citation_instruction
Accessibility Information and Tips Revised Date: 07/2011
The Sputtering R&D Machine
RASMUSSEN COLLEGE
Detailed Record
Title:
The Sputtering R&D Machine.
Authors:
Craumer, Martha
Kelley, Tom1
Pejovich, Philip2
Duncan, Lewis3
Kao, John4,5
Source:
Harvard Business Review. Aug2002, Vol. 80 Issue 8, p25-36. 9p. 2 Color Photographs.
Document Type:
Case Study
Subject Terms:
*MANAGEMENT -- Case studies
*RESEARCH & development
*MARKETING planning
*INNOVATION adoption
*MARKETING management
*BUSINESS planning
*MARKETING strategy
*ATTITUDES toward technology
*COMPETITIVE advantage
*TECHNOLOGICAL innovations
ELECTRIC apparatus & appliances
NAICS/Industry Codes:
238210 Electrical Contractors and Other Wiring Installation Contractors
335990 All other electrical equipment and component manufacturing
335999 All Other Miscellaneous Electrical Equipment and Component Manufacturing
416110 Electrical wiring and construction supplies merchant wholesalers
811412 Appliance Repair and Maintenance
423610 Electrical Apparatus and Equipment, Wiring Supplies, and Related Equipment Merchant Wholesalers
Abstract:
HomeStar's reputation for being "the first, the best, the only" name in appliances is under threat. For the second time in six months, upstart competitor Vanguard has pulled off a market coup: Its retro line of refrigerators, ranges, and dishwashers is a huge hit. Meanwhile, HomeStar's latest big idea--jumbo appliances--is bombing. CEO Hal Marden is chagrined: How did the company lose its edge? Kelly Dowd, HomeStar's head of marketing, blames Charlie Hamad, the company's chief engineer. Charlie is so focused on developing smart appliances--products that can cook, clean, and even shop--that he's lost touch with the changing marketplace, Kelly complains. Global competition is growing, and consumers' tastes are changing. Now, more than ever, churning out new products is critical to HomeStar's success. But Charlie, a 27-year veteran who has spearheaded almost every major technological advance in the industry, pooh-poohs the new, flashy products: "Form over function. Nothing new there but a fancy paint job and higher prices. "Hal is torn. Charlie is a hero to him, but what if the market doesn't go for networked appliances? The company simply can't afford to put all its eggs in one basket. What's more, the biggest trade show of the year is just six months away, and HomeStar has nothing new to offer. Vanguard, meanwhile, is making product announcements every quarter. Is it time for Charlie to move on? How can HomeStar get its R&D efforts back on track? Four commentators--Ideo's Tom Kelley, Whirlpool's Philip Pejovich, Thayer School of Engineering's Lewis Duncan, and Ealing Studios' John Kao--offer advice in this fictional case study. [ABSTRACT FROM PUBLISHER]
Harvard Business Review Notice of Use Restrictions, May 2009Harvard Business Review and Harvard Business Publishing Newsletter content on EBSCOhost is licensed for the private individual use.
Assignment 1 Forming an Innovative BusinessDue Week 4 and worth 2.docxfelicitytaft14745
Assignment 1: Forming an Innovative Business
Due Week 4 and worth 260 points
Go to the Wall Street Journal’s Website and read “And the Most Innovative Entrepreneur Is...”,
located here
. After reading the article, conceive an innovative idea for a new product or service. Imagine that you are going to start a business that offers that product or service.
Write a six to eight (6-8) page paper in which you:
Briefly describe your innovative idea.
Determine the business structure that would be the best choice for your venture. Support your decision.
Create an outline of the stages in the entrepreneurial process that you would need to follow when starting this business. Determine the resources and tools you would need to be successful at each stage.
Determine the market for your innovative idea. Include details on regarding your potential customers, the predicted size of the market, and the competitors that already exist in the marketplace.
Create an action plan that describes how you would overcome any foreseen barriers to your venture’s success.
Use at least three (3) quality academic resources in this assignment. Note: Wikipedia and other Websites do not qualify as academic resources.
Your assignment must follow these formatting requirements:
Be typed, double spaced, using Times New Roman font (size 12), with one-inch margins on all sides; citations and references must follow APA or school-specific format. Check with your professor for any additional instructions.
