Case analysis dashman priyeshvp_iim kozhikode
•Download as DOCX, PDF•
3 likes•6,030 views
Dashman Company had over 20 plants purchasing equipment separately, creating issues securing materials. A new VP of Purchases was appointed to centralize purchasing. However, plant heads resisted giving up power and did not follow the new policy of approving purchases over $10,000 centrally. Key issues included lack of stakeholder input in the decision, the VP only communicating the new policy via letter instead of meeting plant executives, and no penalties for noncompliance, so the policy was not taken seriously. The VP and company needed to better involve stakeholders, choose an effective communication channel, and establish consequences for not following the new policy.
Report
Share
Report
Share
Recommended
Dashman company Case Analysis
The document summarizes a case study about problems implementing a new centralized purchasing plan at Dashman Company. The summary is:
The new VP of Purchasing, Mr. Post, faced resistance from plant executives when trying to centralize bigger purchasing decisions. This was due to the executives' reluctance to give up power, ineffective communication from Mr. Post, and poor timing before the busy season. The best option is for Mr. Post to personally communicate with each plant manager, get their feedback, and involve them in modifying the plan.
The dashman company case group 8
1) A new VP of purchasing at Dashman Company wants to centralize purchasing, which was previously decentralized across business units.
2) The VP sends a letter imposing new purchase restrictions, but the business units ignore the letter and continue as usual.
3) Potential causes of non-compliance identified include psychological reluctance to give up power, lack of input in the decision, poor communication, and absence of penalties for non-compliance.
Acme and omega
The document compares and contrasts the management systems of two companies, ACME and OMEGA. ACME has a hierarchical and top-down structure with defined job parameters, centralized decision-making, and formal communication. OMEGA has a flat structure, informal communication, loosely defined jobs, and decisions made by management teams based on feedback. The document also discusses how ACME's structured approach makes it more effective for high-volume manufacturing but may struggle in unprecedented situations.
Maruti Manesar Case
- The document discusses a loss-loss situation that occurred between Maruti Suzuki and its workers union at the Manesar plant in India. Operations were stopped for a month due to differences in salaries, working conditions, and demands for a new union. This led to estimated losses of over 1.5 billion rupees for the company and unemployment for many workers. It identifies a lack of communication between HR and unions as a key problem. Suggested solutions include proper coordination, non-discriminatory salary policies, understanding workers' problems, and following labor laws in a humanitarian way.
Wrap it up
This document presents a proposed compensation plan called ShareIt for the restaurant chain Wrap It Up. Currently, Wrap It Up is facing issues like high employee turnover and declining customer satisfaction. ShareIt ties manager compensation to store profits. Two pilot stores, Santa Monica and Costa Mesa, tested different strategies under ShareIt. Santa Monica focused on promotions while Costa Mesa aimed for cost reductions. Both saw increased profits but Santa Monica's customer satisfaction improved while Costa Mesa's declined. The document recommends continuing the customer-centric approach and improving employee satisfaction metrics to sustain high profits and customer satisfaction long-term.
Maruti IR case
1) The document summarizes the industrial relations issues between Maruti Suzuki and its workers at the Manesar plant in Haryana, India from 1997-2012.
2) In July 2012, violence broke out at the plant resulting in one death and injuries to over 100 people after months of tensions between workers and management over issues like wages, temporary workers, and union recognition.
3) Both workers and management blamed each other for the violence and disruptions, with workers citing issues like low pay, harsh working conditions, and abuse, while management accused workers of sabotage and intentionally reducing quality and output.
Peter browning and continental white cap
Peter Browning was hired as the new president of Continental White Cap to address challenges facing the company. Continental White Cap had a history dating back to 1926 and a corporate culture characterized by paternalism. However, the company now faced price competition, high overheads, and a need for new technologies. Browning planned to implement gradual changes to cut costs, enrich the customer experience, and expand product lines while transitioning away from the paternalistic culture. His changes included redesignating roles, adopting performance-based compensation, and creating more open communication to facilitate the cultural shift.
Medisys Corp - Case Presentation
MediSys is a US-based medical device manufacturer founded in 2002 with annual revenues of $400M and 1750 employees. It uses an entrepreneurial culture and cross-functional teams to quickly develop products tailored to customer needs. A new president was hired to preserve this innovative culture and stimulate rapid growth. While cross-functional teams and a parallel development process were embraced, unreasonable deadlines were missed due to delays and conflicts arose regarding these changes. After the new CEO took over, the entrepreneurial spirit declined and cross-functional team activity was disturbed, threatening MediSys' competitive advantage of speedy product development. To address these problems, the solution is to re-establish team synergy, increase transparency, stop outsour
Recommended
Dashman company Case Analysis
The document summarizes a case study about problems implementing a new centralized purchasing plan at Dashman Company. The summary is:
The new VP of Purchasing, Mr. Post, faced resistance from plant executives when trying to centralize bigger purchasing decisions. This was due to the executives' reluctance to give up power, ineffective communication from Mr. Post, and poor timing before the busy season. The best option is for Mr. Post to personally communicate with each plant manager, get their feedback, and involve them in modifying the plan.
The dashman company case group 8
1) A new VP of purchasing at Dashman Company wants to centralize purchasing, which was previously decentralized across business units.
2) The VP sends a letter imposing new purchase restrictions, but the business units ignore the letter and continue as usual.
3) Potential causes of non-compliance identified include psychological reluctance to give up power, lack of input in the decision, poor communication, and absence of penalties for non-compliance.
Acme and omega
The document compares and contrasts the management systems of two companies, ACME and OMEGA. ACME has a hierarchical and top-down structure with defined job parameters, centralized decision-making, and formal communication. OMEGA has a flat structure, informal communication, loosely defined jobs, and decisions made by management teams based on feedback. The document also discusses how ACME's structured approach makes it more effective for high-volume manufacturing but may struggle in unprecedented situations.
Maruti Manesar Case
- The document discusses a loss-loss situation that occurred between Maruti Suzuki and its workers union at the Manesar plant in India. Operations were stopped for a month due to differences in salaries, working conditions, and demands for a new union. This led to estimated losses of over 1.5 billion rupees for the company and unemployment for many workers. It identifies a lack of communication between HR and unions as a key problem. Suggested solutions include proper coordination, non-discriminatory salary policies, understanding workers' problems, and following labor laws in a humanitarian way.
Wrap it up
This document presents a proposed compensation plan called ShareIt for the restaurant chain Wrap It Up. Currently, Wrap It Up is facing issues like high employee turnover and declining customer satisfaction. ShareIt ties manager compensation to store profits. Two pilot stores, Santa Monica and Costa Mesa, tested different strategies under ShareIt. Santa Monica focused on promotions while Costa Mesa aimed for cost reductions. Both saw increased profits but Santa Monica's customer satisfaction improved while Costa Mesa's declined. The document recommends continuing the customer-centric approach and improving employee satisfaction metrics to sustain high profits and customer satisfaction long-term.
