CAN HIGHLY SUCCESSFUL LEADERS BE REPLACED SUCCESSFULLY THE IMPORTAN.pdf
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CAN HIGHLY SUCCESSFUL LEADERS BE REPLACED SUCCESSFULLY? THE IMPORTANCE OF SUCCESSION PLANNING Can the replacement for Steve Jobs, the highly successful former CEO of Apple, Tim Cook, be equally successful? It will be very difficult to do so. In fact, the stock market does not seem to think so. When Steve Jobs announced his retirement and the new CEO, the price of Apple\'s stock declined. Likewise, can IBM\'s successful CEO, Sam Palmisano, be replaced successfully. Because IBM\'s CEOs have a tradition of retiring when they are 60, Palmisano is expected to retire in 2012. There are several potential successors but the most likely is Virginia Rometty, who heads IBM\'s sales unit. Investor groups pressured Apple\'s board to develop a formal succession plan for Steve Jobs because in 2011 he was on his third medical leave. This caused considerable angst among investors. The board did not want to name formal successors because the members wanted Jobs back and also believed that he was very important to Apple\'s success. Jobs turned 56 in 2011 but his age was not the concern; it was his illnesses that created worry. Despite his third leave of absence, Jobs proclaimed that he would participate in all major strategic decisions. Even the laborers\' union pushed Apple for a succession plan. The delay in communicating a succession plan coupled with Jobs eventual resignation as CEO did not inspire confidence among the various groups concerned about the loss of Jobs. Alternatively, IBM seems to be in much better position for a smooth transition of CEOs. There are at least three candidates for the CEO position when vacated by Palmisano. They are Rometty, mentioned earlier; Michael Daniels, head of the Global Services unit; and Rodney Adkins, senior vice president of hardware. All three have demonstrated their capabilities with strong performances in their respective units. In addition, Palmisano has established a strong plan of action through 2015. For example, the plan calls for generating 30 percent of IBM\'s total annual revenue from emerging markets by 2015. The plan also calls for $7 billion in annual cloud revenue and $16 billion in annual business analytics revenue within the same time period. As such, the next CEO only needs to continue efforts already launched. Interestingly, CEO turnover among the 2,500 largest public companies in the world declined in 2010. However, this is clouded by the fact that more emerging market firms (including many from China) have been added to the list and they have low turnover among their CEOs. Therefore, there is still considerable CEO turnover in North American and European firms. As such, they have a greater need for succession planning. Selecting successors for the CEO and other officer positions is the responsibility of the board of directors. Boards have come under increasing pressure to develop formal succession plans, especially for the CEO position. However, recent surveys suggest that only about 35 percent o.
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Draft - Case Analysis 1Draft - Case Analysis 6BUS 49.docx
Draft - Case Analysis
1
Draft - Case Analysis
6
BUS 4993
Draft - Case Analysis
Greg Tavarez
Professor Hashmi
Capella University
11/19/17
TABLE OF CONTENTS
Abstract…………………………………………………………………………….3
Introduction……………………………………………………………………….4
Business overview…………………………………………………………………5
Problem statement………………………………………………………………….5
Company’s competencies………………………………………………………….7
Strategies followed by the CEO………………………………………………….…8
Board of director’s strategic intent and their effectiveness…………………………8
Recommendations…………………………………………………………………...9
References………………………………………………………………………….11
Abstract
The case talks about the Marissa Mayer initiatives taken at Yahoo, Inc. after joining as the CEO in 2012. It is clear that Yahoo had been having challenges and lost the increasing dominance, especially in internet services. The primary objectives assigned to Marissa Mayer, the former Google executive, was reviving the organizational fortunes. Marissa began to focus on changing the Yahoo culture as the primary strategy to turn around the company and put it back to the competitive position as soon as she took over the CEO. Over the times, Yahoo had taken back an awful reputation for being a company bearing bureaucratic culture which strangled creativity and expansion.
The CEO began several initiatives to ensure that the organization had become democratic. She began hiring many new individuals for essential posts with the aim to change the Yahoo culture (Thomas, David & Charles, 2017). Among the significant initiatives Mayer started, the most important one was PB&J program that encouraged individuals to render ideas on how to make Yahoo the most favorable organization to work. The PB&J program was not the sole influential initiative, Mayer also began efforts with the objective to lower bureaucracy at the group and introduce effective compensation initiatives.
Regarding the ability of the new enterprises to changing the company culture in a limited time, analysts bore mixed opinions on the issues. Some argued that it would not be easy to dismantle an organizational culture in a limited time, especially since the organization had seen a leadership difficulty with successive executives. The discussion will center on this case and how important or influential these decisions were of organizational culture.
Introduction
The entity, in this case, Yahoo Inc. is among the globe’s leading online networks incorporated services provider having a combined user base in more than five million. Yahoo offers a wide array of network services, however over its 17 years of existence, there has been the rise of entities providing similar services. It is clear that the current players assumed the specializing path in a given kind of service while others introduced a whole array of new services. Yahoo has been facing increased competition from dominant market players, such as Google. Technology advancement has become an essential aspect of human adapta.
Top 10 pioneering ceos to follow in 2021 pdf
CIO LOOK approaches with its new edition of Top 10 Pioneering CEOs to Follow in 2021. Featuring on the Cover Story is Mike Gorey, the CEO at Propex GeoSolutions.
Read more: https://ciolook.com/top-10-pioneering-ceos-to-follow-in-2021-march2021/
The Change AnalysisAccording to Tock (2012), a successful CEO.docx
The Change Analysis
According to Tock (2012), a successful CEO possesses 5 traits such as passionate curiosity, team smarts, fearlessness, simple mindset, and battle hardened confidence. However, not all CEOs possess these traits. Thus, a strong sense of leadership is vital when there comes a time when an organization needs a change to maintain or become successful. Two companies that currently acquired new CEOs are Yahoo and Apple. Both companies have been gone through changes within the organization with the new CEOs.
Yahoo organization has increased its revenue in stocks, acquisitions, and business launches under the current CEO’s, Marissa Mayer, leadership success (Mangalindan, 2013). One of the biggest changes that Mayer implemented was ending the work from home program. The change brought about scrutiny not only from the employees of Yahoo but other companies as well (Koster, 2013). However, despite the scrutiny and negativity around the change, the CEO stood her ground and instead implemented new changes to positively influence collaboration and productivity in the workplace. For instance, Mayer ensured that she communicated to all employees via web as well. Also, in order for Mayer to create the change, she hosted social happy hours which allowed employees to bond with one another and also allowed free meals in the cafeteria to all staff members (Koster, 2013). She transformed the culture of the company to collaborate together to become a successful organization again.
In addition, Apple has gone through changes as well with the current CEO Tim Cook. Under Tim Cook, the executive leadership has expanded with promotions and extra responsibilities for these members (Guglielmo, 2012). With the recent launch of a faulty Maps application for the Iphone, there were heavy negative press and scrutiny about the organization. Cook addressed the problem by removing Scott Forstall, who was responsible for the software to become an interim advisor instead. Instead, he appointed several executives to higher positions and gave them higher compensation. The change was to retain the executives and reward the employees for their years of service to the company (Guglielmo, 2012).
The similar changes that the companies have gone through are the change of CEOs. Apple had to change CEO due to the medical ailment of the former CEO, Steve Jobs. However, it was already a successful and growing company that is continually increasing its revenue. Tim Cook, the current CEO has made changes to increase executive leadership in order to retain their service to the organization. As a result, the company’s low turnover rate in the company continues to be low as with Steve Job’s leadership role (Guglielmo, 2012). Cook also wants to change the image of Apple to become more a philanthropist organization. Cook wants to continue to expand the organization, however give back more to charities and the communities (Internation Business). As for Yahoo, the recent chang ...
4 Shaping and Sustaining Change Ryan McVayPhotodiscThink.docx
4 Shaping and Sustaining Change
Ryan McVay/Photodisc/Thinkstock
Learning Objectives
After reading this chapter, you should be able to do the following:
1. Describe the major reasons why organizational change programs fail and succeed.
2. Evaluate how to recruit and empower employees.
3. Analyze the five pillars of successful, sustainable change.
4. Explain the characteristics of built-to-change organizations that position themselves to successfully sustain
change.
5. Examine useful principles and practices in sustaining change.
wei82650_04_c04_155-206.indd 155 12/15/15 9:44 AM
© 2015 Bridgepoint Education, Inc. All rights reserved. Not for resale or redistribution.
Introduction
Nothing is easier than saying words. Nothing is
harder than living them day after day.
—Arthur Gordon
Pretest Questions
1. True/False: Because speed and efficiency are hallmarks of the American business
system, a short–term fix approach to organizational change is often successful.
2. True/False: Recruiting experienced individuals to a company that is planning trans-
formational change is risky because such people tend to resist change.
3. True/False: Knowledge management is a system in which organizations sustain
change by making intellectual capital available to employees so they can continu-
ously learn.
4. True/False: Built-to-change organizations prioritize temporary competitive advan-
tage over long-term stability by continuously implementing important changes.
5. True/False: A self-designed organization is one in which stakeholders choose the
direction of the company.
6. True/False: A common mistake in implementing change strategy is to reject a
“blockbuster” innovation in favor of small, unexciting changes.
In Chapter 3 we discussed three companies that underwent significant planned organizational
changes. They are summarized here to illustrate two successful overall outcomes (Ford and
AlliedSignal/Honeywell) and one unsuccessful change (Avon).
Ford
After working at Ford for 25 years, Alan Mulally retired as CEO on July 1, 2014—8 years after
leading Ford’s transformation. Chair Bill Ford said, “Alan deservedly will be long remembered for
engineering one of the most successful business turnarounds in history. Under Alan’s leadership,
Ford not only survived the global economic crisis, it emerged as one of the world’s strongest auto
companies” (as cited in Media.Ford.com, 2014, para. 4).