Include a cover page containing the title of the assignment, the student’s name, the professor’s name, the course title, and the date. The cover page and the reference page are not included in the required assignment page length.
The specific course learning outcomes associated with this assignment are:
Analyze the stages in the entrepreneurial process.
Examine the process of innovating and developing ideas and business opportunities.
Analyze different innovative business models to determine the best model for a specific venture.
Analyze the market, customers, and competition of entrepreneurs.
Examine the process of developing a business plan and setting up the company.
Use technology and information resources to research issues in entrepreneurship.
Write clearly and concisely about entrepreneurship using proper writing mechanics.
Grading for this assignment will be based on answer quality, logic / organization of the paper, and language and writing skills, using the following rubric found
Here s the article if your not able to open it:
And the Most Innovative Entrepreneur Is...
The winner of The Wall Street Journal's small-business innovation competition thrived during the downturn by finding a new direction—and new markets
By
Sarah E. Needleman, Vanessa O'Connell, Emily Maltby and Angus Loten
November 14, 2011
Imagine this. You're coming off the best year in your company's history, with record sales and seemingly smooth sailing ahead.
Then the industry implodes. Your sales drop 7.
10/17/2014 Intellectual Ventures: Patent Troll Funds Startups, New Products - Businessweek
http://www.businessweek.com/printer/articles/222450-silicon-valleys-most-hated-patent-troll-stops-suing-and-starts-making 1/9
Bloomberg Businessweek
Technology
http://www.businessweek.com/articles/2014-09-04/intellectual-ventures-patent-troll-funds-startups-new-products
Silicon Valley's Most Hated Patent Troll
Stops Suing and Starts Making
By Ashlee Vance September 04, 2014
The dietary habits of Finland’s populace went through a drastic change in 2011. Thanks to the low-carb
craze and a rising preference for all-natural products, Finns started eating butter with impunity. Dairies
failed to keep up with demand, and a butter crisis ensued. “It’s difficult to believe, but if you went to the
grocery store, there was no butter,” Merja Holma says.
Holma, an animal-nutrition expert, had 20 years earlier developed a cow feed that increased the fat
content of their milk. At that time fat was the enemy, and her invention languished. Now it looked like a
solution to Finland’s lipid shortage. Holma rushed the feed through successful trials, and her employer,
agricultural supplier Raisioagro, began selling it under the name Benemilk. About 1,000 Finnish farmers
now rely on the feed, which turns out to produce not just higher-fat milk but also happier cows that pump
out more milk overall. The Finns once again have ample butter.
Raisioagro next started looking for a partner that could help turn Benemilk into a global blockbuster. It
needed expertise in patenting the ideas behind its cattle chow, making contact with large-scale dairies in
other countries, and perfecting its feed recipe to maximize milk production. Raisioagro tapped
Intellectual Ventures, a Bellevue (Wash.)-based technology investment company. The move made sense
on one level: IV certainly knew how to handle the dirty work of protecting the ideas behind Benemilk.
Less clear was how this loathed company, the supposed enemy of innovation, could help create a hit
product.
Founded in 2000, IV has earned a special brand of hatred in the business world as the ultimate patent
troll. It doesn’t delay your flight like United, buffer your movie stream like Comcast, or shellac your
shrimp with oil like BP. Rather, it hoards ideas. Over the past 14 years, IV has bought tens of thousands
of patents and hired teams of scientists and lawyers to brainstorm and file for thousands more. It then
wields this intellectual-property portfolio—the world’s largest—like a weapon. Companies can either
pay up or face a lawsuit.
“It’s unfortunate that we have a bad reputation. I don’t get why we’re singled out so much”
Google (GOOG), Apple (AAPL), and Intel (INTC), among other companies, have gritted their teeth and
paid IV about $6 billion so far. “I think IV is basically a parasitic tax on the tech industry,” says Peter
Thiel, the venture capitalist and PayPal co-founder who’s also a Facebook board member.
Having earne.