Maruti IR case
1) The document summarizes the industrial relations issues between Maruti Suzuki and its workers at the Manesar plant in Haryana, India from 1997-2012.
2) In July 2012, violence broke out at the plant resulting in one death and injuries to over 100 people after months of tensions between workers and management over issues like wages, temporary workers, and union recognition.
3) Both workers and management blamed each other for the violence and disruptions, with workers citing issues like low pay, harsh working conditions, and abuse, while management accused workers of sabotage and intentionally reducing quality and output.
Peter browning and continental white cap
Peter Browning was hired as the new president of Continental White Cap to address challenges facing the company. Continental White Cap had a history dating back to 1926 and a corporate culture characterized by paternalism. However, the company now faced price competition, high overheads, and a need for new technologies. Browning planned to implement gradual changes to cut costs, enrich the customer experience, and expand product lines while transitioning away from the paternalistic culture. His changes included redesignating roles, adopting performance-based compensation, and creating more open communication to facilitate the cultural shift.
Medisys Corp - Case Presentation
MediSys is a US-based medical device manufacturer founded in 2002 with annual revenues of $400M and 1750 employees. It uses an entrepreneurial culture and cross-functional teams to quickly develop products tailored to customer needs. A new president was hired to preserve this innovative culture and stimulate rapid growth. While cross-functional teams and a parallel development process were embraced, unreasonable deadlines were missed due to delays and conflicts arose regarding these changes. After the new CEO took over, the entrepreneurial spirit declined and cross-functional team activity was disturbed, threatening MediSys' competitive advantage of speedy product development. To address these problems, the solution is to re-establish team synergy, increase transparency, stop outsour
Recruitment of a Star
Seth Horkum is the strongest candidate for the position at RSH. He has extensive experience as a top-rated sell-side analyst, strong industry knowledge of PowerChip, a commitment to loyalty, and good communication skills. While all candidates have strengths, Seth is the top-ranked by Institutional Investor, has close relationships with companies, and is eager to join and prove himself at RSH. The hiring process could be improved by giving candidates a virtual project to demonstrate their skills and organizing a debate for them to distinguish themselves.
MediSys Corp.: The IntensCare Product Development Team
This presentation provides an up-close examination of MediSys Corp. and its contextual conditions and tables recommendations to resolve the problems affecting the IntensCare project and safeguard MediSys Corp.'s future.
Chemical bank
Michael Hegarty at Chemical Bank implemented a Balanced Scorecard (BSC) to facilitate the organizational transformation needed to support the bank's new vision as a customer-focused provider of superior financial services. The BSC helped align the bank's strategy, create specific objectives, and establish performance measures across financial, customer, internal process, and learning/growth perspectives. This allowed the bank to clarify its strategy, improve understanding of key drivers, shift its business model to more profitable customer segments, and establish a performance-focused culture. While successful, challenges remained in fully communicating the BSC throughout the organization and linking compensation to strategic objectives.
SG Cowen New Recruits
This document provides a case study and agenda for SG Cowen's recruitment process of new candidates. SG Cowen focuses on recruiting from top business schools to find loyal, committed candidates with strong cultural fits. They also consider candidates from other top universities and former associates. The selection process involves on-campus interviews and assessments at "Super Saturday" events. While this process allows for collective decision making, it could be improved with online testing and multiple interview phases to reduce bias. The document analyzes four candidate profiles and considers their strengths and weaknesses for the role.
We googled you- HBR Case Study
A solution for the HBR case study, We Googled You. The hiring firm Hathaway Jones, seems to face a problem as they seem to have found a perfect candidate for solving their problems, but land in a fix when some unpleasant news is digged up by the HR regarding her past. WHat should they do?
Apex corporation case study
- Apex Corporation is facing problems with its organizational structure including informality, lack of structure and financial planning, and increasing customer complaints.
- The document evaluates changing to a circular, functional, or divisional structure.
- It recommends a divisional structure to improve accountability, budgeting, planning and focus on financial targets while balancing control from upper management and freedom from lower management.
Performance Pay at Safelite Auto Glass
Safelite Auto Glass is moving from an hourly wage system to a performance pay plan (PPP) to increase productivity. Under the new PPP, technicians and managers will be paid based on the number of windshields installed rather than hourly wages. To encourage higher productivity, the guaranteed minimum hourly rate will be reduced by 30% for technicians. Implementing the PPP with a smaller 10-15% reduction in the guaranteed rate is suggested to motivate employees while avoiding potential issues from too large a reduction. The PPP is aimed at increasing the number of windshield installations per week through incentivizing productivity.
Chapter 7 repatriation
This document discusses repatriation and career issues faced by expatriates returning to their home country or headquarters. It identifies challenges with effective repatriation including organizational factors like lack of formal repatriation programs, individual factors like career anxiety and work adjustment, and social-cultural factors like difficulty reestablishing social networks. Successful repatriation requires managing the repatriation process, having a repatriation program, and employing repatriation strategies.
Case 7 4 miri-moghadam_khaheshi_parsa
The document discusses the control systems of Aloha Products, a coffee company with 3 roasting plants. It evaluates the current systems for manufacturing, marketing, and purchasing. The plant managers have no control over inputs like coffee beans, production schedules, or sales. The control system tries to measure plants as profit centers but the infrastructure is set up as cost centers. Recommendations include:
1. Restructuring purchasing as an operational arm shared by plants to achieve bulk buying cost savings.
2. Continuing centralized marketing to efficiently promote the brand.
3. Assigning sales territories to each plant to avoid cannibalization.
4. Evaluating plant managers using EVA instead of gross margin to
The Walt Disney Company and Pixar Inc.: To Acquire or Not to Acquire
This document discusses Pixar and Disney's potential acquisition of Pixar. It provides overviews of both companies and their capabilities. Pixar has strong animation and storytelling capabilities as well as a culture that promotes creativity and collaboration. Disney lacks these capabilities and has a more hierarchical culture. The document considers alternatives to acquisition like a strategic alliance but finds acquisition makes the most sense for Disney's growth given Pixar is a near-perfect strategic fit. However, risks include integrating the different cultures and financial risks around stock dilution from the deal. In the end, Disney's CEO believes more can be accomplished through full ownership than a joint venture.
Jsw shoppe
JSW is proposing a new distribution model called JSW Shoppe to better achieve its marketing objectives. The model would create exclusive retail outlets across India displaying all JSW products. This would help build the JSW brand and distribution network while directly engaging with end customers. However, there are challenges in implementing the new model, including getting acceptance from dealers and ensuring a steady supply of customized products. Over the next 12 months, JSW will focus on establishing local teams, conducting market analysis, developing localized business plans, and readying products to support the distribution strategy through its new JSW Shoppe dealership model.
The cadbury committee report on corporate governance
The Cadbury Committee was set-up in May 1991 by the Financial Reporting Council of the London Stock Exchange.
The committee published its report in December 1992.
Adrian Cadbury the chairman of the Cadbury committee.