Mulally’s change strategy, “One Ford,” worked. In 2006 Ford lost $12.7 billion, its worst
performance ever. In 2010, however, the company had net income of $6.6 billion, its highest
profit in a decade. The stock price was $1.25 a share in 2006 when Mulally came on board;
it closed at $17.21 on the day he retired. In 2011 he was awarded stock bonuses worth
$56.5 million (Henry, 2011).
After careful research, Mulally targeted major problems at Ford as “inefficiencies in production,
bad relationships with suppliers, unrealist.
4 Shaping and Sustaining Change Ryan McVayPhotodiscThink.docx
4 Shaping and Sustaining Change
Ryan McVay/Photodisc/Thinkstock
Learning Objectives
After reading this chapter, you should be able to do the following:
1. Describe the major reasons why organizational change programs fail and succeed.
2. Evaluate how to recruit and empower employees.
3. Analyze the five pillars of successful, sustainable change.
4. Explain the characteristics of built-to-change organizations that position themselves to successfully sustain
change.
5. Examine useful principles and practices in sustaining change.
wei82650_04_c04_155-206.indd 155 12/15/15 9:44 AM
© 2015 Bridgepoint Education, Inc. All rights reserved. Not for resale or redistribution.
Introduction
Nothing is easier than saying words. Nothing is
harder than living them day after day.
—Arthur Gordon
Pretest Questions
1. True/False: Because speed and efficiency are hallmarks of the American business
system, a short–term fix approach to organizational change is often successful.
2. True/False: Recruiting experienced individuals to a company that is planning trans-
formational change is risky because such people tend to resist change.
3. True/False: Knowledge management is a system in which organizations sustain
change by making intellectual capital available to employees so they can continu-
ously learn.
4. True/False: Built-to-change organizations prioritize temporary competitive advan-
tage over long-term stability by continuously implementing important changes.
5. True/False: A self-designed organization is one in which stakeholders choose the
direction of the company.
6. True/False: A common mistake in implementing change strategy is to reject a
“blockbuster” innovation in favor of small, unexciting changes.
In Chapter 3 we discussed three companies that underwent significant planned organizational
changes. They are summarized here to illustrate two successful overall outcomes (Ford and
AlliedSignal/Honeywell) and one unsuccessful change (Avon).
Ford
After working at Ford for 25 years, Alan Mulally retired as CEO on July 1, 2014—8 years after
leading Ford’s transformation. Chair Bill Ford said, “Alan deservedly will be long remembered for
engineering one of the most successful business turnarounds in history. Under Alan’s leadership,
Ford not only survived the global economic crisis, it emerged as one of the world’s strongest auto
companies” (as cited in Media.Ford.com, 2014, para. 4).
Mulally’s change strategy, “One Ford,” worked. In 2006 Ford lost $12.7 billion, its worst
performance ever. In 2010, however, the company had net income of $6.6 billion, its highest
profit in a decade. The stock price was $1.25 a share in 2006 when Mulally came on board;
it closed at $17.21 on the day he retired. In 2011 he was awarded stock bonuses worth
$56.5 million (Henry, 2011).
After careful research, Mulally targeted major problems at Ford as “inefficiencies in production,
bad relationships with suppliers, unrealist.
4 Shaping and Sustaining Change Ryan McVayPhotodiscThink.docx
4 Shaping and Sustaining Change
Ryan McVay/Photodisc/Thinkstock
Learning Objectives
After reading this chapter, you should be able to do the following:
1. Describe the major reasons why organizational change programs fail and succeed.
2. Evaluate how to recruit and empower employees.
3. Analyze the five pillars of successful, sustainable change.
4. Explain the characteristics of built-to-change organizations that position themselves to successfully sustain
change.
5. Examine useful principles and practices in sustaining change.
wei82650_04_c04_155-206.indd 155 12/15/15 9:44 AM
© 2015 Bridgepoint Education, Inc. All rights reserved. Not for resale or redistribution.
Introduction
Nothing is easier than saying words. Nothing is
harder than living them day after day.
—Arthur Gordon
Pretest Questions
1. True/False: Because speed and efficiency are hallmarks of the American business
system, a short–term fix approach to organizational change is often successful.
2. True/False: Recruiting experienced individuals to a company that is planning trans-
formational change is risky because such people tend to resist change.
3. True/False: Knowledge management is a system in which organizations sustain
change by making intellectual capital available to employees so they can continu-
ously learn.
4. True/False: Built-to-change organizations prioritize temporary competitive advan-
tage over long-term stability by continuously implementing important changes.
5. True/False: A self-designed organization is one in which stakeholders choose the
direction of the company.
6. True/False: A common mistake in implementing change strategy is to reject a
“blockbuster” innovation in favor of small, unexciting changes.
In Chapter 3 we discussed three companies that underwent significant planned organizational
changes. They are summarized here to illustrate two successful overall outcomes (Ford and
AlliedSignal/Honeywell) and one unsuccessful change (Avon).
Ford
After working at Ford for 25 years, Alan Mulally retired as CEO on July 1, 2014—8 years after
leading Ford’s transformation. Chair Bill Ford said, “Alan deservedly will be long remembered for
engineering one of the most successful business turnarounds in history. Under Alan’s leadership,
Ford not only survived the global economic crisis, it emerged as one of the world’s strongest auto
companies” (as cited in Media.Ford.com, 2014, para. 4).
Mulally’s change strategy, “One Ford,” worked. In 2006 Ford lost $12.7 billion, its worst
performance ever. In 2010, however, the company had net income of $6.6 billion, its highest
profit in a decade. The stock price was $1.25 a share in 2006 when Mulally came on board;
it closed at $17.21 on the day he retired. In 2011 he was awarded stock bonuses worth
$56.5 million (Henry, 2011).
After careful research, Mulally targeted major problems at Ford as “inefficiencies in production,
bad relationships with suppliers, unrealist ...
A New Lens On Succession Planning
In today’s light, succession planning is not only a must have for organizations but must also evolve and be agile to adapt to demanding and constantly changing business environments.
We need to relook into our succession planning practices, repurpose why we do it and redefine what it means as a whole. We need to put a new lens to succession planning.
Recommended
Draft - Case Analysis 1Draft - Case Analysis 6BUS 49.docx
Draft - Case Analysis
1
Draft - Case Analysis
6
BUS 4993
Draft - Case Analysis
Greg Tavarez
Professor Hashmi
Capella University
11/19/17
TABLE OF CONTENTS
Abstract…………………………………………………………………………….3
Introduction……………………………………………………………………….4
Business overview…………………………………………………………………5
Problem statement………………………………………………………………….5
Company’s competencies………………………………………………………….7
Strategies followed by the CEO………………………………………………….…8
Board of director’s strategic intent and their effectiveness…………………………8
Recommendations…………………………………………………………………...9
References………………………………………………………………………….11
Abstract
The case talks about the Marissa Mayer initiatives taken at Yahoo, Inc. after joining as the CEO in 2012. It is clear that Yahoo had been having challenges and lost the increasing dominance, especially in internet services. The primary objectives assigned to Marissa Mayer, the former Google executive, was reviving the organizational fortunes. Marissa began to focus on changing the Yahoo culture as the primary strategy to turn around the company and put it back to the competitive position as soon as she took over the CEO. Over the times, Yahoo had taken back an awful reputation for being a company bearing bureaucratic culture which strangled creativity and expansion.
The CEO began several initiatives to ensure that the organization had become democratic. She began hiring many new individuals for essential posts with the aim to change the Yahoo culture (Thomas, David & Charles, 2017). Among the significant initiatives Mayer started, the most important one was PB&J program that encouraged individuals to render ideas on how to make Yahoo the most favorable organization to work. The PB&J program was not the sole influential initiative, Mayer also began efforts with the objective to lower bureaucracy at the group and introduce effective compensation initiatives.
Regarding the ability of the new enterprises to changing the company culture in a limited time, analysts bore mixed opinions on the issues. Some argued that it would not be easy to dismantle an organizational culture in a limited time, especially since the organization had seen a leadership difficulty with successive executives. The discussion will center on this case and how important or influential these decisions were of organizational culture.
Introduction
The entity, in this case, Yahoo Inc. is among the globe’s leading online networks incorporated services provider having a combined user base in more than five million. Yahoo offers a wide array of network services, however over its 17 years of existence, there has been the rise of entities providing similar services. It is clear that the current players assumed the specializing path in a given kind of service while others introduced a whole array of new services. Yahoo has been facing increased competition from dominant market players, such as Google. Technology advancement has become an essential aspect of human adapta.
Top 10 pioneering ceos to follow in 2021 pdf
CIO LOOK approaches with its new edition of Top 10 Pioneering CEOs to Follow in 2021. Featuring on the Cover Story is Mike Gorey, the CEO at Propex GeoSolutions.
Read more: https://ciolook.com/top-10-pioneering-ceos-to-follow-in-2021-march2021/
The Change AnalysisAccording to Tock (2012), a successful CEO.docx
The Change Analysis
According to Tock (2012), a successful CEO possesses 5 traits such as passionate curiosity, team smarts, fearlessness, simple mindset, and battle hardened confidence. However, not all CEOs possess these traits. Thus, a strong sense of leadership is vital when there comes a time when an organization needs a change to maintain or become successful. Two companies that currently acquired new CEOs are Yahoo and Apple. Both companies have been gone through changes within the organization with the new CEOs.
Yahoo organization has increased its revenue in stocks, acquisitions, and business launches under the current CEO’s, Marissa Mayer, leadership success (Mangalindan, 2013). One of the biggest changes that Mayer implemented was ending the work from home program. The change brought about scrutiny not only from the employees of Yahoo but other companies as well (Koster, 2013). However, despite the scrutiny and negativity around the change, the CEO stood her ground and instead implemented new changes to positively influence collaboration and productivity in the workplace. For instance, Mayer ensured that she communicated to all employees via web as well. Also, in order for Mayer to create the change, she hosted social happy hours which allowed employees to bond with one another and also allowed free meals in the cafeteria to all staff members (Koster, 2013). She transformed the culture of the company to collaborate together to become a successful organization again.