Assignment 1 Forming an Innovative BusinessDue Week 4 and worth 2.docxfelicitytaft14745
Assignment 1: Forming an Innovative Business
Due Week 4 and worth 260 points
Go to the Wall Street Journal’s Website and read “And the Most Innovative Entrepreneur Is...”,
located here
. After reading the article, conceive an innovative idea for a new product or service. Imagine that you are going to start a business that offers that product or service.
Write a six to eight (6-8) page paper in which you:
Briefly describe your innovative idea.
Determine the business structure that would be the best choice for your venture. Support your decision.
Create an outline of the stages in the entrepreneurial process that you would need to follow when starting this business. Determine the resources and tools you would need to be successful at each stage.
Determine the market for your innovative idea. Include details on regarding your potential customers, the predicted size of the market, and the competitors that already exist in the marketplace.
Create an action plan that describes how you would overcome any foreseen barriers to your venture’s success.
Use at least three (3) quality academic resources in this assignment. Note: Wikipedia and other Websites do not qualify as academic resources.
Your assignment must follow these formatting requirements:
Be typed, double spaced, using Times New Roman font (size 12), with one-inch margins on all sides; citations and references must follow APA or school-specific format. Check with your professor for any additional instructions.
Include a cover page containing the title of the assignment, the student’s name, the professor’s name, the course title, and the date. The cover page and the reference page are not included in the required assignment page length.
The specific course learning outcomes associated with this assignment are:
Analyze the stages in the entrepreneurial process.
Examine the process of innovating and developing ideas and business opportunities.
Analyze different innovative business models to determine the best model for a specific venture.
Analyze the market, customers, and competition of entrepreneurs.
Examine the process of developing a business plan and setting up the company.
Use technology and information resources to research issues in entrepreneurship.
Write clearly and concisely about entrepreneurship using proper writing mechanics.
Grading for this assignment will be based on answer quality, logic / organization of the paper, and language and writing skills, using the following rubric found
Here s the article if your not able to open it:
And the Most Innovative Entrepreneur Is...
The winner of The Wall Street Journal's small-business innovation competition thrived during the downturn by finding a new direction—and new markets
By
Sarah E. Needleman, Vanessa O'Connell, Emily Maltby and Angus Loten
November 14, 2011
Imagine this. You're coming off the best year in your company's history, with record sales and seemingly smooth sailing ahead.
Then the industry implodes. Your sales drop 7.
10/17/2014 Intellectual Ventures: Patent Troll Funds Startups, New Products - Businessweek
http://www.businessweek.com/printer/articles/222450-silicon-valleys-most-hated-patent-troll-stops-suing-and-starts-making 1/9
Bloomberg Businessweek
Technology
http://www.businessweek.com/articles/2014-09-04/intellectual-ventures-patent-troll-funds-startups-new-products
Silicon Valley's Most Hated Patent Troll
Stops Suing and Starts Making
By Ashlee Vance September 04, 2014
The dietary habits of Finland’s populace went through a drastic change in 2011. Thanks to the low-carb
craze and a rising preference for all-natural products, Finns started eating butter with impunity. Dairies
failed to keep up with demand, and a butter crisis ensued. “It’s difficult to believe, but if you went to the
grocery store, there was no butter,” Merja Holma says.
Holma, an animal-nutrition expert, had 20 years earlier developed a cow feed that increased the fat
content of their milk. At that time fat was the enemy, and her invention languished. Now it looked like a
solution to Finland’s lipid shortage. Holma rushed the feed through successful trials, and her employer,
agricultural supplier Raisioagro, began selling it under the name Benemilk. About 1,000 Finnish farmers
now rely on the feed, which turns out to produce not just higher-fat milk but also happier cows that pump
out more milk overall. The Finns once again have ample butter.
Raisioagro next started looking for a partner that could help turn Benemilk into a global blockbuster. It
needed expertise in patenting the ideas behind its cattle chow, making contact with large-scale dairies in
other countries, and perfecting its feed recipe to maximize milk production. Raisioagro tapped
Intellectual Ventures, a Bellevue (Wash.)-based technology investment company. The move made sense
on one level: IV certainly knew how to handle the dirty work of protecting the ideas behind Benemilk.
Less clear was how this loathed company, the supposed enemy of innovation, could help create a hit
product.
