 Points Importance of Strategic Planning and Management in the Business Environment Paper 5 Week 2 Individual Assignment: Conceptualizing a Business 5 Individual Assignment: Value Alignment 10 Learning Team Assignment: Business Selection Discussion 2 Week 3 Individual Assignment: SWOTT Analysis Paper and Table 5 Learning Team Assignment: Considerations of a Strategic Plan List 2 Learning Team Assignment: Functional Area Interrelationships 10 Week 4 Individual Assignment: Balanced Scorecard 10 Learning Team Assignment: Strategic Direction Evaluation 2 Week 5 Individual Assignment: Tactics and Strategies 5 Individual Assignment: Final Strategic Plan and Presentation 15 Individual Assignment: Final Examination 15 Learning Team Assignment: Communication Plan Outline 4
Week 1 Points Importance of Strategic Planning and Management in the Business Environment Paper 5 Week 2 Individual Assignment: Conceptualizing a Business 5 Individual Assignment: Value Alignment 10 Learning Team Assignment: Business Selection Discussion 2 Week 3 Individual Assignment: SWOTT Analysis Paper and Table 5 Learning Team Assignment: Considerations of a Strategic Plan List 2 Learning Team Assignment: Functional Area Interrelationships 10 Week 4 Individual Assignment: Balanced Scorecard 10 Learning Team Assignment: Strategic Direction Evaluation 2 Week 5 Individual Assignment: Tactics and Strategies 5 Individual Assignment: Final Strategic Plan and Presentation 15 Individual Assignment: Final Examination 15 Learning Team Assignment: Communication Plan Outline 4 Participation 10
Class policies • All assignments are due in individual or team forums by 6 p.m. • Late penalties are 10% per day. • No assignments accepted after the final day of class. • Technology issues ( forgotten attachments) are not valid late excuses. Email papers if ecampus becomes goes down. • Learning teams will most always receive the same grade, however I reserve the right to assign individual grades for substantial imbalance of workload or quality.
1st break, learning team formation & research
Strategy in the news vs.
President Supermodel Castaway
Strategic Management
What is strategic management? How does your* company use it? groups of 3 or 4 10 minutes Select one person to report
exercise What is strategic management? How does your* company use it? groups of 3 or 4 10 minutes Select one person to report
Strategic management The set of decisions and actions that result in formulation and implementation of plans designed to achieve a company’s objectives
“A strategy delineates a territory in which a company seeks to be unique.” michael porter
tactic how how tactic strategy tactic tactic how tactic
tactic how how tactic WHAT tactic tactic how tactic
we’re CHEAP
technology scale we’re CHEAP logistics bargaining
CHANGE
healthcare CHANGE close gitmo torture
we’re FAST
tracking we’re FAST training hub & spoke
Mission, Vision & Values Statements
What is a company mission?
mission noun • [in sing. ] an organization or institution involved in a long-term assignment in a foreign country : the majestic garden of the West German mission | : [as adj. ] the mission school. • a strongly felt aim, ambition, or calling : his main mission in life has been to cut unemployment. • an expedition into space.
The unique purpose that sets a company apart from others of its type and identifies the scope of its operations. In product, market, and technology terms.
havethat It doesn’t to be boring
“I believe that this nation should commit itself to achieving the goal, before this decade is out, of landing a man on the moon and returning him safely to the earth”
Alcoa's Values Integrity Alcoa’s foundation is our integrity. We are open, honest and trustworthy in dealing with customers, suppliers, coworkers, shareholders and the communities where we have an impact. Environment, Health and Safety We work safely in a manner that protects and promotes the health and well-being of the individual and the environment. Customer We support our customers' success by creating exceptional value through innovative product and service solutions. Excellence We relentlessly pursue excellence in everything we do, every day. People We work in an inclusive environment that embraces change, new ideas, respect for the individual and equal opportunity to succeed. Profitability
We live our Values and measure our success by the success of our customers, shareholders, communities and people. Alcoa's Principles Integrity • We live our Values everywhere, all of the time. • We demonstrate integrity in our behavior and actions. • We keep our promises. • We have the confidence and courage to ask for help. • We expect integrity from every Alcoan and do not tolerate unethical behavior. • We avoid conflicts of interest but will declare situations where they may occur. • We expect integrity from our customers, suppliers, and others who do business with us. • We communicate openly with individuals and communities on issues that affect them. Environment, Health and Safety • We value human life above all else and manage risks accordingly. • We relentlessly pursue and continually improve EHS systems and processes to achieve an EHS incident-free workplace. • We do not compromise our EHS Value for profit or production. • We comply with all laws and set higher standards for ourselves and our suppliers where unacceptable risks are identified. • We support pollution prevention and sustainable development, by incorporating social responsibility, economic success and environmental excellence into our decision making process. • We measure and assess our performance and are open and transparent in our
• We measure and assess our performance and are open and transparent in our communications. • We supply and use safe and reliable products and services. • We use our EHS knowledge to enhance the safety and well-being of our communities. • We are all accountable for conforming with and deploying our EHS Value and Principles. Customer • We deeply understand our customers needs and consistently meet or exceed them through ABS. • We build strong long-term customer relationships at all levels. • We cross organizational and geographic boundaries to seamlessly serve customers. • We are the leader in our chosen market segments. • We develop innovative product, service, and information solutions. • We develop and nurture clear Alcoa and product brand identities. • We develop and maintain a strong commercial organizational capability. Excellence • We continuously set goals beyond the best. • We demand, recognize, and reward excellence. • We achieve system excellence through application of the rules of our system and by rapidly implementing best practices. • We eliminate waste by rapidly solving problems at their source. • We move practical and theoretical limits through innovation.