The report sets out recommendations on the arrangement of company boards and accounting systems to mitigate corporate governance risks and failures.
Case analysis-sonoco-products-company(1)
This document provides a case study analysis of Sonoco Products Company and its efforts to revise its corporate strategy and human resources function to remain competitive in the changing packaging industry. It outlines challenges Sonoco faced such as stagnating returns, high debt, and an ineffective HR function. The analysis uses the 7S framework to examine issues like Sonoco's business strategy, organizational structure, systems, staffing, skills, and shared values. It identifies a need for Sonoco to realign these elements to support a new growth strategy focusing on customer solutions and global expansion.
Pople management fiasco in HMSI case analysis
This case analyzes people management issues at Honda Motorcycles and Scooters India Ltd. (HMSI). Several factors led to labor unrest, including cultural differences between Japanese and Indian management styles, rigid implementation of organizational philosophy, perceptual differences between management and employees, and improper communication. A key issue was the role of political parties and unions. While HMSI initially resisted union formation, allowing unionization later helped reduce grievances and increase efficiency. The case recommends cross-cultural training, open communication channels, fair performance reviews, and recognizing unions constructively to prevent future conflicts and promote cooperation between management and employees.
HMSI HR Failure
Honda Motorcycles and Scooters India faced people management issues that led to unrest among workers. There were issues regarding Diwali gifts, movement sheets for breaks, perceived favoritism, and strict management. This caused workers to feel that policies did not understand their needs and formed a union. Over several months there were slowdowns, violence between workers and police, and shutdowns. Eventually a union was registered and concessions were made by management, improving relations.
Maritime Facility Location and Layout Solution
Paulson Joseph, managing director of Summit Maritime, must decide on a new facility location and layout to consolidate the company's growing operations. Summit Maritime currently has two production facilities and an office in separate locations around Kochi. Joseph is considering relocating to improve efficiency and allow the company to open a new retail outlet. Several potential facility locations have been identified that meet criteria such as size, proximity to highways, and zoning clearance for production and retail. Joseph must choose the optimal location to restructure operations and accommodate future growth.
Diena case analysis
Diena was founded in 1990 during Latvia's struggle for independence from the Soviet Union. It became a leading nationalized newspaper and expanded its media infrastructure despite economic crises. However, in later years Diena faced problems as the community newspaper market shrank and subsidiaries were reluctant to operate under central supervision. A new centralized organizational structure is proposed that would reduce costs, improve accountability, allow for better idea and information sharing, create a separate marketing department, better utilize employee skills, improve content quality, and increase responsiveness to changing needs.
Xiamen case study
Xiamen Airlines reformed its pilot compensation system in 2009 to better link pay to performance. Initial results were positive with improved productivity and satisfaction, but recruiting and retaining pilots remained challenging due to shortages and competition. The new system provided incentives like increased pay for extra hours flown and bonuses for achievements. Outcomes included pilots flying more hours, saving on hiring, experienced pilots training newcomers, and lower attrition. Profits increased nearly 500% from 2009-2010 under the new system. However, questions remained about sustainability if the industry became less profitable and what else the airline could offer to retain talent.
Birch paper company
The document discusses a dilemma faced by the Northern division of Birch Paper Company in choosing between bids for manufacturing 1000 boxes. The Northern division received bids from the Thompson division ($480), West Paper Company ($430), and Eire Paper Company ($432). While the Thompson bid is highest, choosing it would support buying internally. The vice president should provide guidance as the current transfer pricing system prioritizes divisional profits over company interests, making it dysfunctional.
MediSys Corp- Case Study
MediSys Corp is developing a new patient monitoring system called Intenscare to be launched in August 2009. The $20.5 million Intenscare project faces complications that could risk the company's financials if not resolved. The Intenscare team is experiencing conflicts between priorities of marketing, production, software development, and regulations. The case study recommends that senior leadership get more involved to align goals, address conflicts directly, and conduct team goal setting to help the Intenscare project succeed.
Answer A The financial executive in a small business is a key dec.pdf
Answer A :
The financial executive in a small business is a key decision maker, often the second most
important decision maker in the organization besides the owner. He makes daily decisions that
affect the company’s cash position and its overall financial health -- including the company’s
ability to grow and expand
Dealing With Cash Shortages:
A financial Executive at times may be faced with difficult choices because the company does not
have sufficient cash available to pay important expenses. He may have to choose, for example,
between making a tax payment on time and making a loan payment on time. Missing the tax
payment can result in the company being charged penalties and interest. Missing the loan
payment could jeopardize the company’s relationship with a lender that the business owner
hoped to obtain additional financing from in the future.
Short-Run Vision
A financial Executive’s natural conservatism -- wanting to make sure the company always has
sufficient cash -- can cause him to recommend against expenditures that would allow the
company to take advantage of opportunities for growth. He may urge the business owner to not
proceed with an acquisition opportunity that has been presented to the company because he
believes from a financial standpoint that the company cannot afford the cost of the acquisition.
Investment Decisions:
The financial executive to support Financial Manager’s is in charge of investing the company’s
accumulated cash -- its net profit after expenses have been paid. As with personal investing, he
must choose between safe investments with little upside potential and those that could appreciate
in value but carry the risk of loss of principal in a stock market downturn. Erring on the side of
caution can result in the company earning less on its investments than the owner of the company
would expect.
Overreaction to Business Downturns
When the company experiences a sales downturn, the Financial Executive may convince the
business owner that drastic steps to conserve cash are required, such as laying off personnel or
cutting the marketing manager’s budget. The latter decision can result in accelerating a sales
decline. Layoffs can drain valuable talent from the organization and cause a general decline in
morale.
Receivables and Payables Policies
A standard financial management principle is to collect receivables due to the company as
quickly as possible and to pay invoices owed to vendors as slowly as is feasible. If the Financial
Executive is over zealous in his collection efforts with customers who are paying slowly, he can
damage customer relationships that have been carefully nurtured by the business owner and the
marketing department. Similarly, his decision to delay payables as long as possible can cause
vendors to demand stricter terms on future orders -- including prepayment.
Capital Structure
Many companies require outside capital -- debt or equity -- to fund the growth of the business.
The Financial Executi.
Framing the problem statement
The document discusses investments in extended supply chains and the importance of properly defining problems before implementing solutions. It provides an example of two companies that were experiencing issues like slow inventory turns and stockouts. Through collaborative root cause analysis, they identified key issues like a lack of consensus planning and a focus on slow-moving products. Working together to resolve these clearly defined problems quickly reduced inventory by 35% and improved their working relationship. The document advocates for openly identifying and addressing real problems in order to build trust and ensure sustainability of improvements.
More Related Content
What's hot
Recruitment of a Star
Seth Horkum is the strongest candidate for the position at RSH. He has extensive experience as a top-rated sell-side analyst, strong industry knowledge of PowerChip, a commitment to loyalty, and good communication skills. While all candidates have strengths, Seth is the top-ranked by Institutional Investor, has close relationships with companies, and is eager to join and prove himself at RSH. The hiring process could be improved by giving candidates a virtual project to demonstrate their skills and organizing a debate for them to distinguish themselves.