In addition, Apple has gone through changes as well with the current CEO Tim Cook. Under Tim Cook, the executive leadership has expanded with promotions and extra responsibilities for these members (Guglielmo, 2012). With the recent launch of a faulty Maps application for the Iphone, there were heavy negative press and scrutiny about the organization. Cook addressed the problem by removing Scott Forstall, who was responsible for the software to become an interim advisor instead. Instead, he appointed several executives to higher positions and gave them higher compensation. The change was to retain the executives and reward the employees for their years of service to the company (Guglielmo, 2012).
The similar changes that the companies have gone through are the change of CEOs. Apple had to change CEO due to the medical ailment of the former CEO, Steve Jobs. However, it was already a successful and growing company that is continually increasing its revenue. Tim Cook, the current CEO has made changes to increase executive leadership in order to retain their service to the organization. As a result, the company’s low turnover rate in the company continues to be low as with Steve Job’s leadership role (Guglielmo, 2012). Cook also wants to change the image of Apple to become more a philanthropist organization. Cook wants to continue to expand the organization, however give back more to charities and the communities (Internation Business). As for Yahoo, the recent chang ...
4 Shaping and Sustaining Change Ryan McVayPhotodiscThink.docx
4 Shaping and Sustaining Change
Ryan McVay/Photodisc/Thinkstock
Learning Objectives
After reading this chapter, you should be able to do the following:
1. Describe the major reasons why organizational change programs fail and succeed.
2. Evaluate how to recruit and empower employees.
3. Analyze the five pillars of successful, sustainable change.
4. Explain the characteristics of built-to-change organizations that position themselves to successfully sustain
change.
5. Examine useful principles and practices in sustaining change.
wei82650_04_c04_155-206.indd 155 12/15/15 9:44 AM
© 2015 Bridgepoint Education, Inc. All rights reserved. Not for resale or redistribution.
Introduction
Nothing is easier than saying words. Nothing is
harder than living them day after day.
—Arthur Gordon
Pretest Questions
1. True/False: Because speed and efficiency are hallmarks of the American business
system, a short–term fix approach to organizational change is often successful.
2. True/False: Recruiting experienced individuals to a company that is planning trans-
formational change is risky because such people tend to resist change.
3. True/False: Knowledge management is a system in which organizations sustain
change by making intellectual capital available to employees so they can continu-
ously learn.
4. True/False: Built-to-change organizations prioritize temporary competitive advan-
tage over long-term stability by continuously implementing important changes.
5. True/False: A self-designed organization is one in which stakeholders choose the
direction of the company.
6. True/False: A common mistake in implementing change strategy is to reject a
“blockbuster” innovation in favor of small, unexciting changes.
In Chapter 3 we discussed three companies that underwent significant planned organizational
changes. They are summarized here to illustrate two successful overall outcomes (Ford and
AlliedSignal/Honeywell) and one unsuccessful change (Avon).
Ford
After working at Ford for 25 years, Alan Mulally retired as CEO on July 1, 2014—8 years after
leading Ford’s transformation. Chair Bill Ford said, “Alan deservedly will be long remembered for
engineering one of the most successful business turnarounds in history. Under Alan’s leadership,
Ford not only survived the global economic crisis, it emerged as one of the world’s strongest auto
companies” (as cited in Media.Ford.com, 2014, para. 4).
Mulally’s change strategy, “One Ford,” worked. In 2006 Ford lost $12.7 billion, its worst
performance ever. In 2010, however, the company had net income of $6.6 billion, its highest
profit in a decade. The stock price was $1.25 a share in 2006 when Mulally came on board;
it closed at $17.21 on the day he retired. In 2011 he was awarded stock bonuses worth
$56.5 million (Henry, 2011).
After careful research, Mulally targeted major problems at Ford as “inefficiencies in production,
bad relationships with suppliers, unrealist.
4 Shaping and Sustaining Change Ryan McVayPhotodiscThink.docx
4 Shaping and Sustaining Change
Ryan McVay/Photodisc/Thinkstock
Learning Objectives
After reading this chapter, you should be able to do the following:
1. Describe the major reasons why organizational change programs fail and succeed.
2. Evaluate how to recruit and empower employees.
3. Analyze the five pillars of successful, sustainable change.
4. Explain the characteristics of built-to-change organizations that position themselves to successfully sustain
change.
5. Examine useful principles and practices in sustaining change.
wei82650_04_c04_155-206.indd 155 12/15/15 9:44 AM
© 2015 Bridgepoint Education, Inc. All rights reserved. Not for resale or redistribution.
Introduction
Nothing is easier than saying words. Nothing is
harder than living them day after day.
—Arthur Gordon
Pretest Questions
1. True/False: Because speed and efficiency are hallmarks of the American business
system, a short–term fix approach to organizational change is often successful.
2. True/False: Recruiting experienced individuals to a company that is planning trans-
formational change is risky because such people tend to resist change.
3. True/False: Knowledge management is a system in which organizations sustain
change by making intellectual capital available to employees so they can continu-
ously learn.
4. True/False: Built-to-change organizations prioritize temporary competitive advan-
tage over long-term stability by continuously implementing important changes.
5. True/False: A self-designed organization is one in which stakeholders choose the
direction of the company.
6. True/False: A common mistake in implementing change strategy is to reject a
“blockbuster” innovation in favor of small, unexciting changes.
In Chapter 3 we discussed three companies that underwent significant planned organizational
changes. They are summarized here to illustrate two successful overall outcomes (Ford and
AlliedSignal/Honeywell) and one unsuccessful change (Avon).
Ford
After working at Ford for 25 years, Alan Mulally retired as CEO on July 1, 2014—8 years after
leading Ford’s transformation. Chair Bill Ford said, “Alan deservedly will be long remembered for
engineering one of the most successful business turnarounds in history. Under Alan’s leadership,
Ford not only survived the global economic crisis, it emerged as one of the world’s strongest auto
companies” (as cited in Media.Ford.com, 2014, para. 4).
Mulally’s change strategy, “One Ford,” worked. In 2006 Ford lost $12.7 billion, its worst
performance ever. In 2010, however, the company had net income of $6.6 billion, its highest
profit in a decade. The stock price was $1.25 a share in 2006 when Mulally came on board;
it closed at $17.21 on the day he retired. In 2011 he was awarded stock bonuses worth
$56.5 million (Henry, 2011).
After careful research, Mulally targeted major problems at Ford as “inefficiencies in production,
bad relationships with suppliers, unrealist.
4 Shaping and Sustaining Change Ryan McVayPhotodiscThink.docx
4 Shaping and Sustaining Change
Ryan McVay/Photodisc/Thinkstock
Learning Objectives
After reading this chapter, you should be able to do the following:
1. Describe the major reasons why organizational change programs fail and succeed.
2. Evaluate how to recruit and empower employees.
3. Analyze the five pillars of successful, sustainable change.
4. Explain the characteristics of built-to-change organizations that position themselves to successfully sustain
change.
5. Examine useful principles and practices in sustaining change.
wei82650_04_c04_155-206.indd 155 12/15/15 9:44 AM
© 2015 Bridgepoint Education, Inc. All rights reserved. Not for resale or redistribution.
Introduction
Nothing is easier than saying words. Nothing is
harder than living them day after day.
—Arthur Gordon
Pretest Questions
1. True/False: Because speed and efficiency are hallmarks of the American business
system, a short–term fix approach to organizational change is often successful.
2. True/False: Recruiting experienced individuals to a company that is planning trans-
formational change is risky because such people tend to resist change.
3. True/False: Knowledge management is a system in which organizations sustain
change by making intellectual capital available to employees so they can continu-
ously learn.
4. True/False: Built-to-change organizations prioritize temporary competitive advan-
tage over long-term stability by continuously implementing important changes.
5. True/False: A self-designed organization is one in which stakeholders choose the
direction of the company.
6. True/False: A common mistake in implementing change strategy is to reject a
“blockbuster” innovation in favor of small, unexciting changes.
In Chapter 3 we discussed three companies that underwent significant planned organizational
changes. They are summarized here to illustrate two successful overall outcomes (Ford and
AlliedSignal/Honeywell) and one unsuccessful change (Avon).
Ford
After working at Ford for 25 years, Alan Mulally retired as CEO on July 1, 2014—8 years after
leading Ford’s transformation. Chair Bill Ford said, “Alan deservedly will be long remembered for
engineering one of the most successful business turnarounds in history. Under Alan’s leadership,
Ford not only survived the global economic crisis, it emerged as one of the world’s strongest auto
companies” (as cited in Media.Ford.com, 2014, para. 4).
Mulally’s change strategy, “One Ford,” worked. In 2006 Ford lost $12.7 billion, its worst
performance ever. In 2010, however, the company had net income of $6.6 billion, its highest
profit in a decade. The stock price was $1.25 a share in 2006 when Mulally came on board;
it closed at $17.21 on the day he retired. In 2011 he was awarded stock bonuses worth
$56.5 million (Henry, 2011).
After careful research, Mulally targeted major problems at Ford as “inefficiencies in production,
bad relationships with suppliers, unrealist ...
A New Lens On Succession Planning
In today’s light, succession planning is not only a must have for organizations but must also evolve and be agile to adapt to demanding and constantly changing business environments.
We need to relook into our succession planning practices, repurpose why we do it and redefine what it means as a whole. We need to put a new lens to succession planning.
MGT 521 Week 6 Final ExamMGT521Write a paper of no more than .docx
MGT 521 Week 6 Final Exam
MGT/521
Write a paper of no more than 3,500 words reviewing the strategic
initiatives taken by the company relative to organizational and
operational adaptation to changing markets.
Explain the following in your paper:
How recent economic trends are influencing the business
Strategies the company has used or could use for adapting
to changing markets, such as an economic downturn or
recession
Tactics the company has implemented or could implement
to achieve their strategic goals
The role human resource management plays in helping the
company achieve its business goals
If you would be willing to invest in this company as a mutual
fund manager
Write a conclusion for your overall business analysis. Be sure to
support your conclusion with information you have gathered from
parts one and two of your business analysis.