Founded in 2000, IV has earned a special brand of hatred in the business world as the ultimate patent
troll. It doesn’t delay your flight like United, buffer your movie stream like Comcast, or shellac your
shrimp with oil like BP. Rather, it hoards ideas. Over the past 14 years, IV has bought tens of thousands
of patents and hired teams of scientists and lawyers to brainstorm and file for thousands more. It then
wields this intellectual-property portfolio—the world’s largest—like a weapon. Companies can either
pay up or face a lawsuit.
“It’s unfortunate that we have a bad reputation. I don’t get why we’re singled out so much”
Google (GOOG), Apple (AAPL), and Intel (INTC), among other companies, have gritted their teeth and
paid IV about $6 billion so far. “I think IV is basically a parasitic tax on the tech industry,” says Peter
Thiel, the venture capitalist and PayPal co-founder who’s also a Facebook board member.
Having earne.
Stratgic imitation-Road to business growthBrowne & Mohan
Strategic imitation is a low cost, low risk strategy many companies adopt to challenge pioneers and often succeed in gaining higher market share and growth than pioneers. In this paper we describe elements that strategic imitators must pursue to succeed in legitimate copy, learn and improve program.
One of the great irony of successful companies is how easily they can fail. New companies are founded to take advantage of some new technology. They become highly successful and but when the technology shifts, something new comes along, they are unable to adapt and fail. This is the innovator’s dilemma.
Then there are companies that manage to survive. For example, Kodak survived two platform shift, only til fail the third. IBM has survived over 100 years. What do successful companies do differently?
(Citation Kotler, P. & Keller, K. (2012). Marketing Management, 1.docxkatherncarlyle
(Citation: Kotler, P. & Keller, K. (2012). Marketing Management, 14th Edition. Retrieved from Vital Source.
Chapter 20 Introducing New Market Offerings
With a unique approach to video game playing, Nintendo’s highly interactive and engaging Wii became a huge hit.
In This Chapter, We Will Address the Following Questions
1.
What challenges does a company face in developing new products and services?
2.
What organizational structures and processes do managers use to oversee new-product development?
3.
What are the main stages in developing new products and services?
4.
What is the best way to manage the new-product development process?
5.
What factors affect the rate of diffusion and consumer adoption of newly launched products and services?
New-product development shapes the company’s future. Improved or replacement products and services can maintain or build sales; new-to-the-world products and services can transform industries and companies and change lives. But the low success rate of new products and services points to the many challenges they face. Companies are doing more than just talking about innovation. They are challenging industry norms and past conventions to develop new products and services that delight and engage consumers. Nintendo’s Wii is a prime example.1
Although Nintendo helped create the $30 billion global video game business, its U.S. sales had shrunk in half by 2006. CEO Satoru Iwata and game designer Shigeru Miyamoto decided to address two troubling trends in the industry: As players got older and acquired families and careers, they played less often, and as video game consoles got more powerful, they grew more expensive. Nintendo’s solution? Redesign the game controllers and the way they interacted with the consoles. Bucking industry trends, Nintendo chose a cheaper, lower-power chip with fewer graphics capabilities, creating a totally different style of play based on physical gestures. A sleek white design and a new motion-sensitive wireless controller made it much more engaging and interactive. Nintendo’s decision to embrace outside software developers meant a number of titles quickly became available. Thus Wii was born. Its collaborative nature made it a hit with nongamers drawn by its capabilities and hard-core players seeking to master its many intriguing games.
Marketers play a key role in new-product development by identifying and evaluating ideas and working with R&D and other areas in every stage of development. This chapter provides a detailed analysis of the new-product development process. Much of the discussion is equally relevant to new products, services, or business models. Chapter 21 considers how marketers can tap into global markets as another source of long-term growth.
New-Product Options
There are a variety of types of new products and ways to create them.2
Make or Buy
A company can add new products through acquisition or development. When acquiring, the company can buy other companies, patent ...
History has many examples of great innovators who had difficult time convincing their contemporaries of new technology. Even incumbent and powerful companies regarded new technologies as inferior and dismissed it as "toys". Then when disruptive technologies take off they often are overhyped and can cause bubbles like the Internet bubble of the late 1990s.