MediSys Corp.: The IntensCare Product Development Team
This presentation provides an up-close examination of MediSys Corp. and its contextual conditions and tables recommendations to resolve the problems affecting the IntensCare project and safeguard MediSys Corp.'s future.
Chemical bank
Michael Hegarty at Chemical Bank implemented a Balanced Scorecard (BSC) to facilitate the organizational transformation needed to support the bank's new vision as a customer-focused provider of superior financial services. The BSC helped align the bank's strategy, create specific objectives, and establish performance measures across financial, customer, internal process, and learning/growth perspectives. This allowed the bank to clarify its strategy, improve understanding of key drivers, shift its business model to more profitable customer segments, and establish a performance-focused culture. While successful, challenges remained in fully communicating the BSC throughout the organization and linking compensation to strategic objectives.
SG Cowen New Recruits
This document provides a case study and agenda for SG Cowen's recruitment process of new candidates. SG Cowen focuses on recruiting from top business schools to find loyal, committed candidates with strong cultural fits. They also consider candidates from other top universities and former associates. The selection process involves on-campus interviews and assessments at "Super Saturday" events. While this process allows for collective decision making, it could be improved with online testing and multiple interview phases to reduce bias. The document analyzes four candidate profiles and considers their strengths and weaknesses for the role.
We googled you- HBR Case Study
A solution for the HBR case study, We Googled You. The hiring firm Hathaway Jones, seems to face a problem as they seem to have found a perfect candidate for solving their problems, but land in a fix when some unpleasant news is digged up by the HR regarding her past. WHat should they do?
Apex corporation case study
- Apex Corporation is facing problems with its organizational structure including informality, lack of structure and financial planning, and increasing customer complaints.
- The document evaluates changing to a circular, functional, or divisional structure.
- It recommends a divisional structure to improve accountability, budgeting, planning and focus on financial targets while balancing control from upper management and freedom from lower management.
Performance Pay at Safelite Auto Glass
Safelite Auto Glass is moving from an hourly wage system to a performance pay plan (PPP) to increase productivity. Under the new PPP, technicians and managers will be paid based on the number of windshields installed rather than hourly wages. To encourage higher productivity, the guaranteed minimum hourly rate will be reduced by 30% for technicians. Implementing the PPP with a smaller 10-15% reduction in the guaranteed rate is suggested to motivate employees while avoiding potential issues from too large a reduction. The PPP is aimed at increasing the number of windshield installations per week through incentivizing productivity.
Chapter 7 repatriation
This document discusses repatriation and career issues faced by expatriates returning to their home country or headquarters. It identifies challenges with effective repatriation including organizational factors like lack of formal repatriation programs, individual factors like career anxiety and work adjustment, and social-cultural factors like difficulty reestablishing social networks. Successful repatriation requires managing the repatriation process, having a repatriation program, and employing repatriation strategies.
Case 7 4 miri-moghadam_khaheshi_parsa
The document discusses the control systems of Aloha Products, a coffee company with 3 roasting plants. It evaluates the current systems for manufacturing, marketing, and purchasing. The plant managers have no control over inputs like coffee beans, production schedules, or sales. The control system tries to measure plants as profit centers but the infrastructure is set up as cost centers. Recommendations include:
1. Restructuring purchasing as an operational arm shared by plants to achieve bulk buying cost savings.
2. Continuing centralized marketing to efficiently promote the brand.
3. Assigning sales territories to each plant to avoid cannibalization.
4. Evaluating plant managers using EVA instead of gross margin to
The Walt Disney Company and Pixar Inc.: To Acquire or Not to Acquire
This document discusses Pixar and Disney's potential acquisition of Pixar. It provides overviews of both companies and their capabilities. Pixar has strong animation and storytelling capabilities as well as a culture that promotes creativity and collaboration. Disney lacks these capabilities and has a more hierarchical culture. The document considers alternatives to acquisition like a strategic alliance but finds acquisition makes the most sense for Disney's growth given Pixar is a near-perfect strategic fit. However, risks include integrating the different cultures and financial risks around stock dilution from the deal. In the end, Disney's CEO believes more can be accomplished through full ownership than a joint venture.
Jsw shoppe
JSW is proposing a new distribution model called JSW Shoppe to better achieve its marketing objectives. The model would create exclusive retail outlets across India displaying all JSW products. This would help build the JSW brand and distribution network while directly engaging with end customers. However, there are challenges in implementing the new model, including getting acceptance from dealers and ensuring a steady supply of customized products. Over the next 12 months, JSW will focus on establishing local teams, conducting market analysis, developing localized business plans, and readying products to support the distribution strategy through its new JSW Shoppe dealership model.
The cadbury committee report on corporate governance
The Cadbury Committee was set-up in May 1991 by the Financial Reporting Council of the London Stock Exchange.
The committee published its report in December 1992.
Adrian Cadbury the chairman of the Cadbury committee.
The report sets out recommendations on the arrangement of company boards and accounting systems to mitigate corporate governance risks and failures.
Case analysis-sonoco-products-company(1)
This document provides a case study analysis of Sonoco Products Company and its efforts to revise its corporate strategy and human resources function to remain competitive in the changing packaging industry. It outlines challenges Sonoco faced such as stagnating returns, high debt, and an ineffective HR function. The analysis uses the 7S framework to examine issues like Sonoco's business strategy, organizational structure, systems, staffing, skills, and shared values. It identifies a need for Sonoco to realign these elements to support a new growth strategy focusing on customer solutions and global expansion.
Pople management fiasco in HMSI case analysis
This case analyzes people management issues at Honda Motorcycles and Scooters India Ltd. (HMSI). Several factors led to labor unrest, including cultural differences between Japanese and Indian management styles, rigid implementation of organizational philosophy, perceptual differences between management and employees, and improper communication. A key issue was the role of political parties and unions. While HMSI initially resisted union formation, allowing unionization later helped reduce grievances and increase efficiency. The case recommends cross-cultural training, open communication channels, fair performance reviews, and recognizing unions constructively to prevent future conflicts and promote cooperation between management and employees.
HMSI HR Failure
Honda Motorcycles and Scooters India faced people management issues that led to unrest among workers. There were issues regarding Diwali gifts, movement sheets for breaks, perceived favoritism, and strict management. This caused workers to feel that policies did not understand their needs and formed a union. Over several months there were slowdowns, violence between workers and police, and shutdowns. Eventually a union was registered and concessions were made by management, improving relations.
Maritime Facility Location and Layout Solution
Paulson Joseph, managing director of Summit Maritime, must decide on a new facility location and layout to consolidate the company's growing operations. Summit Maritime currently has two production facilities and an office in separate locations around Kochi. Joseph is considering relocating to improve efficiency and allow the company to open a new retail outlet. Several potential facility locations have been identified that meet criteria such as size, proximity to highways, and zoning clearance for production and retail. Joseph must choose the optimal location to restructure operations and accommodate future growth.