by rapidly implementing best practices. • We eliminate waste by rapidly solving problems at their source. • We move practical and theoretical limits through innovation. • We have rapid change as a mindset. • We are committed to excellence by living our Values. • We empower our people through a diverse learning organization to capture the best from everyone. People • We treat each other with dignity and respect at all times. • We seek to understand each other's ideas and suggestions. • We value diversity and our individual differences. • We create and seize opportunities for growth and development. • We seek and accelerate change. • We continuously re-design our work to eliminate waste and improve the value of our work. • We provide appreciative and constructive feedback to each other to improve our individual and team performance. • We create the appropriate balance in our work and family lives. • We create value in the community in which we live and work, through our presence and leadership. Profitability • We all understand how our job contributes to profitability. • We eliminate waste every day, reducing our costs and capital requirements.
• We all understand how our job contributes to profitability. • We eliminate waste every day, reducing our costs and capital requirements. • We earn our right to grow by achieving returns that exceed our cost of capital. • We aggressively pursue organic growth by creating exceptional value for customers. • We make strategic acquisitions and integrate them excellently. • We openly and effectively communicate our financial results internally and externally. • We do not make money at the expense of our Values. Accountability • We first recognize our role and responsibilities, then take ownership, and accept the consequences of our actions. • We act with a sense of ownership in our workplace. • We encourage an environment of risk taking within the context of accountability. • We solve the problems in our area of responsibility and drive continuous improvement of our work. • We do what we say we will do. • We communicate openly as positive team members to increase the performance of our teams. • We recognize the impact that our own actions have in all outcomes. • We recognize individual and team accomplishments and successes.
Your mission: find all the mission statements you can in 15 minutes
To defend the United States through control and exploitation of air and space
Guaranteed. Period.
"…finding solutions for families, especially busy moms." 
"We are committed to achieving new standards of excellence by providing superior human capital management services and maximizing the potential of all stakeholders - clients, candidates and employees - through the delivery of the most reliable, responsive, flexible, and cost-effective services possible."
Aflac insurance policies may help you with those expenses not covered by your major medical plan.
The subversion of the class structure of 19th century England by making available to the working and lower-middle classes, upper-class quality at prices the working and lower- middle classes could well afford.
What is the difference between a mission and a vision?
What Where do business are we want to we in? be
fundamenta Articulating a Vision seldom, if ev To identif tion, push w values are tr Core Ideology five or six, c Core values values (whic Core purpose tices, busine should be o must stand preliminary one, If the ci for holding t Envisioned Future you can’t ho 10-to-30-year BHAG core and sho (Big, Hairy, Audacious Goal) Vivid description A high-te it should pu CEO asked, make a hoo the only th horsepower
“However, in actual practice, the mission and vision statement are frequently combined into a single statement.”
Organizational structure, culture, and purpose
The basic corporate structure Board & CEO
The basic corporate structure Board & CEO Human R&D Finance Marketing Operations Resources
The centralized multi-business structure Board & CEO R&D Finance Marketing Operations Human Resources
The centralized multi-business structure Board & CEO R&D Business Unit Business Unit Business Unit Business Unit Finance Marketing Operations Human Resources
The de-centralized multi-business structure Board & CEO Business Unit Business Unit Business Unit Business Unit Business Unit R&D R&D R&D R&D R&D Finance Finance Finance Finance Finance Marketing Marketing Marketing Marketing Marketing Operations Operations Operations Operations Operations Human Human Human Human Human Resources Resources Resources Resources Resources
Centralized v. De-centralized
Agency theory
Stakeholders
Casablanca Cruise Lines
Casablanca Cruises • Bought two used Ocean Liners • Retrofitting for luxury playground • Active seniors
A slight problem. . . • Ships have Asbestos • Must be removed • Costs $100M in United States • Costs $20M in Novastan • You have to do it for less than $30M
Novastan Health Regulations • Workers must have gloves, overalls, masks, boots respirators • U.S. there are respirators, negative airflow control, much more sophistication
Decision has been made • Moving ahead with project • Abiding by Novastani regulations • plus a little more
Are they wearing the masks? • Talking to on-site project manager • Men are not wearing masks • What do you do?
Disclosure • Bleeding heart magazine • Photos of Novastan job site • No masks, 14 year old workers
Review
we’re CHEAP
technology scale we’re CHEAP logistics bargaining
CHANGE
healthcare CHANGE close gitmo torture
we’re FAST
tracking we’re FAST training hub & spoke
Inspire Clarify Define
Assignments
Week 2 Individual Assignment: Conceptualizing a Business 5 Write a 1,050-1,400-word paper in which you explain the importance of your selected business’ vision, mission, and values in determining your strategic direction.
Week 2 Individual Assignment: Conceptualizing a Business 5 Individual Assignment: Value Alignment 10 Select an existing organization with which you are familiar that is different than the one you used for the “Conceptualizing a Business” paper. • Write a 700-1,050-word paper in which you analyze the individual values and the organization’s values as reflected by the organizations plans and actions
Week 2 Individual Assignment: Conceptualizing a Business 5 Individual Assignment: Value Alignment 10 Learning Team Assignment: Business Selection Discussion 2 Discuss with your Learning Team your selected business from the Week One assignment, Importance of Strategic Planning and Management in the Business Environment Paper. In this discussion, share your ideas about what your business is and what you hope it will become.
Week 2 Individual Assignment: Conceptualizing a Business 5 Individual Assignment: Value Alignment 10 Learning Team Assignment: Business Selection Discussion 2 Business selection discussion Use your forums One thread per person/business Contribute at least one post per person Summarize your thread
Next Week
SWOTT Analysis Environmental scanning