Format your paper consistent with APA guidelines.
Week 6 Business Analysis Part III
Ford Motor Company was founded by Henry Ford and incorporated in 1903, the great depression and now the recession we are in the company has survived and found ways to become stronger. The company has rebounded in the past few years and right now the company is booming and generating a great profit which is pleasing for the company and its stakeholders. As numbers tell no lies, in 2008 Ford suffered its worst year in history with a $14.6 billion dollar loss (Starner, 2010), and by 2010 reported a $2.7 billion dollar gain. With a turn around like that one must assume Ford has figured out what they need to change to survive. A few ways that the company has turned around the business is by downsizing and changing company values, to introduce a new, “Battery Electric Vehicle(BEV)” ("Media.ford.com", 2011), and also they have incorporated robotics into their Quality Control(Robotic Trends Staff, 2011). Ford has a very strong human resource department and a woman by the name of Felicia Fields (Starner, 2010), has been a major player for the company. Ford is now as a company who is striving and achieving great success that once again has made them a top performer in the auto industry.
In 2008 the company hit rock bottom, with record losses and the companies stock falling to about a dollar, the company has had to regroup and focus. It has done just that and become a rock in the auto industry once again. In 2008 with such a hard financial year the company was forced to sell some of other car companies that they had stake in, Jaguar, Land Rover, Volvo and Ashton Martin were some of those names. Their CEO Alan Mulally had a vision and his vision was, “ONE Ford: ONE Team, ONE Plan, ONE Goal.” (Starner, 2010) The plan is a lot like it sounds, the company would regroup and become one, become more efficient and operate in a way that it had never done so before. The company then soon downsized and went from a company of 213,000 employees in 2008 and now it operates with around 176,000, which is a sizeable difference. Ford is now ...
Running Head INNOVATION AND BUSINESS 1INNOVAT.docx
Running Head: INNOVATION AND BUSINESS 1
INNOVATION AND BUSINESS
Innovation and the Market
Louie Borrayo
Brian Glennon
Daniel Lapikas
Jared Linscombe
University of Phoenix
PDB17BSB03
MGT/411
Dr. Jay Deb
29 January 2019
Innovation and the Market
Companies may start and seem to succeed but for the success to be sustained, innovation is necessary. This is because as time goes by things change and so does the market world people want new things that are more efficient (Frishammar, 2015). When this is not the case with a company, the CEO’s job is easy, but the company will be at the risk of failing because change and innovation are both inevitable.
One example of a company that failed to innovate and is at the verge of close down is the Kodak Film Company. There was a time that the Kodak film dominated the film industry but because it refused to innovate other companies came into the market and took over. The Kodak Film Company had the chance to be the leaders of the digital industry but was in denial that times had changed and the digital error was taking over (Frishammar, 2015). It is said that the Kodak Company is the one that invented the first digital camera, but the managers could not approve it because they were too focused on the success of the company that they missed the great digital revolution. Kodak problem was they did not move fast enough into the digital world, which caused them to be technological discontinued. This company was declared bankrupt in 2012. Kodak had been failing to keep up their business and profits even before the digital revolution when Fuji started doing a better job using the old technology, the roll-film business ("Barriers To Change: The Real Reason Behind The Kodak Downfall", 2012).
Another company that went through the same is the Nokia Company. It was among the most successful companies in the early 1990s for creating the first cellular phone. Nokia was a universal leader in the business of mobile phones. When the internet landed Nokia failed to understand that data was the future. That in the future people will prefer silent communication over voice in this case text messages and emails (Frishammar, 2015). Instead of developing software Nokia focused on the hardware side with the fear that if they changed a lot the current users will get affected. They dint want to risk and lead in the change. They believed in their brand so much that they thought even if they came after others, they would take over but by the time they decided to compete with the touch screen it was too late they could not come up with products that were competitive enough to compete with the iPhone that had been launched by Steve Jobs. Surowiecki (2013), Nokia was known as an engineering company, but needed more market savvy ideas, in order to keep up with its competition.
The other company that failed in the innovation part is Yahoo. Around 2005 Yahoo was a big fish in the online advertising.
The Decline of the COO
In a world where succession planning is increasingly important, it’s good to be the COO — right? The chief operating officer has traditionally been the number two person in the C-suite — the senior executive charged with overseeing all of the company’s business operations. As such, the COO has long been viewed as the heir apparent, the leading insider candidate to succeed the chief executive officer. Yet, according to the senior executive search firm Crist Kolder Associates, the percentage of Fortune 500 and S&P 500 companies with a COO has declined steadily from 48 percent in 2000 to 36 percent in 2014.
Who must lead employer branding?
Who must lead employer branding, HR, marketing or communications? This article by four times author Brett Minchington provides insights based on research findings and the employer brand leader hiring intentions of companies around the world. This topic is also addressed in the Certificate in Employer Brand Leadership, the global standard for employer brand leadership certification. Full details at www.employerbrandingcollege.com
I need you to answer 3 discussion post questions from my peers and s.pdf
I need you to answer 3 discussion post questions from my peers and state whether you agree or
disagree:
1.
I have chosen to complete the Fortune 500 CEO comparison using Apple, as from what I have
read, has had two of the most contrasting leadership styles in the last 20 years that we were all
witness to. Steve Jobs and Tim Cook contributed significantly to the company's success and
continued success.
Leadership Traits Tim Cook Steve Jobs
Teamwork High Low
Control of Employees Low High
Visionary Moderate High
Attention to Detail High High
Customer/Shareholder Service High Moderate/Low
Tim Cook encourages collaboration, teamwork, and a democratic work environment. The change
in team environment team success was a push by Tim Cook. He included himself in team
decisions and could be questioned or challenged. The Tim Cook era took the customers requests
and input, and customer service was placed higher on the list than in previous times, which
helped Apple remain with the market share. The highlight of showing that Tim Cook cares for
the customer and shareholders is that he can apologize when the company fails and
acknowledges shortcomings.
Steve Jobs was known as an authoritarian leader and dreamer. He was part of Apple in the
beginning, was pushed out and came back in the late 90s and is viewed as the one who made
Apple what it is today. Steve Jobs was also known for his extreme attention to detail,
micromanaging, and aggressive tactics with employees. These traits sound negative, but without
Steve Jobs, there would be no Apple, and without Apple and some of its widely used products,
we would not have many of the products/competition we have from other companies.
Both CEOs have been highly successful in their time as CEO of Apple. Steve Jobs gave us the
iPod, iPhone, and iPad, utilizing visionary ideas and deciding that they were possible and Apple
would be the one to do it. Tim Cook pulled together the different groups and teams within Apple
to create further progression and customer satisfaction. Jobs was tasked with building this
company that needed to be fixed and revived, and Cook was charged with maintaining and
growing the base.
2.
I have chosen Jeff Bezos and, former CEO and Andy Jassy, current CEO of Amazon for my
comparison. These two men are very similar in many ways but when it comes to understanding
and appreciating a balance of work and personal life Jassy has Bezos beat.
With Bezos being the founder, Amazon is his creation and his baby and he cannot see that
anything else including a home life is more important. This characteristic does not make for
happy employees. Jassy has been an inside employee at Amazon for a long time and appreciates
that employees need a life outside of work (Jeff Bezoss successor, n.d.). As we have leaned
throughout this course, happy employees are more productive, efficient, and loyal.
These two men share many traits such as competitiveness, detail oriented, determination, and
empowerment. Jassy has a s.
Portrait of the Incoming Class
The incoming class of CEOs in 2012 is the largest in the study’s 13-year history. And for the most part they’re familiar faces: companies promoted people from within 71 percent of the time; 25 percent of incoming CEOs had worked at the same company for their entire career; 81 percent had the same nationality as the company’s headquarters; and 95 percent were men. In other words, one of our most interesting findings is that the “global CEO” seems more myth than reality.
Succession Planning - How to future proof your business
Learn how to create a sustainable business that will continue to operate successfully into the future, whether you stay in the business or not.
Why Community Managers Won't Exist in 5 Years (and why that's a good thing)
A manifesto about the dangers and opportunities for community managers in the next 5 years. Originally presented at Social Media Week San Francisco.
Review several of your peers’ posts. Respond to two peers who did no.docx
Review several of your peers’ posts. Respond to two peers who did not choose the same tool as you.
JOHNNY'S POST:
Select one of the following tools:
Cummings and Worley’s five dimensions of leading and managing change.
Explain how a leader could use this tool in guiding an organizational change.
I believe all leaders could help their organization by learning the five dimensions of leading and managing effective change. As stated in the text, 2016, “Those dimensions include motivating change, creating a vision, developing political support, managing the transition, and sustaining momentum.” (Ch 3.2, Para 20). All five of these dimensions are essential for a business that is going through an organizational change.
As a company evolves and expands over time there will be a time where the leaders of the company will have to implement change to stay effective and up to date. The first step of motivating change is very important because people generally reject change. Leaders must motivate the change otherwise the employee’s will not buy into the concept. Creating a vision helps the company understand what their goals are. Without establishing a vision, it would be impossible for people to know what the goals for the company are. This would lead to confusion and most likely low morale. Political support helps the new change become accepted. If there is a lack of support the new change could fail to gain momentum. The transition of change will not happen overnight. I believe the final two dimensions are often overlooked and not implemented in many companies. If the momentum is not sustained most people will fall back into old habits. It's important that leaders periodically check up on progress and reassure its employee’s that the change is working.
Reference:
Weiss, J. W. (2016).
Organizational change
(2nd ed.). Retrieved from
https://content.ashford.edu/ (Links to an external site.)