Diena case analysis
Diena was founded in 1990 during Latvia's struggle for independence from the Soviet Union. It became a leading nationalized newspaper and expanded its media infrastructure despite economic crises. However, in later years Diena faced problems as the community newspaper market shrank and subsidiaries were reluctant to operate under central supervision. A new centralized organizational structure is proposed that would reduce costs, improve accountability, allow for better idea and information sharing, create a separate marketing department, better utilize employee skills, improve content quality, and increase responsiveness to changing needs.
Xiamen case study
Xiamen Airlines reformed its pilot compensation system in 2009 to better link pay to performance. Initial results were positive with improved productivity and satisfaction, but recruiting and retaining pilots remained challenging due to shortages and competition. The new system provided incentives like increased pay for extra hours flown and bonuses for achievements. Outcomes included pilots flying more hours, saving on hiring, experienced pilots training newcomers, and lower attrition. Profits increased nearly 500% from 2009-2010 under the new system. However, questions remained about sustainability if the industry became less profitable and what else the airline could offer to retain talent.
Birch paper company
The document discusses a dilemma faced by the Northern division of Birch Paper Company in choosing between bids for manufacturing 1000 boxes. The Northern division received bids from the Thompson division ($480), West Paper Company ($430), and Eire Paper Company ($432). While the Thompson bid is highest, choosing it would support buying internally. The vice president should provide guidance as the current transfer pricing system prioritizes divisional profits over company interests, making it dysfunctional.
MediSys Corp- Case Study
MediSys Corp is developing a new patient monitoring system called Intenscare to be launched in August 2009. The $20.5 million Intenscare project faces complications that could risk the company's financials if not resolved. The Intenscare team is experiencing conflicts between priorities of marketing, production, software development, and regulations. The case study recommends that senior leadership get more involved to align goals, address conflicts directly, and conduct team goal setting to help the Intenscare project succeed.
What's hot (20)
MediSys Corp.: The IntensCare Product Development Team
MediSys Corp.: The IntensCare Product Development Team
The Walt Disney Company and Pixar Inc.: To Acquire or Not to Acquire
The Walt Disney Company and Pixar Inc.: To Acquire or Not to Acquire
The cadbury committee report on corporate governance
The cadbury committee report on corporate governance
Similar to Case analysis dashman priyeshvp_iim kozhikode
Answer A The financial executive in a small business is a key dec.pdf
Answer A :
The financial executive in a small business is a key decision maker, often the second most
important decision maker in the organization besides the owner. He makes daily decisions that
affect the company’s cash position and its overall financial health -- including the company’s
ability to grow and expand
Dealing With Cash Shortages:
A financial Executive at times may be faced with difficult choices because the company does not
have sufficient cash available to pay important expenses. He may have to choose, for example,
between making a tax payment on time and making a loan payment on time. Missing the tax
payment can result in the company being charged penalties and interest. Missing the loan
payment could jeopardize the company’s relationship with a lender that the business owner
hoped to obtain additional financing from in the future.
Short-Run Vision
A financial Executive’s natural conservatism -- wanting to make sure the company always has
sufficient cash -- can cause him to recommend against expenditures that would allow the
company to take advantage of opportunities for growth. He may urge the business owner to not
proceed with an acquisition opportunity that has been presented to the company because he
believes from a financial standpoint that the company cannot afford the cost of the acquisition.
Investment Decisions:
The financial executive to support Financial Manager’s is in charge of investing the company’s
accumulated cash -- its net profit after expenses have been paid. As with personal investing, he
must choose between safe investments with little upside potential and those that could appreciate
in value but carry the risk of loss of principal in a stock market downturn. Erring on the side of
caution can result in the company earning less on its investments than the owner of the company
would expect.
Overreaction to Business Downturns
When the company experiences a sales downturn, the Financial Executive may convince the
business owner that drastic steps to conserve cash are required, such as laying off personnel or
cutting the marketing manager’s budget. The latter decision can result in accelerating a sales
decline. Layoffs can drain valuable talent from the organization and cause a general decline in
morale.
Receivables and Payables Policies
A standard financial management principle is to collect receivables due to the company as
quickly as possible and to pay invoices owed to vendors as slowly as is feasible. If the Financial
Executive is over zealous in his collection efforts with customers who are paying slowly, he can
damage customer relationships that have been carefully nurtured by the business owner and the
marketing department. Similarly, his decision to delay payables as long as possible can cause
vendors to demand stricter terms on future orders -- including prepayment.
Capital Structure
Many companies require outside capital -- debt or equity -- to fund the growth of the business.
The Financial Executi.
Framing the problem statement
The document discusses investments in extended supply chains and the importance of properly defining problems before implementing solutions. It provides an example of two companies that were experiencing issues like slow inventory turns and stockouts. Through collaborative root cause analysis, they identified key issues like a lack of consensus planning and a focus on slow-moving products. Working together to resolve these clearly defined problems quickly reduced inventory by 35% and improved their working relationship. The document advocates for openly identifying and addressing real problems in order to build trust and ensure sustainability of improvements.
10 Questions to Ask at Your Next Board Meeting
This document provides 10 questions for company boards to focus on at meetings to drive strategic discussion and long-term performance. The questions are divided into 3 governance questions regarding key metrics, risk management, and board composition, and 7 strategic questions focused on market changes, growth plans, evaluating proposals, and balancing mission with sustainability. Addressing these questions is meant to help boards focus on strategic issues rather than getting bogged down in procedural activities.
Small Business Decision Analysis: A View from the Trenches
Dr. Bush and I describe our experience applying the principles of decision analysis to small business, which typically do not have access to as many informed resources as larger organizations where decision analysis is more routinely applied.
Published in "Decision Analysis Today," newsletter of the INFORMS Decision Analysis Society, Volume 29, No. 1, April 2010, pg. 16.
Decision Making 10.3.22.pptx
The document discusses decision making and the decision making process. It defines decision making as the selection of a course of action from alternatives based on criteria. There are 6 main steps to the decision making process: 1) identifying and diagnosing the problem, 2) identifying alternatives, 3) evaluating alternatives, 4) choosing an alternative, 5) implementing the decision, and 6) evaluating the decision. Decision types include strategic, programmed, non-programmed, organizational, personal, and group decisions. The evaluation and implementation stages are critical to ensuring the effective selection and success of the chosen decision.
Acquisitions - To do, or not to do? That is the question.
- Thoughts for mid-sized private technology and technology-enabled service companies.
- A white paper from Sapient Capital Partners.
Doing Less with Less
The document discusses doing innovation with less resources by making better choices, prioritizing activities, increasing speed, and maintaining culture and pace of innovation. It outlines 12 schools of innovation and discusses lean innovation approaches like efficient product development and design processes that eliminate waste. The document also provides examples of applying lean principles to research and development.