More Related Content

PPTX
University to Useful
byMason Holloway
 
PPTX
Perancangan Strategik Untuk Agensi Sektor Awam (Public Organization)
byMuhamad Bustaman Abdul Manaf
 
PDF
Finance For Non Finance Managers|Leadership and management training courses
bySheila Elliott
 
PDF
Training & Development Process
bySantoso Budi
 
PPTX
Startup series module10 - v02
byGrafic.guru
 
PPTX
Pemikiran strategik
byMuhamad Bustaman Abdul Manaf
 
PDF
Developing successful strategies for working effectively in teams using qda s...
byMerlien Institute
 
PDF
GP Strategies Brochure
byKnowledgeGroupLLC
 
University to Useful
byMason Holloway
 
Perancangan Strategik Untuk Agensi Sektor Awam (Public Organization)
byMuhamad Bustaman Abdul Manaf
 
Finance For Non Finance Managers|Leadership and management training courses
bySheila Elliott
 
Training & Development Process
bySantoso Budi
 
Startup series module10 - v02
byGrafic.guru
 
Pemikiran strategik
byMuhamad Bustaman Abdul Manaf
 
Developing successful strategies for working effectively in teams using qda s...
byMerlien Institute
 
GP Strategies Brochure
byKnowledgeGroupLLC
 

What's hot

PPT
Hpt Workshop Overview 19 Jan09
byguest69041dc
 
PDF
Vision to Action with the Improvement Kata
byBeth Carrington
 
PPTX
Strategic management
byMuhamad Bustaman Abdul Manaf
 
PDF
Brochure Team Coaching and development (3)
bySari van Poelje
 
PPTX
HR leaders Need OD to Thrive
byLaurence Yap M.A. (UM) CHRM
 
PPT
Foursight Presentation on Leadership Development Program Offerings
byJudith Laws
 
PPTX
Business Solution Education - PEM Introduction_1.02
byThomasThane
 
PPTX
HR Leadership Nomination
byLaurence Yap M.A. (UM) CHRM
 
PDF
GOL - Project Management Session Handouts 29-Oct-13 in the US Embassy
byNourhan Alaa
 
DOC
Tb Gs Training And Seminars 1 05
bythebirchgroup
 
PPTX
Retail transformation proposal
byLaurence Yap M.A. (UM) CHRM
 
PDF
Pelatihan Analisa Kebutuhan Pelatihan
byShobrie Hardhi, SE, CFA, CLA, CPHR, CPTr.
 
Hpt Workshop Overview 19 Jan09
byguest69041dc
 
Vision to Action with the Improvement Kata
byBeth Carrington
 
Strategic management
byMuhamad Bustaman Abdul Manaf
 
Brochure Team Coaching and development (3)
bySari van Poelje
 
HR leaders Need OD to Thrive
byLaurence Yap M.A. (UM) CHRM
 
Foursight Presentation on Leadership Development Program Offerings
byJudith Laws
 
Business Solution Education - PEM Introduction_1.02
byThomasThane
 
HR Leadership Nomination
byLaurence Yap M.A. (UM) CHRM
 
GOL - Project Management Session Handouts 29-Oct-13 in the US Embassy
byNourhan Alaa
 
Tb Gs Training And Seminars 1 05
bythebirchgroup
 
Retail transformation proposal
byLaurence Yap M.A. (UM) CHRM
 
Pelatihan Analisa Kebutuhan Pelatihan
byShobrie Hardhi, SE, CFA, CLA, CPHR, CPTr.
 