SARA'S POST:
Hey Class,
Per Weiss (2016), Cummings and Worley's five dimensions of leading and managing change provide companies reliable guidance and direction for taking steps toward organizational change. These dimensions, motivating change, creating a vision, developing political support, managing the transition, and sustaining momentum, are easy to understand and, if followed correctly, will assist in a smooth transition in what could serve as an otherwise chaotic period (Weiss, 2016).
Motivating Change
I appreciate that Weiss (2016) acknowledges that many people are resistant to change. Often, when employees or stakeholders initially learn about upcoming changes, their first reaction is one of hesitation and insecurity. Employers should offer buy-in to a new direction. Offer a compelling reason for the change, proving the move is positive and beneficial. A one-on-one conversation with employees will provide a sense of security and personalize how the change will impact their position.
Creating a Vision
Many ar.
1 Case Study #23 Is Yahoo!’s Business Model .docx
1
Case Study #23:
Is Yahoo!’s Business Model
Working in 2011 and Today?
BUS 189 - Prof. Larry Gee
Team # 5 - The A+ Students
Aimee Gohil - # 7260
Sean Luis - # 0283
PM - Karin Proven - # 7884
Krysta Sumabat - # 2199
Friday, December 4 2015
2
Table of Contents
Appendix 1: History, Development, and Growth ……….………………………………………. 3
Appendix 2: Internal Strengths and Weakness ….………………………………………………. 8
Appendix 3: Nature of External Environment …..……………………………………………... 11
Appendix 4: SWOT Analysis…………….………….…………………………………………. 12
Appendix 5: Corporate-Level Strategy ...………………………………………………………. 18
Appendix 6: Business- Level Strategy …………………………………………………………. 20
Appendix 7: Company Structure and Control Systems………...………………………………. 22
Appendix 8: Recommendations...………………………………………………………………. 24
Case Question 1 ……….………………………………………………………….…….……… 25
Case Question 2 ……….………………………………………………………………..……… 29
Case Question 3 ………………………………………………………………………..………. 32
Case Question 4 ……………………………………………………………………….….……. 36
Conclusion …………………………………………………………………………….….……. 38
Bibliography………………………………….………………….……………………….….…. 40
3
Appendix 1: The History, Development, and Growth
Yahoo! is a global technology company best known and recognized for their search
engine, web portals, email services, and similar technologies. Yahoo! is currently working hard
to stand out from competitors by executing several strategies, including corporate level strategies
such as acquisitions, horizontal and vertical integration. It is clear with the struggles Yahoo! has
faced over the past 7 years that they need to regain market share, expand their demographics,
improve innovation, and build brand loyalty to be profitable. The company’s past strategy of
acquisitions has been costly and has not produced the desired result.
Yahoo! was founded by David Filo and Jerry Yang and the company is based in the heart
of the Silicon Valley in Sunnyvale, California. (McCullough) In 1994, David and Jerry were
graduate students at Stanford University, studying to obtain their Ph.D. in Electrical
Engineering. The World Wide Web was a tool they used, but the user experience left them
extremely frustrated. Thousands of pages would appear which were random and unorganized,
making the tool overly cumbersome and difficult to use effectively. Realizing there was a better
way to organize the information, the pair found a way to manage all these websites by specific
content. What David and Jerry provided was a hierarchically organized index compared to an
index of pages. They named this organized hierarchy “David and Jerry’s Guide to The World
Wide Web” and published it in 1994.
Initially their site was used mainly by their friends and for their own personal
use. However, over time, more and more people came across the time saving website, spreading
the word about “David and .
BUILDING COMPETITIVE STRATEGY, AND ALIGNING STRATEGY WITH THE EXECUTION
BUILDING COMPETITIVE STRATEGY, AND ALIGNING STRATEGY WITH THE EXECUTION
Authors’ names and affiliations: Pankaj Kumar, CEO of Institute of Financial Leadership & Management, A-1202, Park Titanium, Park Street, Wakad, Pune -411057 pankaj.kumar@iflbm.com
Organizational BehaviorProblem-Based Learning (PBL) Scenario Ca.docx
Organizational Behavior
Problem-Based Learning (PBL) Scenario: Cameron Mechanical & Automation, Inc. (CMA)
Cameron Mechanical & Automation, Inc. (CMA) is a fictional company that has been in business and operating in the Silicon Valley since 1998. The company began as a successful Internet-based company (dot-com) and experienced great success with the introduction of high technology. The company also experienced decline with other dot-coms in 2001. As a result, CMA restructured and focused on its primary products; that is, computer components. The early changes in the company were done quickly to downsize. Although many other companies failed during this time, CMA managed to move forward.
CMA rebounded and continued to manufacture and sell its components to computer manufacturers worldwide. The company structure was divided into product divisions, with each division focused on specific components. For the company, this structure was meant to streamline sales and delivery worldwide.
In 2008, the economy had an effect on company profits, but the chief executive officer (CEO), Jared Smith, was in a position to focus on several internal strategic areas, including structure, work design, motivation, conflict, and company culture as a whole. To stay profitable, the company had to eliminate several management positions in an effort to flatten the organizational chart. Many of the responsibilities fell to the employees, and many people resisted the change.
As the economy recovers, CMA continues to rebuild. Since 2012, the company has been divided into a functional structure that includes four departments: Research and development (R&D), marketing, production, and finance. Each department is headed by a vice president who has responsibility over each of the functional areas. The company currently sells components to computer manufacturers. As technology continues to advance, the CMA R&D department and its vice president, Kevin Adams, are feeling pressure to keep up with the competition. However, because of the differentiation and separation between the departments, the CEO is concerned that communication is hampered.
In the last employee satisfaction survey, the CEO became aware of growing feelings of mistrust between employees and managers. Hiring practices are also under scrutiny and criticism, because allegations of nepotism have been leveled at the company. For these reasons and others, employee turnover and absenteeism is on the rise in all four divisions. Staffing problems have made it difficult to meet customer expectations as the demand for company products grows.
Because of the current structure and culture, the vice presidents who run each division of the company have autonomy and are able to use different leadership styles. For example, the vice president of marketing, Jim Stevens, uses a more democratic leadership style, while the vice president of production, Melissa Simons, is adamant that her autocratic or transactional style is the onl.
Calculate the pH of equilibrium aqueous solutions of the following.pdf
Calculate the pH of equilibrium aqueous solutions of the following:
a) 10-4 M sodium hydroxide, NaOH
b) 1.0 mg/L sulfuric acid (H2S04)
Note: NaOH is a strong base and H2SO4 is a strong acid. Both undergo complete dissociation
when added to water according to the following chemical equations: NaOH <--> Na+ + OH-
H2SO4 <--> 2 H+ + SO4-2
Solution
a) pH of NaOH
pOH = -log [ 10-4]
pOH = 4
pH + pOH = 14
pH = 14-4 = 10
b) 1 mg/L = 0.001 mg/L
0.001/ 98.1 = 1.02 x 10-5 M
H+ = 2 x 1.02 x 10-5 M = 2.04 x 10-5 M
pH = -log[2.04 x 10-5 ]
pH = 4.69.
can i get an example of a stakeholder registry. for a office company.pdf
can i get an example of a stakeholder registry. for a office company
Solution
Name Designation Department Role Responsibilities Type of communication Influence
Mr. A Manager Operations Client Managing the operations Reporting to the top management
Supporter Mr. B VP Prodcution Sponser Handling the entire dept Reporting to the president
Supporter Mr.C QA QA Tester Testing with appropriate tools Reporting to manager
Contributor Mr.D DE R&D Developer Designing and reporting Reporting to the manager
contributor.
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MGT 521 Week 6 Final ExamMGT521Write a paper of no more than .docx
MGT 521 Week 6 Final Exam
MGT/521
Write a paper of no more than 3,500 words reviewing the strategic
initiatives taken by the company relative to organizational and
operational adaptation to changing markets.
Explain the following in your paper:
How recent economic trends are influencing the business
Strategies the company has used or could use for adapting
to changing markets, such as an economic downturn or
recession
Tactics the company has implemented or could implement
to achieve their strategic goals
The role human resource management plays in helping the
company achieve its business goals
If you would be willing to invest in this company as a mutual
fund manager
Write a conclusion for your overall business analysis. Be sure to
support your conclusion with information you have gathered from
parts one and two of your business analysis.
Format your paper consistent with APA guidelines.
Week 6 Business Analysis Part III
Ford Motor Company was founded by Henry Ford and incorporated in 1903, the great depression and now the recession we are in the company has survived and found ways to become stronger. The company has rebounded in the past few years and right now the company is booming and generating a great profit which is pleasing for the company and its stakeholders. As numbers tell no lies, in 2008 Ford suffered its worst year in history with a $14.6 billion dollar loss (Starner, 2010), and by 2010 reported a $2.7 billion dollar gain. With a turn around like that one must assume Ford has figured out what they need to change to survive. A few ways that the company has turned around the business is by downsizing and changing company values, to introduce a new, “Battery Electric Vehicle(BEV)” ("Media.ford.com", 2011), and also they have incorporated robotics into their Quality Control(Robotic Trends Staff, 2011). Ford has a very strong human resource department and a woman by the name of Felicia Fields (Starner, 2010), has been a major player for the company. Ford is now as a company who is striving and achieving great success that once again has made them a top performer in the auto industry.
In 2008 the company hit rock bottom, with record losses and the companies stock falling to about a dollar, the company has had to regroup and focus. It has done just that and become a rock in the auto industry once again. In 2008 with such a hard financial year the company was forced to sell some of other car companies that they had stake in, Jaguar, Land Rover, Volvo and Ashton Martin were some of those names. Their CEO Alan Mulally had a vision and his vision was, “ONE Ford: ONE Team, ONE Plan, ONE Goal.” (Starner, 2010) The plan is a lot like it sounds, the company would regroup and become one, become more efficient and operate in a way that it had never done so before. The company then soon downsized and went from a company of 213,000 employees in 2008 and now it operates with around 176,000, which is a sizeable difference. Ford is now ...