Group ppt 51020101
Pinnacle Machine Tool Co. is considering acquiring Hoilman, Inc. to expand into software and services. The CEO favors the acquisition to grow the company. However, the CFO thinks acquisition timing is poor given industry competition and doubts customers need extra services. Before deciding, more input is needed on goals, resource investment, employee/customer impacts, and scenarios. Alternatives include keeping manufacturing while expanding services independently, cost-cutting, or joint ventures rather than acquisition.
Cognitive 544 pa_art
Company A has experienced rapid growth over the past year but is struggling to deliver quality due to inefficient processes that have caused delays of several weeks in setting up new projects; analyzing the work processes revealed gaps in skills, incentives, environment, and motivation among sales, contract, and project staff; addressing these gaps through training, process changes, new roles, and job aids could significantly reduce setup times and restore quality.
BUSINESS INTELLIGENCE REPORT .docx
BUSINESS INTELLIGENCE REPORT 3
(ITS-531)
Nageswara rao Beerella
Student ID – 002839375
UNIVERSITY OF THE CUMBERLANDS
Date: 01/27/2018
Content
Section1:
Describe the background and the general business environment for the project………………3
Define at least 10 problems related to decision making that currently exist in the organization
…………………………………………………………………………………………………4
Describe the typical organizational response to the above 10 problems using the business
Pressure-responses-support model…………………………………………………………… 6
Describe the quantitative and qualitative impact of the organizational response to the
Problems on managerial decision making……………………………………………………7
Describe how business intelligence can be used to support problem-solving and decision
Support in the case study organization……………………………………………………….8
References……………………………………………………………………………………9
Describe the background and the general business environment for the project:
The background and the general business environment for the Fannie Mae
Fannie Mae has been a pacesetter in lower estimated lodging form 80 years a long time. house
Estimated lodging has ceaselessly been crucial to our assignment. Through The undertaking, we
are building on that long standing commitment and growing our mindfulness with the help of
Recognizing the inseparable connect among lodging and the broader community.
A developing body of inquire about outlines the relationship between financial opportunity and
get to to reasonable lodging. Individuals truly have moved to where there were occupations. For
Numerous a long times, that movement was coupled with more housing being built, which
Implied laborers at numerous pay levels could live affordably close where they worked.
In later a long time that energetic has changed. Rents and domestic costs in high-opportunity
regions have skyrocketed, with unused supply regularly on the high-end, estimating out lower-
skilled and lower-wage workers, driving them to live encourage and encourage absent from their
places of work. Essentially put, need of reasonable lodging has closed off get to to high-
opportunity regions, and everything they offer, for distant as well numerous people. This gets to
the fundamental point of Stage 1 of The Challenge. We are looking for ways to progress more
reasonable lodging in tall opportunity/sustainable communities and/or bring more note worthy
financial openings to those zones where reasonable lodging as of now exists. We know others
are considering approximately this complex issue. They can seize this opportunity to yield a
Proposition and, in the event that effective, scaled to offer assistance communities across the
nation.
Ten ...
Corporate Renewal Industry Overview
The document summarizes the stages of a business turnaround process. It discusses 5 stages: 1) Changing Management, 2) Analyzing the Situation, 3) Implementing an Emergency Action Plan, 4) Restructuring the Business, and 5) Returning to Normal Operations. The early stages focus on replacing management if needed, analyzing problems, stopping cash losses. Later stages center on restructuring operations for long-term profitability and rebuilding morale as the company returns to stability. Hiring an experienced turnaround specialist can help struggling companies navigate this process to recovery.
Mercer - Implementing Effective Governance in a newly Acquired Company - Clie...
A Japanese manufacturing company, Manufacture Co, faced challenges in effectively governing a newly acquired foreign company due to lack of experience in the foreign market and retaining the existing management team. With assistance from Mercer, Manufacture Co developed a collaborative integration plan that established governance rules and identified key integration actions through cultural exchange activities. This approach built trust between the companies and resulted in a healthy working relationship and successful integration.
33.1.014 Fortune Global Oil Company Case Study
Outcome(s)
Over a one year period, the company realized savings in excess of $32M for hard cost, soft cost, cost avoidance, human capital labor, all with sustainable measures.
Each year our client initiated the Request for Proposal, best practice, and sustainable
measures implemented within a proactive and communicative centralized
procurement department.
The ATS approach, as conducted for all clients, resulted in the customized solutions
to the company’s environment, challenges, and needs. The end result not
only stopped after we completed all of these projects, but continued through the
education ATS brought, turnkey and automated software systems, data intelligence
for vendor sourcing, and up to licenses, contracts, and agreements.
The most significant impact to this company was the teamwork that started occurring
as a result of ATS recommendations being implemented within the company.
From the involvement, came ideas, which resulted in applied actions and
solutions, and actual ownership. This entire change management process helped
the teams in this company to sustain the savings, efficiencies, compliance, vendor
management and evaluation, continued best practice and SOPs changes as the
company continued to excel in growth, more than doubling in revenues, additions
of new enterprises, and the train the trainer model.
Change management case study
This document outlines a change management framework to transform an organization from $10 million to $100 million in 5 years. It discusses conducting a SWOT analysis, reexamining the vision and mission, and implementing a multi-phase change process using the ADKAR model. Key elements include training managers and employees, regular communication through town halls, addressing resistance through skills development, and assessing employees along a competency maturity path. The overall goal is to successfully enable both the technical and people sides of change.
DECISION MAKING
1. Decision making involves identifying problems, gathering relevant information, identifying alternatives, weighing the evidence, choosing among alternatives, taking action, and reviewing the decision. It is a continuous process that aims to solve problems and meet goals.
2. Effective communication of decisions and participation in decision making from concerned individuals can improve the decision making process. Decisions must be clearly conveyed and input should be gathered from those affected.
3. There are various types of decisions including programmed vs non-programmed, organizational vs personal, major vs minor, and individual vs group decisions. Different decision types are handled differently within an organization.
Decision making
This PPT will help Management student to understand what is management decision and various considerations about decision to make.
33.1.012 Retail Grocer Case Study Story
Outcome(s)
Over a one year period, the company realized savings in excess of $32M for hard
cost, soft cost, cost avoidance, human capital labor, all with sustainable measures.
Each year our client initiated the Request for Proposal, best practice, and sustainable
measures implemented within a proactive and communicative centralized
procurement department.
The ATS approach, as conducted for all clients, resulted in the customized solutions
to the company’s environment, challenges, and needs. The end result not
only stopped after we completed all of these projects, but continued through the
education ATS brought, turnkey and automated software systems, data intelligence
for vendor sourcing, and up to licenses, contracts, and agreements.
The most significant impact to this company was the teamwork that started occurring
as a result of ATS recommendations being implemented within the company.
From the involvement, came ideas, which resulted in applied actions and
solutions, and actual ownership. This entire change management process helped
the teams in this company to sustain the savings, efficiencies, compliance, vendor
management and evaluation, continued best practice and SOPs changes as the
company continued to excel in growth, more than doubling in revenues, additions
of new enterprises, and the train the trainer model.