Similar to Bus475.Nov09.1

PPTX
Operationalizing strategy
bySMART Management Consulting
 
PDF
My strategicplan.strategyhuddle.042810
byM3Planning
 
PPTX
Flm develop work priorities
byamrita.singh
 
PPT
1 introduction-to-strategyppt4057
byManoj Jaiswal
 
PPT
1 introduction to strategy
byhina456
 
PPT
1 introduction to strategy
byAmbalam Subarao Mohanram
 
PDF
Strategic planning
byRubel Ahmad
 
PPTX
From Strategic Planning to Employee Engagement
byAmplifi
 
PDF
P 13
byPihu Jain
 
PDF
Strategic Planning & Management
bySunil Garg, Engineering and Management Professional
 
PPT
6 stratmgmt.ppthhhhhhhhhhhhhhhhhhhhhhhhh
byFuradeShukri
 
ODP
The strategic management process 002
byndk4wat
 
PPT
Balanced scorecard overview slides
byTools4management.com
 
PDF
My strategicplan.strategyhuddle.012010
byM3Planning
 
PPTX
Managing Leadership Talent Matrix
bySean Kennedy
 
DOCX
Strategic planning
byHifza Ashraf
 
PPTX
Incorporating Sustainability Strategies
bySMART Management Consulting
 
PPTX
The Why and How of Effective Strategic Planning
byScott Patchin
 
PPT
Dessler hrm12e ppt_03
byobeden
 
PPTX
Strategic planning key elements3
byThe Alternative Board - Metro Baton Rouge
 
Operationalizing strategy
bySMART Management Consulting
 
My strategicplan.strategyhuddle.042810
byM3Planning
 
Flm develop work priorities
byamrita.singh
 
1 introduction-to-strategyppt4057
byManoj Jaiswal
 
1 introduction to strategy
byhina456
 
1 introduction to strategy
byAmbalam Subarao Mohanram
 
Strategic planning
byRubel Ahmad
 
From Strategic Planning to Employee Engagement
byAmplifi
 
P 13
byPihu Jain
 
Strategic Planning & Management
bySunil Garg, Engineering and Management Professional
 