Running Head INNOVATION AND BUSINESS 1INNOVAT.docx
Running Head: INNOVATION AND BUSINESS 1
INNOVATION AND BUSINESS
Innovation and the Market
Louie Borrayo
Brian Glennon
Daniel Lapikas
Jared Linscombe
University of Phoenix
PDB17BSB03
MGT/411
Dr. Jay Deb
29 January 2019
Innovation and the Market
Companies may start and seem to succeed but for the success to be sustained, innovation is necessary. This is because as time goes by things change and so does the market world people want new things that are more efficient (Frishammar, 2015). When this is not the case with a company, the CEO’s job is easy, but the company will be at the risk of failing because change and innovation are both inevitable.
One example of a company that failed to innovate and is at the verge of close down is the Kodak Film Company. There was a time that the Kodak film dominated the film industry but because it refused to innovate other companies came into the market and took over. The Kodak Film Company had the chance to be the leaders of the digital industry but was in denial that times had changed and the digital error was taking over (Frishammar, 2015). It is said that the Kodak Company is the one that invented the first digital camera, but the managers could not approve it because they were too focused on the success of the company that they missed the great digital revolution. Kodak problem was they did not move fast enough into the digital world, which caused them to be technological discontinued. This company was declared bankrupt in 2012. Kodak had been failing to keep up their business and profits even before the digital revolution when Fuji started doing a better job using the old technology, the roll-film business ("Barriers To Change: The Real Reason Behind The Kodak Downfall", 2012).
Another company that went through the same is the Nokia Company. It was among the most successful companies in the early 1990s for creating the first cellular phone. Nokia was a universal leader in the business of mobile phones. When the internet landed Nokia failed to understand that data was the future. That in the future people will prefer silent communication over voice in this case text messages and emails (Frishammar, 2015). Instead of developing software Nokia focused on the hardware side with the fear that if they changed a lot the current users will get affected. They dint want to risk and lead in the change. They believed in their brand so much that they thought even if they came after others, they would take over but by the time they decided to compete with the touch screen it was too late they could not come up with products that were competitive enough to compete with the iPhone that had been launched by Steve Jobs. Surowiecki (2013), Nokia was known as an engineering company, but needed more market savvy ideas, in order to keep up with its competition.
The other company that failed in the innovation part is Yahoo. Around 2005 Yahoo was a big fish in the online advertising.
The Decline of the COO
In a world where succession planning is increasingly important, it’s good to be the COO — right? The chief operating officer has traditionally been the number two person in the C-suite — the senior executive charged with overseeing all of the company’s business operations. As such, the COO has long been viewed as the heir apparent, the leading insider candidate to succeed the chief executive officer. Yet, according to the senior executive search firm Crist Kolder Associates, the percentage of Fortune 500 and S&P 500 companies with a COO has declined steadily from 48 percent in 2000 to 36 percent in 2014.
Who must lead employer branding?
Who must lead employer branding, HR, marketing or communications? This article by four times author Brett Minchington provides insights based on research findings and the employer brand leader hiring intentions of companies around the world. This topic is also addressed in the Certificate in Employer Brand Leadership, the global standard for employer brand leadership certification. Full details at www.employerbrandingcollege.com
I need you to answer 3 discussion post questions from my peers and s.pdf
I need you to answer 3 discussion post questions from my peers and state whether you agree or
disagree:
1.
I have chosen to complete the Fortune 500 CEO comparison using Apple, as from what I have
read, has had two of the most contrasting leadership styles in the last 20 years that we were all
witness to. Steve Jobs and Tim Cook contributed significantly to the company's success and
continued success.
Leadership Traits Tim Cook Steve Jobs
Teamwork High Low
Control of Employees Low High
Visionary Moderate High
Attention to Detail High High
Customer/Shareholder Service High Moderate/Low
Tim Cook encourages collaboration, teamwork, and a democratic work environment. The change
in team environment team success was a push by Tim Cook. He included himself in team
decisions and could be questioned or challenged. The Tim Cook era took the customers requests
and input, and customer service was placed higher on the list than in previous times, which
helped Apple remain with the market share. The highlight of showing that Tim Cook cares for
the customer and shareholders is that he can apologize when the company fails and
acknowledges shortcomings.
Steve Jobs was known as an authoritarian leader and dreamer. He was part of Apple in the
beginning, was pushed out and came back in the late 90s and is viewed as the one who made
Apple what it is today. Steve Jobs was also known for his extreme attention to detail,
micromanaging, and aggressive tactics with employees. These traits sound negative, but without
Steve Jobs, there would be no Apple, and without Apple and some of its widely used products,
we would not have many of the products/competition we have from other companies.
Both CEOs have been highly successful in their time as CEO of Apple. Steve Jobs gave us the
iPod, iPhone, and iPad, utilizing visionary ideas and deciding that they were possible and Apple
would be the one to do it. Tim Cook pulled together the different groups and teams within Apple
to create further progression and customer satisfaction. Jobs was tasked with building this
company that needed to be fixed and revived, and Cook was charged with maintaining and
growing the base.
2.
I have chosen Jeff Bezos and, former CEO and Andy Jassy, current CEO of Amazon for my
comparison. These two men are very similar in many ways but when it comes to understanding
and appreciating a balance of work and personal life Jassy has Bezos beat.
With Bezos being the founder, Amazon is his creation and his baby and he cannot see that
anything else including a home life is more important. This characteristic does not make for
happy employees. Jassy has been an inside employee at Amazon for a long time and appreciates
that employees need a life outside of work (Jeff Bezoss successor, n.d.). As we have leaned
throughout this course, happy employees are more productive, efficient, and loyal.
These two men share many traits such as competitiveness, detail oriented, determination, and
empowerment. Jassy has a s.
Portrait of the Incoming Class
The incoming class of CEOs in 2012 is the largest in the study’s 13-year history. And for the most part they’re familiar faces: companies promoted people from within 71 percent of the time; 25 percent of incoming CEOs had worked at the same company for their entire career; 81 percent had the same nationality as the company’s headquarters; and 95 percent were men. In other words, one of our most interesting findings is that the “global CEO” seems more myth than reality.
Succession Planning - How to future proof your business
Learn how to create a sustainable business that will continue to operate successfully into the future, whether you stay in the business or not.
Why Community Managers Won't Exist in 5 Years (and why that's a good thing)
A manifesto about the dangers and opportunities for community managers in the next 5 years. Originally presented at Social Media Week San Francisco.
Review several of your peers’ posts. Respond to two peers who did no.docx
Review several of your peers’ posts. Respond to two peers who did not choose the same tool as you.
JOHNNY'S POST:
Select one of the following tools:
Cummings and Worley’s five dimensions of leading and managing change.
Explain how a leader could use this tool in guiding an organizational change.
I believe all leaders could help their organization by learning the five dimensions of leading and managing effective change. As stated in the text, 2016, “Those dimensions include motivating change, creating a vision, developing political support, managing the transition, and sustaining momentum.” (Ch 3.2, Para 20). All five of these dimensions are essential for a business that is going through an organizational change.
As a company evolves and expands over time there will be a time where the leaders of the company will have to implement change to stay effective and up to date. The first step of motivating change is very important because people generally reject change. Leaders must motivate the change otherwise the employee’s will not buy into the concept. Creating a vision helps the company understand what their goals are. Without establishing a vision, it would be impossible for people to know what the goals for the company are. This would lead to confusion and most likely low morale. Political support helps the new change become accepted. If there is a lack of support the new change could fail to gain momentum. The transition of change will not happen overnight. I believe the final two dimensions are often overlooked and not implemented in many companies. If the momentum is not sustained most people will fall back into old habits. It's important that leaders periodically check up on progress and reassure its employee’s that the change is working.
Reference:
Weiss, J. W. (2016).
Organizational change
(2nd ed.). Retrieved from
https://content.ashford.edu/ (Links to an external site.)
SARA'S POST:
Hey Class,
Per Weiss (2016), Cummings and Worley's five dimensions of leading and managing change provide companies reliable guidance and direction for taking steps toward organizational change. These dimensions, motivating change, creating a vision, developing political support, managing the transition, and sustaining momentum, are easy to understand and, if followed correctly, will assist in a smooth transition in what could serve as an otherwise chaotic period (Weiss, 2016).
Motivating Change
I appreciate that Weiss (2016) acknowledges that many people are resistant to change. Often, when employees or stakeholders initially learn about upcoming changes, their first reaction is one of hesitation and insecurity. Employers should offer buy-in to a new direction. Offer a compelling reason for the change, proving the move is positive and beneficial. A one-on-one conversation with employees will provide a sense of security and personalize how the change will impact their position.
Creating a Vision
Many ar.
1 Case Study #23 Is Yahoo!’s Business Model .docx
1
Case Study #23:
Is Yahoo!’s Business Model
Working in 2011 and Today?
BUS 189 - Prof. Larry Gee
Team # 5 - The A+ Students
Aimee Gohil - # 7260
Sean Luis - # 0283
PM - Karin Proven - # 7884
Krysta Sumabat - # 2199
Friday, December 4 2015
2
Table of Contents
Appendix 1: History, Development, and Growth ……….………………………………………. 3
Appendix 2: Internal Strengths and Weakness ….………………………………………………. 8
Appendix 3: Nature of External Environment …..……………………………………………... 11
Appendix 4: SWOT Analysis…………….………….…………………………………………. 12
Appendix 5: Corporate-Level Strategy ...………………………………………………………. 18
Appendix 6: Business- Level Strategy …………………………………………………………. 20
Appendix 7: Company Structure and Control Systems………...………………………………. 22
Appendix 8: Recommendations...………………………………………………………………. 24
Case Question 1 ……….………………………………………………………….…….……… 25
Case Question 2 ……….………………………………………………………………..……… 29
Case Question 3 ………………………………………………………………………..………. 32
Case Question 4 ……………………………………………………………………….….……. 36
Conclusion …………………………………………………………………………….….……. 38
Bibliography………………………………….………………….……………………….….…. 40
3
Appendix 1: The History, Development, and Growth
Yahoo! is a global technology company best known and recognized for their search
engine, web portals, email services, and similar technologies. Yahoo! is currently working hard
to stand out from competitors by executing several strategies, including corporate level strategies
such as acquisitions, horizontal and vertical integration. It is clear with the struggles Yahoo! has
faced over the past 7 years that they need to regain market share, expand their demographics,
improve innovation, and build brand loyalty to be profitable. The company’s past strategy of
acquisitions has been costly and has not produced the desired result.