Team Paper PHL/320 - Problem Identification
Team submission for Problem identification - a case study in critical thinking and contingency planning.
The 7 deadly sins of media agency pitches
The document outlines 7 common pitfalls or "deadly sins" that advertisers face when conducting media agency reviews or pitches. These include: 1) not properly dealing with the incumbent agency, 2) underestimating the challenges of a review, 3) choosing the wrong pitch consultant, 4) not appreciating the internal politics, 5) talking to the wrong agency contacts, 6) over relying on best practices, and 7) fearing contract negotiations. For each pitfall, the document provides recommendations on how to avoid or fix the problem to help ensure a successful agency review.
Decision making and judgment support
This white paper discusses judgement support in decision making. It defines judgement support as providing managers a selection of suitable decisions to choose from for specific circumstances, rather than just providing information to assist in decision making. It argues that providing predefined choices of decisions can accelerate decision making while still maintaining quality. The paper also discusses how judgement support can be applied by providing employees clear parameters for decisions that impact costs and ensuring processes follow predetermined decision points.
Similar to Case analysis dashman priyeshvp_iim kozhikode (20)
Answer A The financial executive in a small business is a key dec.pdf
Answer A The financial executive in a small business is a key dec.pdf
Small Business Decision Analysis: A View from the Trenches
Small Business Decision Analysis: A View from the Trenches
Acquisitions - To do, or not to do? That is the question.
Acquisitions - To do, or not to do? That is the question.
Mercer - Implementing Effective Governance in a newly Acquired Company - Clie...
Mercer - Implementing Effective Governance in a newly Acquired Company - Clie...
Recently uploaded
一比一原版(philau毕业证书)美国费城大学毕业证如何办理
原版一模一样【微信：741003700 】【(philau毕业证书)美国费城大学毕业证成绩单】【微信：741003700 】学位证，留信认证（真实可查，永久存档）原件一模一样纸张工艺/offer、雅思、外壳等材料/诚信可靠,可直接看成品样本，帮您解决无法毕业带来的各种难题！外壳，原版制作，诚信可靠，可直接看成品样本。行业标杆！精益求精，诚心合作，真诚制作！多年品质 ,按需精细制作，24小时接单,全套进口原装设备。十五年致力于帮助留学生解决难题，包您满意。
本公司拥有海外各大学样板无数，能完美还原。
1:1完美还原海外各大学毕业材料上的工艺：水印，阴影底纹，钢印LOGO烫金烫银，LOGO烫金烫银复合重叠。文字图案浮雕、激光镭射、紫外荧光、温感、复印防伪等防伪工艺。材料咨询办理、认证咨询办理请加学历顾问Q/微741003700
【主营项目】
一.毕业证【q微741003700】成绩单、使馆认证、教育部认证、雅思托福成绩单、学生卡等！
二.真实使馆公证(即留学回国人员证明,不成功不收费)
三.真实教育部学历学位认证（教育部存档！教育部留服网站永久可查）
四.办理各国各大学文凭(一对一专业服务,可全程监控跟踪进度)
如果您处于以下几种情况：
◇在校期间，因各种原因未能顺利毕业……拿不到官方毕业证【q/微741003700】
◇面对父母的压力，希望尽快拿到；
◇不清楚认证流程以及材料该如何准备；
◇回国时间很长，忘记办理；
◇回国马上就要找工作，办给用人单位看；
◇企事业单位必须要求办理的
◇需要报考公务员、购买免税车、落转户口
◇申请留学生创业基金
留信网认证的作用:
1:该专业认证可证明留学生真实身份
2:同时对留学生所学专业登记给予评定
3:国家专业人才认证中心颁发入库证书
4:这个认证书并且可以归档倒地方
5:凡事获得留信网入网的信息将会逐步更新到个人身份内，将在公安局网内查询个人身份证信息后，同步读取人才网入库信息
6:个人职称评审加20分
7:个人信誉贷款加10分
8:在国家人才网主办的国家网络招聘大会中纳入资料，供国家高端企业选择人才
办理(philau毕业证书)美国费城大学毕业证【微信：741003700 】外观非常简单，由纸质材料制成，上面印有校徽、校名、毕业生姓名、专业等信息。
办理(philau毕业证书)美国费城大学毕业证【微信：741003700 】格式相对统一，各专业都有相应的模板。通常包括以下部分：
校徽：象征着学校的荣誉和传承。
校名:学校英文全称
授予学位：本部分将注明获得的具体学位名称。
毕业生姓名：这是最重要的信息之一，标志着该证书是由特定人员获得的。
颁发日期：这是毕业正式生效的时间，也代表着毕业生学业的结束。
其他信息：根据不同的专业和学位，可能会有一些特定的信息或章节。
办理(philau毕业证书)美国费城大学毕业证【微信：741003700 】价值很高，需要妥善保管。一般来说，应放置在安全、干燥、防潮的地方，避免长时间暴露在阳光下。如需使用，最好使用复印件而不是原件，以免丢失。
综上所述，办理(philau毕业证书)美国费城大学毕业证【微信：741003700 】是证明身份和学历的高价值文件。外观简单庄重，格式统一，包括重要的个人信息和发布日期。对持有人来说，妥善保管是非常重要的。
Mentoring - A journey of growth & development
If you're looking to embark on a journey of growth & development, Mentoring could
offer excellent way forward for you. It's an opportunity to engage in a profound
learning experience that extends beyond immediate solutions to foster long-term
growth & transformation.
Customer Relationship Managemenet’s Impact on Customer Satisfaction and Perfo...
Customer Relationship Managemenet’s Impact on Customer Satisfaction and Perfo...Istanbul Beykent University (İstanbul Beykent Üniversitesi)
Many companies have perceived CRM that accompanied by numerous
uncoordinated initiatives as a technological solution for problems in
individual areas. However, CRM should be considered as a strategy when
a company decides to implement it due to its humanitarian, technological
and process-related effects (Mendoza et al., 2007, p. 913). CRM is
evolving today as it should be seen as a strategy for maintaining a longterm relationship with customers.
A CRM business strategy includes the internet with the marketing,
sales, operations, customer services, human resources, R&D, finance, and
information technology departments to achieve the company’s purpose and
maximize the profitability of customer interactions (Chen and Popovich,
2003, p. 673).
After Corona Virus Disease-2019/Covid-19 (Coronavirus) first
appeared in Wuhan, China towards the end of 2019, its effects began to
be felt clearly all over the world. If the Coronavirus crisis is not managed
properly in business-to-business (B2B) and business-to-consumer
(B2C) sectors, it can have serious negative consequences. In this crisis,
companies can typically face significant losses in their sales performance,
existing customers and customer satisfaction, interruptions in operations
and accordingly bankruptcym249-saw PMI To familiarize the soldier with the M249 Squad Automatic Weapon ...