6 stratmgmt.ppthhhhhhhhhhhhhhhhhhhhhhhhh
byFuradeShukri
 
The strategic management process 002
byndk4wat
 
Balanced scorecard overview slides
byTools4management.com
 
My strategicplan.strategyhuddle.012010
byM3Planning
 
Managing Leadership Talent Matrix
bySean Kennedy
 
Strategic planning
byHifza Ashraf
 
Incorporating Sustainability Strategies
bySMART Management Consulting
 
The Why and How of Effective Strategic Planning
byScott Patchin
 
Dessler hrm12e ppt_03
byobeden
 
Strategic planning key elements3
byThe Alternative Board - Metro Baton Rouge
 

More from Lawrence

PPT
Market segmentation
byLawrence
 
KEY
Bus475.Nov09.3
byLawrence
 
KEY
Bus475.Nov09.4
byLawrence
 
KEY
Bus475.Nov09.2
byLawrence
 
KEY
Mkt571.Dec09.2
byLawrence
 
PDF
Marketing 571 Complete Slide Set Fall 2009
byLawrence
 
PDF
Mkt571.Augsep09.1.Slideshare
byLawrence
 
PDF
Mkt571.Augsep09.5
byLawrence
 
KEY
Mkt571.Augsep09.2.Slideshare
byLawrence
 
KEY
Mkt571.Augsep09.3
byLawrence
 
KEY
Mkt571.Augsep09.6
byLawrence
 
KEY
Mkt571.Augsep09.4
byLawrence
 
KEY
mkt.571 - Chef Gino Final Presentation
byLawrence
 
KEY
Mba5706.Springsummer09.6
byLawrence
 
KEY
mba570.springsummer09.5
byLawrence
 
KEY
mba570.springsummer09.4
byLawrence
 
KEY
mba570.springsummer09.1
byLawrence
 
KEY
mba570.springsummer09.2
byLawrence
 
KEY
mba570.springsummer09.3
byLawrence
 
PPTX
mba570.marapr09.class6
byLawrence
 
Market segmentation
byLawrence
 
Bus475.Nov09.3
byLawrence
 
Bus475.Nov09.4
byLawrence
 
Bus475.Nov09.2
byLawrence
 
Mkt571.Dec09.2
byLawrence
 
Marketing 571 Complete Slide Set Fall 2009
byLawrence
 
Mkt571.Augsep09.1.Slideshare
byLawrence
 
Mkt571.Augsep09.5
byLawrence
 
Mkt571.Augsep09.2.Slideshare
byLawrence
 
Mkt571.Augsep09.3
byLawrence
 
Mkt571.Augsep09.6
byLawrence
 
Mkt571.Augsep09.4
byLawrence
 
mkt.571 - Chef Gino Final Presentation
byLawrence
 
Mba5706.Springsummer09.6
byLawrence
 
mba570.springsummer09.5
byLawrence
 
mba570.springsummer09.4
byLawrence
 
mba570.springsummer09.1
byLawrence
 
mba570.springsummer09.2
byLawrence
 
mba570.springsummer09.3
byLawrence
 
mba570.marapr09.class6
byLawrence
 

Recently uploaded

PPTX
Exploring Higher education and its pathways
byEVAMAEBONGHANOY5
 
PPTX
"Aristotle : Father Of Western Philosophy"
bymitalbarathod28
 
PPTX
Unit 3- Culture.pptx....................
byAkanksha Kotangale
 
PPTX
Poster Based Ethical Reflection - Dharma and Values Poster.pptx
byRajshreeBeneymadoo
 
PDF
Darwinism: Theory of Natural Selection and Origin of Species
byIPGDCWA,NAMPALLY
 
PDF
Risks and opportunities of artificial intelligence in education: A critical view
byYannis
 
PDF
Aminoglycosides.pdf for B.Pharmacy Medicinal Chemistry-III (BP601T), GPAT, a...
bymominzarinamdnajeeb
 
PPTX
COMMUNICATION ITS PROCESS ELEMENTS & BARRIER .pptx
byPoojaSen20
 
PPTX
Drug Distribution in Pharmacology: Mechanisms, Barriers, Factors & Volume of ...
byamrin3379
 
PPTX
The night at deoli - Ruskin bond's story of first love
byrajibhammar4
 
PDF
Information about Presentation strategies
bymansivaja18126
 
PPTX
Ultrasound .pptx by Nagmani ojha (paramedical department)(Radiation technolog...
bynagmaniojha8
 
PPTX
Grade 9 and 10 learner Fuse and Switch.pptx
byCarlJohnCabayao
 
PDF
Fast Followers Project, Embedding Net Zero into Wakefield Metropolitan Distri...
byAssociation for Project Management
 
PPTX
Appreciations - Jan 26 01.pptxkjkjkkjkjkjkj
bypreetheshparmar
 
PPTX
'Colonial Mentality and Social Identity in Karma by Khushwant Singh'
byKrishnarajsinh Parmar
 
PPTX
Mohan - "A man of silence and authority"
bynidhibachauhan46
 
PPTX
Master of Punjabi Short Story "kartar singh duggal
bybhautikbharwad4
 
PDF
U.S. Departments of Education and Treasury fact sheet
byMebane Rash
 
PDF
Take This Quirky Quiz! - QGI 1st Anniversary .pdf
byNiyati Jois
 
Exploring Higher education and its pathways
byEVAMAEBONGHANOY5
 
"Aristotle : Father Of Western Philosophy"
bymitalbarathod28
 
Unit 3- Culture.pptx....................
byAkanksha Kotangale
 
Poster Based Ethical Reflection - Dharma and Values Poster.pptx
byRajshreeBeneymadoo
 
Darwinism: Theory of Natural Selection and Origin of Species
byIPGDCWA,NAMPALLY
 
Risks and opportunities of artificial intelligence in education: A critical view
byYannis
 
Aminoglycosides.pdf for B.Pharmacy Medicinal Chemistry-III (BP601T), GPAT, a...
bymominzarinamdnajeeb
 
COMMUNICATION ITS PROCESS ELEMENTS & BARRIER .pptx
byPoojaSen20
 
Drug Distribution in Pharmacology: Mechanisms, Barriers, Factors & Volume of ...
byamrin3379
 
The night at deoli - Ruskin bond's story of first love
byrajibhammar4
 
Information about Presentation strategies
bymansivaja18126
 
Ultrasound .pptx by Nagmani ojha (paramedical department)(Radiation technolog...
bynagmaniojha8
 
Grade 9 and 10 learner Fuse and Switch.pptx
byCarlJohnCabayao
 
Fast Followers Project, Embedding Net Zero into Wakefield Metropolitan Distri...
byAssociation for Project Management
 
Appreciations - Jan 26 01.pptxkjkjkkjkjkjkj
bypreetheshparmar
 
'Colonial Mentality and Social Identity in Karma by Khushwant Singh'
byKrishnarajsinh Parmar
 