Yahoo! was founded by David Filo and Jerry Yang and the company is based in the heart
of the Silicon Valley in Sunnyvale, California. (McCullough) In 1994, David and Jerry were
graduate students at Stanford University, studying to obtain their Ph.D. in Electrical
Engineering. The World Wide Web was a tool they used, but the user experience left them
extremely frustrated. Thousands of pages would appear which were random and unorganized,
making the tool overly cumbersome and difficult to use effectively. Realizing there was a better
way to organize the information, the pair found a way to manage all these websites by specific
content. What David and Jerry provided was a hierarchically organized index compared to an
index of pages. They named this organized hierarchy “David and Jerry’s Guide to The World
Wide Web” and published it in 1994.
Initially their site was used mainly by their friends and for their own personal
use. However, over time, more and more people came across the time saving website, spreading
the word about “David and .
BUILDING COMPETITIVE STRATEGY, AND ALIGNING STRATEGY WITH THE EXECUTION
BUILDING COMPETITIVE STRATEGY, AND ALIGNING STRATEGY WITH THE EXECUTION
Authors’ names and affiliations: Pankaj Kumar, CEO of Institute of Financial Leadership & Management, A-1202, Park Titanium, Park Street, Wakad, Pune -411057 pankaj.kumar@iflbm.com
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Organizational Behavior
Problem-Based Learning (PBL) Scenario: Cameron Mechanical & Automation, Inc. (CMA)
Cameron Mechanical & Automation, Inc. (CMA) is a fictional company that has been in business and operating in the Silicon Valley since 1998. The company began as a successful Internet-based company (dot-com) and experienced great success with the introduction of high technology. The company also experienced decline with other dot-coms in 2001. As a result, CMA restructured and focused on its primary products; that is, computer components. The early changes in the company were done quickly to downsize. Although many other companies failed during this time, CMA managed to move forward.
CMA rebounded and continued to manufacture and sell its components to computer manufacturers worldwide. The company structure was divided into product divisions, with each division focused on specific components. For the company, this structure was meant to streamline sales and delivery worldwide.
In 2008, the economy had an effect on company profits, but the chief executive officer (CEO), Jared Smith, was in a position to focus on several internal strategic areas, including structure, work design, motivation, conflict, and company culture as a whole. To stay profitable, the company had to eliminate several management positions in an effort to flatten the organizational chart. Many of the responsibilities fell to the employees, and many people resisted the change.
As the economy recovers, CMA continues to rebuild. Since 2012, the company has been divided into a functional structure that includes four departments: Research and development (R&D), marketing, production, and finance. Each department is headed by a vice president who has responsibility over each of the functional areas. The company currently sells components to computer manufacturers. As technology continues to advance, the CMA R&D department and its vice president, Kevin Adams, are feeling pressure to keep up with the competition. However, because of the differentiation and separation between the departments, the CEO is concerned that communication is hampered.
In the last employee satisfaction survey, the CEO became aware of growing feelings of mistrust between employees and managers. Hiring practices are also under scrutiny and criticism, because allegations of nepotism have been leveled at the company. For these reasons and others, employee turnover and absenteeism is on the rise in all four divisions. Staffing problems have made it difficult to meet customer expectations as the demand for company products grows.
Because of the current structure and culture, the vice presidents who run each division of the company have autonomy and are able to use different leadership styles. For example, the vice president of marketing, Jim Stevens, uses a more democratic leadership style, while the vice president of production, Melissa Simons, is adamant that her autocratic or transactional style is the onl.
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Calculate the pH of equilibrium aqueous solutions of the following.pdf
Calculate the pH of equilibrium aqueous solutions of the following:
a) 10-4 M sodium hydroxide, NaOH
b) 1.0 mg/L sulfuric acid (H2S04)
Note: NaOH is a strong base and H2SO4 is a strong acid. Both undergo complete dissociation
when added to water according to the following chemical equations: NaOH <--> Na+ + OH-
H2SO4 <--> 2 H+ + SO4-2
Solution
a) pH of NaOH
pOH = -log [ 10-4]
pOH = 4
pH + pOH = 14
pH = 14-4 = 10
b) 1 mg/L = 0.001 mg/L
0.001/ 98.1 = 1.02 x 10-5 M
H+ = 2 x 1.02 x 10-5 M = 2.04 x 10-5 M
pH = -log[2.04 x 10-5 ]
pH = 4.69.
can i get an example of a stakeholder registry. for a office company.pdf
can i get an example of a stakeholder registry. for a office company
Solution
Name Designation Department Role Responsibilities Type of communication Influence
Mr. A Manager Operations Client Managing the operations Reporting to the top management
Supporter Mr. B VP Prodcution Sponser Handling the entire dept Reporting to the president
Supporter Mr.C QA QA Tester Testing with appropriate tools Reporting to manager
Contributor Mr.D DE R&D Developer Designing and reporting Reporting to the manager
contributor.
can i get an example of a communication plan for avation company.pdf
can i get an example of a communication plan for avation company
Solution
Lets take an example of Fly High Airlines which has a Communication Plan split up as follows:
1. Aviation communication - with the aircraft
2. Passenger communication - with the all sorts of passengers such as boarding, stop-over, in-
transit
3. Airport communication - with various airports where the company has tie-ups with
4. Internal communication - with the employees
5. Stakeholder communication - with the shareholders, suppliers, service providers, etc.
6. Crisis communication - Communication in a crisis situation
Now let us focus on one of the above types of communication say a Crisis Communication. It
should include the following aspects:
1. A statement of company communication policy
2. List of authorised spokespersons during crisis
3. Details of forming a Crisis Management Team and their interface with the internal and
external parties during a crisis
a) Functional roles and responsibilities of all individuals to be defined
b) Main tasks to be defined for every individual
c) Clear organisational structure to be formed in case of emergency
d) Functional roles and responsibilities of all individuals to be defined
4. List of all internal and external contacts for emergency purposes like media, hospitals, etc.
5. Documentation and templates for media call logging, registration for a press conference, etc..
Can anyone show me how to get the first and second derivative of y=s.pdf
Can anyone show me how to get the first and second derivative of y=sin(t^2)?
I need a refreshing on using the chain rule.
Solution
dy/dt=d/dt(sint^2) =cos(t^2)d/dt(t^2) =cos(t^2)(2t) =2tcos(t^2) d(uv)=udv+vdu
d^2y/dt^2= 2td/dt(cos(t^2))+2cos(t^2)d/dt(t) =2t(-sin(t^2)d/dt(t^2)+2cos(t^2)*1 =-
2tsin(t^2)2t+2cos(t^2) =-4t^2sin(t^2)+2cos(t^2).
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Can anyone point me to a resource where I can find monthly series data (specifically for 2003-
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broken down by major industry?
I\'ve found UN data and OECD, but am having trouble navigating the INEGI site (since my
grasp of Spanish is limited to the colloquial).
Solution
The closest I\'ve come so far is the OECD StatExtracts, which gave me data in current USD. I\'m
still hoping someone can come up with something better.
It took some fiddling because their MEI tables seemed to be wonky in chrome, and all I got was
\"an error occurred\" until I start fiddling with the (invisible) table\'s layout..
Can anyone answer this please in economics thanks(a) Explain the .pdf
Can anyone answer this please in economics? thanks
(a) Explain the role of a financial intermediary.
(b) If we distinguish private and public saving within a national saving total, explain how these
are related to one another and to investment.
Solution
A) financial intermediary is a financial institution like a bank that facilitates the process of
lending and borrowing by holding funds. These can be commercial banks, life insurance
companies,pension funds, insurance funds etc. intermediaries channelise funds from those with
surplus to those who borrow. It acts as a middle man.
B) savings are a sum total of domestic and foreign savings. Also, investment equals the sum of
national savings and any capital inflows. According to the savings investment approach, total
saving in an economy equals investment . One is a leakage in the flow of income and the latter
an injection ..
can any one give information about verdana fornt..notfrom the any .pdf
can any one give information about verdana fornt..notfrom the any webs from books.
can any one give information about verdana fornt..notfrom the any webs from books.
Solution
Verdana is a humanist sans-serif typefacedesigned by Matthew Carter for Microsoft Corporation,
withhand-hinting done by Tom Rickner, then at Monotype. Demand for sucha typeface was
recognized by Virginia Howlett of Microsoft\'stypography group. The name \"Verdana\" is based
on a mix ofverdant and Ana.
Can -1^ (14) be expressed in terms of iSolutionTo express (-1.pdf
Can -1^ (1/4) be expressed in terms of i
Solution
To express (-1)^1/4 and (-1)^(1/6) interms of i.
We know that i= (-1)^(1/2) or i^2 = -1.
-1 = cos pi +sinpi = cos(2n+1)pi +isin(2n+1)pi
Therefore (-1)^1/4 = Cos(2n+1)pi/4+sin(2n+1)pi)/4 = cos(2n+1)pi/2+isin(2n+1)pi/2 , for n =
0,1,2...
1/2^(1/2) +i/sqrt2 , -1/2^(1/2) +i/2^1/2) , -1/2^1/2) -i/2^(1/2) and (1/2^(1/2) +i/2^(1/2).
(-1)^1/6 = {cos(2npi+1) +isin(2npi+1)}^(1/6)
= cos(2n+1)pi/6 +isin(2n+1)pi/6. for n = 0,1,2,3,..