M249 Saw marksman PMIThe Squad Automatic Weapon (SAW), or 5.56mm M249 is an individually portable, gas operated, magazine or disintegrating metallic link-belt fed, light machine gun with fixed headspace and quick change barrel feature. The M249 engages point targets out to 800 meters, firing the improved NATO standard 5.56mm cartridge. The SAW forms the basis of firepower for the fire team. The gunner has the option of using 30-round M16 magazines or linked ammunition from pre-loaded 200-round plastic magazines. The gunner's basic load is 600 rounds of linked ammunition. The SAW was developed through an initially Army-led research and development effort and eventually a Joint NDO program in the late 1970s/early 1980s to restore sustained and accurate automatic weapons fire to the fire team and squad. When actually fielded in the mid-1980s, the SAW was issued as a one-for-one replacement for the designated "automatic rifle" (M16A1) in the Fire Team. In this regard, the SAW filled the void created by the retirement of the Browning Automatic Rifle (BAR) during the 1950s because interim automatic weapons (e.g. M-14E2/M16A1) had failed as viable "base of fire" weapons.
Early in the SAW's fielding, the Army identified the need for a Product Improvement Program (PIP) to enhance the weapon. This effort resulted in a "PIP kit" which modifies the barrel, handguard, stock, pistol grip, buffer, and sights.
The M249 machine gun is an ideal complementary weapon system for the infantry squad platoon. It is light enough to be carried and operated by one man, and can be fired from the hip in an assault, even when loaded with a 200-round ammunition box. The barrel change facility ensures that it can continue to fire for long periods. The US Army has conducted strenuous trials on the M249 MG, showing that this weapon has a reliability factor that is well above that of most other small arms weapon systems. Today, the US Army and Marine Corps utilize the license-produced M249 SAW.
Neal Elbaum Shares Top 5 Trends Shaping the Logistics Industry in 2024
In the ever-evolving world of logistics, staying ahead of the curve is crucial. Industry expert Neal Elbaum highlights the top five trends shaping the logistics industry in 2024, offering valuable insights into the future of supply chain management.
Technological Innovation Management And Entrepreneurship-2.pdf
Notes on Organization structure, Committees, Leadership and motivation, Staffing
Corporate innovation with Startups made simple with Pitchworks VC Studio
In this write up we will talk about why corporates need to innovate, why most of them of failing and need to startups and corporate start collaborating with each other for survival
At the end of the conversation the CIO asked us 3 questions which sparked us to write this blog.
1 Do my organisation need innovation ?
2 Even if I need Innovation why are so many other corporates of our size fail in innovation ?
3 How can I test it in most cost effective way ?
First let's address the Elephant in the room, is Innovation optional ?
Relevance for customers
Building Business Reslience
competitive advantage
Corporate innovation is essential for businesses striving to remain relevant and competitive in today's rapidly evolving market. By continuously developing new products, services, and processes, companies can better meet the changing needs and preferences of their customers. For instance, Apple's regular release of new iPhone models keeps them at the forefront of consumer technology, while Amazon's introduction of Prime services has revolutionized online shopping convenience. Statistics show that innovative companies are 2.5 times more likely to have high-performance outcomes compared to their peers.
This proactive approach not only helps in retaining existing customers but also attracts new ones, ensuring sustained growth and market presence.
Furthermore, innovation fosters a culture of creativity and adaptability within organizations, enabling them to quickly respond to emerging trends and disruptions. In essence, corporate innovation is the driving force that keeps companies aligned with customer expectations, ultimately leading to long-term success and relevance.
Business Resilience
Building business resilience is paramount for companies looking to thrive amidst uncertainties and disruptions. Corporate innovation plays a crucial role in fostering this resilience by enabling businesses to adapt, evolve, and maintain continuity during challenging times. For instance, during the COVID-19 pandemic, many companies that swiftly innovated their business models, such as shifting to remote work or expanding e-commerce capabilities, managed to survive and even thrive. According to a McKinsey report, organizations that prioritize innovation are 30% more likely to be high-growth companies. Innovation not only helps in developing new revenue streams but also in creating more efficient processes and resilient supply chains. This agility allows companies to quickly pivot in response to market changes, ensuring they can weather economic downturns, technological disruptions, and other unforeseen challenges. Therefore, corporate innovation is not just a strategy for growth but a vital component of building a robust and resilient business capable of sustaining long-term success.
Recently uploaded (7)
Customer Relationship Managemenet’s Impact on Customer Satisfaction and Perfo...
Customer Relationship Managemenet’s Impact on Customer Satisfaction and Perfo...
m249-saw PMI To familiarize the soldier with the M249 Squad Automatic Weapon ...
m249-saw PMI To familiarize the soldier with the M249 Squad Automatic Weapon ...
Neal Elbaum Shares Top 5 Trends Shaping the Logistics Industry in 2024
Neal Elbaum Shares Top 5 Trends Shaping the Logistics Industry in 2024
Technological Innovation Management And Entrepreneurship-2.pdf
Technological Innovation Management And Entrepreneurship-2.pdf
Corporate innovation with Startups made simple with Pitchworks VC Studio
Corporate innovation with Startups made simple with Pitchworks VC Studio
Case analysis dashman priyeshvp_iim kozhikode
- 1. Case Analysis: Dashman Company Summary Dashman was a large company supplying equipments to the US Armed forces. It had over 20 plants located at various place and their purchase procedure had been disintegrated. This created difficulty in securing some essential raw material for the company as a whole. A new VP for Purchases had been appointed to fix this problem. The case goes around the initiatives taken by the VP and its impact on the purchase procedure. Problem diagnosis The direction to clear all the purchases above $10000 with the head office was not followed by the respective units Probable causes Psychological aspect: Prior to the appointment of new VP at the Head office, all the purchase related decisions were likely to have taken by the respective heads of plants. It is not easy to give up the power they had been enjoying for a long period. This could be a reason for not complying with the directions of the new VP Decision on New VP: The decision to create a new post of VP in charge of purchase was not taken after deliberations with the units Head. Things would have been different if they had taken decision collectively. Here the decision power was fully vested with the Head office Peak buying season ahead: The company made this change when the peak season about to begin. When they take such move strategically, they should have taken into account the timing. Units heads might not had sufficient time to comply with it Mode of Communication: Mr. Post hadn’t meet majority of the purchase executives of the plants for passing the directions. If he had done this, he would have been able to convince them the probable benefits of the new policy. Instead he sent letters to the Unit executives, which didn’t work as intended by the Head office No penalty for non-compliance: Nowhere it is mentioned the consequences of not adopting the directions of the new VP. As there was no fear of penalty, the unit head would have taken it with little seriousness. Solutions It is essential to bring all the stakeholders under a roof while deciding upon some moves, which would affect their way of functioning. This would also help to convince the stakeholders on the probable benefits Chose the most feasible communication channel considering the urgency of the decision Head office should have given a clause on “what if not complying” VP is expected to do a ‘follow up’ of the letter he had sent to the units Clarity should have been given to the units on the requirement of new purchasing policy