Mohan - "A man of silence and authority"
bynidhibachauhan46
 
Master of Punjabi Short Story "kartar singh duggal
bybhautikbharwad4
 
U.S. Departments of Education and Treasury fact sheet
byMebane Rash
 
Take This Quirky Quiz! - QGI 1st Anniversary .pdf
byNiyati Jois
 

Bus475.Nov09.1

  • 1.
  • 3.
    Who the hell is Larr y ?
  • 4.
    Who the hell is Larr y ? He was born here...
  • 5.
    *disclaimer: I wasn’treally born here, but there are no good pictures of Rochester, NY
  • 6.
  • 7.
    *disclaimer: I didhave a home, I wasn’t raised on the streets
  • 8.
    Went to school here...
  • 9.
    Carnegie Mellon University& Tepper School of Business
  • 10.
    Went to work and live here...
  • 11.
  • 12.
    Where he cheered for...
  • 14.
  • 16.
    and tried toignore...
  • 18.
    Then he went overseas to here...
  • 19.
  • 20.
    then here...
  • 22.
    Then he hadhis own internet startup
  • 23.
    I’m gonna be rich!
  • 24.
    ...in 1999...
  • 27.
    Then he workedin offshore outsourcing...
  • 28.
  • 29.
    Until he got outsourced...
  • 30.
    Marketing is cheaper offshore too! Hey, wait!
  • 31.
    Then he moved here …
  • 33.
    but it feltlike here …
  • 35.
    Started a marketing consulting firm …
  • 37.
    Adopted a best friend...
  • 38.
    The dog, notthe beer. Beer is 2nd best friend.
  • 39.
  • 42.
    That’s who I am.
  • 43.
    That’s who I am. Who the hell are you? • How old are you? • How long in program? • Where do you work? • Peer interview
  • 44.
  • 45.
  • 46.
  • 47.
  • 48.
  • 49.
  • 50.
  • 51.
  • 53.
    Week 1 Points Importance of Strategic Planning and Management in the Business Environment Paper 5
  • 54.
    Week 1 Points Importance of Strategic Planning and Management in the Business Environment Paper 5 Week 2 Individual Assignment: Conceptualizing a Business 5 Individual Assignment: Value Alignment 10 Learning Team Assignment: Business Selection Discussion 2
  • 55.
    Week 1 Points Importance of Strategic Planning and Management in the Business Environment Paper 5 Week 2 Individual Assignment: Conceptualizing a Business 5 Individual Assignment: Value Alignment 10 Learning Team Assignment: Business Selection Discussion 2 Week 3 Individual Assignment: SWOTT Analysis Paper and Table 5 Learning Team Assignment: Considerations of a Strategic Plan List 2 Learning Team Assignment: Functional Area Interrelationships 10
  • 56.
    Week 1 Points Importance of Strategic Planning and Management in the Business Environment Paper 5 Week 2 Individual Assignment: Conceptualizing a Business 5 Individual Assignment: Value Alignment 10 Learning Team Assignment: Business Selection Discussion 2 Week 3 Individual Assignment: SWOTT Analysis Paper and Table 5 Learning Team Assignment: Considerations of a Strategic Plan List 2 Learning Team Assignment: Functional Area Interrelationships 10 Week 4 Individual Assignment: Balanced Scorecard 10 Learning Team Assignment: Strategic Direction Evaluation 2
  • 57.
    Week 1 Points Importance of Strategic Planning and Management in the Business Environment Paper 5 Week 2 Individual Assignment: Conceptualizing a Business 5 Individual Assignment: Value Alignment 10 Learning Team Assignment: Business Selection Discussion 2 Week 3 Individual Assignment: SWOTT Analysis Paper and Table 5 Learning Team Assignment: Considerations of a Strategic Plan List 2 Learning Team Assignment: Functional Area Interrelationships 10 Week 4 Individual Assignment: Balanced Scorecard 10 Learning Team Assignment: Strategic Direction Evaluation 2 Week 5 Individual Assignment: Tactics and Strategies 5 Individual Assignment: Final Strategic Plan and Presentation 15 Individual Assignment: Final Examination 15 Learning Team Assignment: Communication Plan Outline 4
  • 58.
    Week 1 Points Importance of Strategic Planning and Management in the Business Environment Paper 5 Week 2 Individual Assignment: Conceptualizing a Business 5 Individual Assignment: Value Alignment 10 Learning Team Assignment: Business Selection Discussion 2 Week 3 Individual Assignment: SWOTT Analysis Paper and Table 5 Learning Team Assignment: Considerations of a Strategic Plan List 2 Learning Team Assignment: Functional Area Interrelationships 10 Week 4 Individual Assignment: Balanced Scorecard 10 Learning Team Assignment: Strategic Direction Evaluation 2 Week 5 Individual Assignment: Tactics and Strategies 5 Individual Assignment: Final Strategic Plan and Presentation 15 Individual Assignment: Final Examination 15 Learning Team Assignment: Communication Plan Outline 4 Participation 10
  • 59.
    Class policies • Allassignments are due in individual or team forums by 6 p.m. • Late penalties are 10% per day. • No assignments accepted after the final day of class. • Technology issues ( forgotten attachments) are not valid late excuses. Email papers if ecampus becomes goes down. • Learning teams will most always receive the same grade, however I reserve the right to assign individual grades for substantial imbalance of workload or quality.
  • 60.
    1st break, learningteam formation & research
  • 61.
  • 63.
    President Supermodel Castaway
  • 64.
  • 65.
    What is strategicmanagement? How does your* company use it? groups of 3 or 4 10 minutes Select one person to report
  • 66.
    exercise What is strategic management? How does your* company use it? groups of 3 or 4 10 minutes Select one person to report
  • 67.
    Strategic management The set of decisions and actions that result in formulation and implementation of plans designed to achieve a company’s objectives
  • 68.
    “A strategy delineatesa territory in which a company seeks to be unique.” michael porter
  • 69.
    tactic how how tactic strategy tactic tactic how tactic
  • 70.