In this lecture we look at some examples of disruptive technologies and the impact they had. We look at the The Disruptive Innovation Theory by Harvard Professor Clayton Christensen.
History has many examples of great innovators who had difficult time convincing their contemporaries of new technology. Even incumbent and powerful companies regarded new technologies as inferior and dismissed it as "toys". Then when disruptive technologies take off they often are overhyped and can cause bubbles like the Internet bubble of the late 1990s.
In this lecture we look at some examples of disruptive technologies and the impact they had. We look at the The Disruptive Innovation Theory by Harvard Professor Clayton Christensen.
BESTi 9 6 0We always know when an HBR article hits the b.docxAASTHA76
BEST
i 9 6 0
We always know when an HBR article hits the big time. Journalists write about
it, pundits talk about it, executives routecopiesof it around the organization,
and its vocabulary becomes familiar to managers everywhere -sometimes to
the point where they don't even associate the words with the original article.
Most important, of course, managers change how they do business because the
ideas in the piece helped them see issues in a new light.
"Marketing Myopia" is the quintessential big hit HBR piece. In it,Theodore
Levitt, who was then a lecturer in business administration at the Harvard Busi-
ness School, introduced the famous question,"What business are you really in?"
and with ittheclaim that, had railroad executives seen themselves as being in
the transportation business rather than the railroad business, they would have
continued to grow. The article is as much about strategy as it is about market-
ing, but it also introduced the most influential marketing idea of the past half-
century: that businesses wilt do better in the end if they concentrate on meeting
customers'needs rather than on selling products. "Marketing Myopia" won the
McKinsey Award in i960.
Marketing Myopia
by Theodore Levitt
Sustained growth depends
on how broadly you define
your business-and how
carefully you gauge your
customers'needs.
E VERY MAJOR INDUSTRY WaSa growth industry. But some that
are now riding a wave of growth en-
thusiasm are very much in the shadow
of decline. Others that are thought of as
seasoned growth industries have actu-
ally stopped growing. In every case, the
reason growth is threatened, slowed, or
stopped is not because the market is
saturated. It is because there has been
a failure of management.
Fateful Purposes
The failure is at the top. The executives
responsible for it, in the last analysis,
are those who deal with broad aims and
policies. Thus:
• The railroads did not stop growing
because the need for passenger and
freight transportation declined. That
grew. The railroads are in trouble today
not because that need was filled by
others (cars, trucks, airplanes, and even
telephones) but because it was not filled
by the railroads themselves. They let
others take customers away from them
because they assumed themselves to be
in the railroad business rather than in
tbe transportation business. The reason
they defined their industry incorrectly
was that they were railroad oriented
instead of transportation oriented; they
were product oriented instead of cus-
tomer oriented.
• Hollywood barely escaped being to-
tally ravished by television. Actually, all
the established film companies went
through drastic reorganizations. Some
138 HARVARD BUSINESS REVIEW
simply disappeared. All of them got into
trouble not because of TV's inroads but
because of their own myopia. As with
the railroads, Hollywood defined its
business incorrectly. It thought it was
in the movie business when It was ac-
tually in the entert ...
1. Discuss Blockchains potential application in compensation system.docxmonicafrancis71118
1. Discuss Blockchain's potential application in compensation systems (base wages, incentives, rewards).
2. How can a token economy affect employee compensation?
3. Based on your readings, do worldwide executives believe Blockchain has the potential to radical change the future of organizations?
.
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1. Describe the characteristics of the aging process. Explain how some of the characteristics may lead to elder abuse (memory issues, vulnerability, etc.). Discuss the types of consideration a nurse must be mindful of while performing a health assessment on a geriatric patient as compared to a middle-aged adult.
2.
End-of-life care becomes an issue at some point for elderly clients. Even with the emergence of palliative care programs and hospice programs, most elderly people do not die in their own home as is their preference. What are the reasons for this trend? Discuss what you can do as a nurse to support your clients regarding end-of-life care in accordance with their wishes. Support your response with evidence-based literature.
.
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1. Dis. 7
Should we continue to collect data on race and ethnicity?