= (1/2)*3^(1/2) +i(1/2) , i , -(1/2)3^(1/2 ) +i/2 , (1/2)*3^(1/2)-i/2, -i , (1/2)3^(1/2) - i ,.
Calculating EFN The most recent financial statements for Moose Tours.pdf
Calculating EFN The most recent financial statements for Moose Tours, Inc., appear below.
Sales for 2012 are projected to grow by 20 percent. Interest expense will remain constant; the tax
rate and the dividend payout rate will also remain constant. Costs, other expenses, current assets,
fixed assets, and accounts payable increase spontaneously with sales. MOOSE TOURS, INC.
2011 Income Statement Sales $ 836,100 Costs 650,700 Other expenses 17,100 Earnings before
interest and taxes $ 168,300 Interest expense 12,600 Taxable income $ 155,700 Taxes 54,495
Net income $ 101,205 Dividends $ 30,300 Addition to retained earnings 70,905 MOOSE
TOURS, INC. Balance Sheet as of December 31, 2011 Assets Liabilities and Owners’ Equity
Current assets Current liabilities Cash $ 24,035 Accounts payable $ 64,600 Accounts receivable
38,665 Notes payable 16,150 Inventory 82,555 Total $ 80,750 Total $ 145,255 Long-term debt $
150,000 Fixed assets Owners’ equity Net plant and equipment $ 392,350 Common stock and
paid-in surplus $ 130,000 Retained earnings 176,855 Total $ 306,855 Total assets $ 537,605
Total liabilities and owners’ equity $ 537,605 If the firm is operating at full capacity and no new
debt or equity is issued, what external financing is needed to support the 20 percent growth rate
in sales?
Solution
EFN = Total assets – Total liabilities and equity
Proforma Income Statement
Projected
Particulars
Amount
%
Particulars
Amount
Sales
836,100
100.00
Sales
1,003,320
Less : Costs
650,700
77.83
Less : Costs
780,840
Other Expenses
17,100
2.05
Other Expenses
20,520
EBIT
168,300
20.13
EBIT
201,960
Interest
12,600
Interest
12,600
Taxable Income
155,700
Taxable Income
189,360
Taxes
54,495
35.00
Taxes
66,276
Net Income
101,205
Net Income
123,084
Dividends
30,300
29.94
Dividends
36,850
Additon to retain earnings
70,905
Additon to retain earnings
86,234
Balance Sheet
Assets
Amount
%
Liabilities and Owners’ Equity
Amount
%
Current assets
Current liabilities
Cash
24,035
Accounts Payable
64,600
Accounts Receivable
38,665
Notes Payable
16,150
Inventory
82,555
80,750
15.02
145,255
37.02
Fixed assets :
Long Term Debt
150,000
Net plant and equipment
392,350
72.98
Owners’ equity
Common stock and paid-in surplus
130,000
Retained earnings
176,855
306,855
537,605
100.00
537,605
Balance Sheet(Projected)
Assets
Amount
%
Liabilities and Owners’ Equity
Amount
%
Current assets
Current liabilities
Cash
28,842
Accounts Payable
77,520
Accounts Receivable
46,398
Notes Payable
19,380
Inventory
99,066
96,900
15.141
174,306
37.02
Fixed assets :
Long Term Debt
150,000
Net plant and equipment
470,820
72.98
Owners’ equity
Common stock and paid-in surplus
130,000
Retained earnings(176,855+86,234)
263,089
393,089
645,126
100.00
639,989
EFN
5,137
Proforma Income Statement
Projected
Particulars
Amount
%
Particulars
Amount
Sales
836,100
100.00
Sales
1,003,320
Less : Costs
650,700
77.83
Less : Costs
780,840
Other Expenses
17,100
2.05
Other Expenses
20,520
EBIT
168,300
20.13
EBIT
201,960
Interest
12,.
Calculating leverage ratios levine, Inc., has a total debt ratio of.pdf
Calculating leverage ratios: levine, Inc., has a total debt ratio of .53. What is its debt-equity
ratio? what is equity multiplier?
Solution
Debt ratio = .53 Debt/Assets = .53 Debt = .53 Assets Equity = 1- Debt Equity = .47
Assets Debt Equity Ratio = .53/.47 = 1.13 Equity Multiplier = Assets/ Equity = 1/.47 = 2.13.
Calculate the unlevered equity if the cost of equity is 20 the cost.pdf
Calculate the unlevered equity if the cost of equity is 20% the cost of is 7% and the capital is
50% equity and 50% debt
Solution
Using MM hypothesis proposition II, We have following formula for rE
rE= Ru + D/E (Ru-Rd)
0.20= Ru + 0.50/0.50(Ru -0.07)
0.20 = Ru +Ru-0.07
2 Ru = 0.27
Ru = 0.27/2
=0.135
Ru = 13.50%
Hence, unlevered cost of equity is 13.50%..
Calculate the sum S=1+2+3+4+5+6, where the terms of the sum are the .pdf
Calculate the sum S=1+2+3+4+5+6, where the terms of the sum are the elements form the class
of residues modulo 7, Z7.
Solution
The class of residues modulo 7 is formed from the following elements: {0,1,2,3,4,5,6}.
To calculate the sum easier, let\'s group the terms in this way:
S=(1+6)+(2+5)+(3+4)
S=7+7+7
Instead of the value 7, which is not an element of the class residues, we\'ll put the reminders
obtained from the division with 7, which are all 0.
So, S=0+0+0
S=0.
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- 1. CAN HIGHLY SUCCESSFUL LEADERS BE REPLACED SUCCESSFULLY? THE IMPORTANCE OF SUCCESSION PLANNING Can the replacement for Steve Jobs, the highly successful former CEO of Apple, Tim Cook, be equally successful? It will be very difficult to do so. In fact, the stock market does not seem to think so. When Steve Jobs announced his retirement and the new CEO, the price of Apple's stock declined. Likewise, can IBM's successful CEO, Sam Palmisano, be replaced successfully. Because IBM's CEOs have a tradition of retiring when they are 60, Palmisano is expected to retire in 2012. There are several potential successors but the most likely is Virginia Rometty, who heads IBM's sales unit. Investor groups pressured Apple's board to develop a formal succession plan for Steve Jobs because in 2011 he was on his third medical leave. This caused considerable angst among investors. The board did not want to name formal successors because the members wanted Jobs back and also believed that he was very important to Apple's success. Jobs turned 56 in 2011 but his age was not the concern; it was his illnesses that created worry. Despite his third leave of absence, Jobs proclaimed that he would participate in all major strategic decisions. Even the laborers' union pushed Apple for a succession plan. The delay in communicating a succession plan coupled with Jobs eventual resignation as CEO did not inspire confidence among the various groups concerned about the loss of Jobs. Alternatively, IBM seems to be in much better position for a smooth transition of CEOs. There are at least three candidates for the CEO position when vacated by Palmisano. They are Rometty, mentioned earlier; Michael Daniels, head of the Global Services unit; and Rodney Adkins, senior vice president of hardware. All three have demonstrated their capabilities with strong performances in their respective units. In addition, Palmisano has established a strong plan of action through 2015. For example, the plan calls for generating 30 percent of IBM's total annual revenue from emerging markets by 2015. The plan also calls for $7 billion in annual cloud revenue and $16 billion in annual business analytics revenue within the same time period. As such, the next CEO only needs to continue efforts already launched. Interestingly, CEO turnover among the 2,500 largest public companies in the world declined in 2010. However, this is clouded by the fact that more emerging market firms (including many from China) have been added to the list and they have low turnover among their CEOs. Therefore, there is still considerable CEO turnover in North American and European firms. As such, they have a greater need for succession planning. Selecting successors for the CEO and other officer positions is the responsibility of the board of directors. Boards have come under increasing pressure to develop formal succession plans, especially for the CEO position. However, recent surveys suggest that only about 35 percent of them are prepared for a departure
- 2. of their CEO. Most formal plans begin with the purposeful development of internal candidates. The better plans also have preparations to replace the CEO in emergency situations (e.g., the CEO dies unexpectedly). Many formal plans call for Jobs was taken in 2009 right after Jobs the use of executive search firms, assuming that external searches returned from his are implemented. Baker Hughes has a formal succession plan. In accordance with His ailing health put the plan, it announced in 2011 that its current CEO and chairman, investors on high Chad Deaton, would undertake the new role of executive chairman and that Martin Craighead would become president and chief executive officer. Likewise, Howard Stringer, CEO of Sony, has been grooming four potential successors. In 2011, he promoted one of them, Kazuo Hirai, to be his top manager reporting directly to him. Thus, it appears that Sony has also chosen its CEO successor. Discuss the pros and cons of the managerial succession strategy outlined in the case. What effects can internal and external CEO succession have on a firm's strategy? Has this managerial succession strategy worked? Share the most important concept you have learned in this course. Explain what impact will business policy and strategy have on you as a professional? Solution The effects on CEO succession are important and it most be one of the top prioritites on any company even if is a small one. Like it was mentioned on the first lines, when Steve Jobs mentioned we was leaving his position as CEO, every one was scare, specially the share holders because the company Steve created on California it was the most important one in the world, apple understood that people really dont know what they want so they create the need for the consumers to purchase their products , he took everything personal, and how could not? he founded it on his garage when he started the University and he was fired by the board of directors and then re hire years later because the company was going straight to bankruptcy , he was the oly one who could save it. I believe apple is a rare case and not all company have to have Steve Jobs as a CEO to be successful but they do need to have a succession plan because humans do not live for ever. The CEO must be the mentor of course and the people who are nomiated as a possible candidate must meet strict requirements, you can not have a new employee going for this position, you have to earn it with years and loyalty to the company, the extra work that sets this person from other competitors is what will make him succedd as CEO. On the case of Sony it is safe to say is going to work because the CEO has been trainign these candidates, plus they have done a great job on their current areas.
- 3. Business policy and strategy are subjects very imporant on the daily life at work, the companies who do not have them are doom to failed, as simple as that because they dont know where they want to go and they sure do not know how either, this is strategy.