    tactic how how tactic WHAT tactic tactic how tactic
  • 73.
  • 74.
    technology scale we’re CHEAP logistics bargaining
  • 77.
  • 78.
  • 81.
  • 82.
    tracking we’re FAST training hub & spoke
  • 85.
    Mission, Vision &Values Statements
  • 86.
    What is a company mission?
  • 87.
    mission noun • [in sing.] an organization or institution involved in a long-term assignment in a foreign country : the majestic garden of the West German mission | : [as adj. ] the mission school. • a strongly felt aim, ambition, or calling : his main mission in life has been to cut unemployment. • an expedition into space.
  • 88.
    The unique purposethat sets a company apart from others of its type and identifies the scope of its operations. In product, market, and technology terms.
  • 90.
  • 92.
    “I believe thatthis nation should commit itself to achieving the goal, before this decade is out, of landing a man on the moon and returning him safely to the earth”
  • 93.
    Alcoa's Values Integrity Alcoa’s foundationis our integrity. We are open, honest and trustworthy in dealing with customers, suppliers, coworkers, shareholders and the communities where we have an impact. Environment, Health and Safety We work safely in a manner that protects and promotes the health and well-being of the individual and the environment. Customer We support our customers' success by creating exceptional value through innovative product and service solutions. Excellence We relentlessly pursue excellence in everything we do, every day. People We work in an inclusive environment that embraces change, new ideas, respect for the individual and equal opportunity to succeed. Profitability
  • 94.
    We live ourValues and measure our success by the success of our customers, shareholders, communities and people. Alcoa's Principles Integrity • We live our Values everywhere, all of the time. • We demonstrate integrity in our behavior and actions. • We keep our promises. • We have the confidence and courage to ask for help. • We expect integrity from every Alcoan and do not tolerate unethical behavior. • We avoid conflicts of interest but will declare situations where they may occur. • We expect integrity from our customers, suppliers, and others who do business with us. • We communicate openly with individuals and communities on issues that affect them. Environment, Health and Safety • We value human life above all else and manage risks accordingly. • We relentlessly pursue and continually improve EHS systems and processes to achieve an EHS incident-free workplace. • We do not compromise our EHS Value for profit or production. • We comply with all laws and set higher standards for ourselves and our suppliers where unacceptable risks are identified. • We support pollution prevention and sustainable development, by incorporating social responsibility, economic success and environmental excellence into our decision making process. • We measure and assess our performance and are open and transparent in our
  • 95.
    • We measure and assess our performance and are open and transparent in our communications. • We supply and use safe and reliable products and services. • We use our EHS knowledge to enhance the safety and well-being of our communities. • We are all accountable for conforming with and deploying our EHS Value and Principles. Customer • We deeply understand our customers needs and consistently meet or exceed them through ABS. • We build strong long-term customer relationships at all levels. • We cross organizational and geographic boundaries to seamlessly serve customers. • We are the leader in our chosen market segments. • We develop innovative product, service, and information solutions. • We develop and nurture clear Alcoa and product brand identities. • We develop and maintain a strong commercial organizational capability. Excellence • We continuously set goals beyond the best. • We demand, recognize, and reward excellence. • We achieve system excellence through application of the rules of our system and by rapidly implementing best practices. • We eliminate waste by rapidly solving problems at their source. • We move practical and theoretical limits through innovation.
  • 96.
    by rapidly implementingbest practices. • We eliminate waste by rapidly solving problems at their source. • We move practical and theoretical limits through innovation. • We have rapid change as a mindset. • We are committed to excellence by living our Values. • We empower our people through a diverse learning organization to capture the best from everyone. People • We treat each other with dignity and respect at all times. • We seek to understand each other's ideas and suggestions. • We value diversity and our individual differences. • We create and seize opportunities for growth and development. • We seek and accelerate change. • We continuously re-design our work to eliminate waste and improve the value of our work. • We provide appreciative and constructive feedback to each other to improve our individual and team performance. • We create the appropriate balance in our work and family lives. • We create value in the community in which we live and work, through our presence and leadership. Profitability • We all understand how our job contributes to profitability. • We eliminate waste every day, reducing our costs and capital requirements.
  • 97.
    • We all understand how our job contributes to profitability. • We eliminate waste every day, reducing our costs and capital requirements. • We earn our right to grow by achieving returns that exceed our cost of capital. • We aggressively pursue organic growth by creating exceptional value for customers. • We make strategic acquisitions and integrate them excellently. • We openly and effectively communicate our financial results internally and externally. • We do not make money at the expense of our Values. Accountability • We first recognize our role and responsibilities, then take ownership, and accept the consequences of our actions. • We act with a sense of ownership in our workplace. • We encourage an environment of risk taking within the context of accountability. • We solve the problems in our area of responsibility and drive continuous improvement of our work. • We do what we say we will do. • We communicate openly as positive team members to increase the performance of our teams. • We recognize the impact that our own actions have in all outcomes. • We recognize individual and team accomplishments and successes.
  • 98.
    Your mission: findall the mission statements you can in 15 minutes
  • 99.
    To defend theUnited States through control and exploitation of air and space
  • 101.
  • 102.
    "…finding solutions forfamilies, especially busy moms." 
  • 103.
    "We are committedto achieving new standards of excellence by providing superior human capital management services and maximizing the potential of all stakeholders - clients, candidates and employees - through the delivery of the most reliable, responsive, flexible, and cost-effective services possible."
  • 104.
    Aflac insurance policiesmay help you with those expenses not covered by your major medical plan.
  • 105.
    The subversion ofthe class structure of 19th century England by making available to the working and lower-middle classes, upper-class quality at prices the working and lower- middle classes could well afford.
  • 106.
    What is thedifference between a mission and a vision?
  • 107.
    What Where do business are we want to we in? be
  • 108.
    fundamenta Articulating a Vision seldom, if ev To identif tion, push w values are tr Core Ideology five or six, c Core values values (whic Core purpose tices, busine should be o must stand preliminary one, If the ci for holding t Envisioned Future you can’t ho 10-to-30-year BHAG core and sho (Big, Hairy, Audacious Goal) Vivid description A high-te it should pu CEO asked, make a hoo the only th horsepower
  • 109.
    “However, in actual practice,the mission and vision statement are frequently combined into a single statement.”
  • 110.
  • 111.
    The basic corporatestructure Board & CEO
  • 112.
    The basic corporatestructure Board & CEO Human R&D Finance Marketing Operations Resources
  • 113.
    The centralized multi-businessstructure Board & CEO R&D Finance Marketing Operations Human Resources
  • 114.
    The centralized multi-businessstructure Board & CEO R&D Business Unit Business Unit Business Unit Business Unit Finance Marketing Operations Human Resources
  • 115.
    The de-centralized multi-businessstructure Board & CEO Business Unit Business Unit Business Unit Business Unit Business Unit R&D R&D R&D R&D R&D Finance Finance Finance Finance Finance Marketing Marketing Marketing Marketing Marketing Operations Operations Operations Operations Operations Human Human Human Human Human Resources Resources Resources Resources Resources
  • 116.
  • 117.
  • 118.
  • 119.
  • 120.
    Casablanca Cruises • Bought two used Ocean Liners • Retrofitting for luxury playground • Active seniors
  • 121.
    A slight problem.. . • Ships have Asbestos • Must be removed • Costs $100M in United States • Costs $20M in Novastan • You have to do it for less than $30M
  • 122.
    Novastan Health Regulations •Workers must have gloves, overalls, masks, boots respirators • U.S. there are respirators, negative airflow control, much more sophistication
  • 123.
    Decision has beenmade • Moving ahead with project • Abiding by Novastani regulations • plus a little more
  • 124.
    Are they wearingthe masks? • Talking to on-site project manager • Men are not wearing masks • What do you do?
  • 125.
    Disclosure • Bleeding heart magazine • Photos of Novastan job site • No masks, 14 year old workers
  • 126.
  • 127.
  • 128.
    technology scale we’re CHEAP logistics bargaining
  • 129.
  • 130.
  • 131.
  • 132.
    tracking we’re FAST training hub & spoke
  • 134.
    Inspire Clarify Define
  • 135.
  • 137.
    Week 2 Individual Assignment:Conceptualizing a Business 5 Write a 1,050-1,400-word paper in which you explain the importance of your selected business’ vision, mission, and values in determining your strategic direction.
  • 138.
    Week 2 Individual Assignment:Conceptualizing a Business 5 Individual Assignment: Value Alignment 10 Select an existing organization with which you are familiar that is different than the one you used for the “Conceptualizing a Business” paper. • Write a 700-1,050-word paper in which you analyze the individual values and the organization’s values as reflected by the organizations plans and actions
  • 139.
    Week 2 Individual Assignment:Conceptualizing a Business 5 Individual Assignment: Value Alignment 10 Learning Team Assignment: Business Selection Discussion 2 Discuss with your Learning Team your selected business from the Week One assignment, Importance of Strategic Planning and Management in the Business Environment Paper. In this discussion, share your ideas about what your business is and what you hope it will become.
  • 140.
    Week 2 Individual Assignment:Conceptualizing a Business 5 Individual Assignment: Value Alignment 10 Learning Team Assignment: Business Selection Discussion 2 Business selection discussion Use your forums One thread per person/business Contribute at least one post per person Summarize your thread
  • 141.
  • 142.

Editor's Notes

  • #169 Conflict between owners and managers Wall street – outsize risks
  • #170 Milton Friedman