Topic
In what situations should we continue collecting data on race and ethnicity, and in what situations should we stop collecting data on race and ethnicity? (see Desmond & Emirbayer)
2. Jour. 7
We determine whether our society is "colorblind." Our objectives this week are to:
· Describe colorblind racism and new racism;
· Discuss social policy implications of erroneous beliefs that we live in a post-racial or colorblind society; and
· Summarize the perception gap between majority and minority groups and how that impacts support for public policy aimed at combating racial inequality.
Please read all the information provided within the module and the indicated course book readings, then proceed to complete and submit this week's assignments in a timely and effective manner.
Due Thursday
Both 200 each words
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1. Differentiate crisis intervention from other counseling therapeutic interventions. Provide examples to support your rationale. For follow-up discussion, critique the examples provided by your peers for validity.
2. Is the use of standard psychotherapeutic interventions appropriate during a crisis? Why or why not?
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More Related Content
Similar to citation_instructionAccessibility Information and Tips Revised D.docx
Stratgic imitation-Road to business growthBrowne & Mohan
Strategic imitation is a low cost, low risk strategy many companies adopt to challenge pioneers and often succeed in gaining higher market share and growth than pioneers. In this paper we describe elements that strategic imitators must pursue to succeed in legitimate copy, learn and improve program.
One of the great irony of successful companies is how easily they can fail. New companies are founded to take advantage of some new technology. They become highly successful and but when the technology shifts, something new comes along, they are unable to adapt and fail. This is the innovator’s dilemma.
Then there are companies that manage to survive. For example, Kodak survived two platform shift, only til fail the third. IBM has survived over 100 years. What do successful companies do differently?
(Citation Kotler, P. & Keller, K. (2012). Marketing Management, 1.docxkatherncarlyle
(Citation: Kotler, P. & Keller, K. (2012). Marketing Management, 14th Edition. Retrieved from Vital Source.
Chapter 20 Introducing New Market Offerings
With a unique approach to video game playing, Nintendo’s highly interactive and engaging Wii became a huge hit.
In This Chapter, We Will Address the Following Questions
1.
What challenges does a company face in developing new products and services?
2.
What organizational structures and processes do managers use to oversee new-product development?
3.
What are the main stages in developing new products and services?
4.
What is the best way to manage the new-product development process?
5.
What factors affect the rate of diffusion and consumer adoption of newly launched products and services?
New-product development shapes the company’s future. Improved or replacement products and services can maintain or build sales; new-to-the-world products and services can transform industries and companies and change lives. But the low success rate of new products and services points to the many challenges they face. Companies are doing more than just talking about innovation. They are challenging industry norms and past conventions to develop new products and services that delight and engage consumers. Nintendo’s Wii is a prime example.1
Although Nintendo helped create the $30 billion global video game business, its U.S. sales had shrunk in half by 2006. CEO Satoru Iwata and game designer Shigeru Miyamoto decided to address two troubling trends in the industry: As players got older and acquired families and careers, they played less often, and as video game consoles got more powerful, they grew more expensive. Nintendo’s solution? Redesign the game controllers and the way they interacted with the consoles. Bucking industry trends, Nintendo chose a cheaper, lower-power chip with fewer graphics capabilities, creating a totally different style of play based on physical gestures. A sleek white design and a new motion-sensitive wireless controller made it much more engaging and interactive. Nintendo’s decision to embrace outside software developers meant a number of titles quickly became available. Thus Wii was born. Its collaborative nature made it a hit with nongamers drawn by its capabilities and hard-core players seeking to master its many intriguing games.
Marketers play a key role in new-product development by identifying and evaluating ideas and working with R&D and other areas in every stage of development. This chapter provides a detailed analysis of the new-product development process. Much of the discussion is equally relevant to new products, services, or business models. Chapter 21 considers how marketers can tap into global markets as another source of long-term growth.
New-Product Options
There are a variety of types of new products and ways to create them.2
Make or Buy
A company can add new products through acquisition or development. When acquiring, the company can buy other companies, patent ...
History has many examples of great innovators who had difficult time convincing their contemporaries of new technology. Even incumbent and powerful companies regarded new technologies as inferior and dismissed it as "toys". Then when disruptive technologies take off they often are overhyped and can cause bubbles like the Internet bubble of the late 1990s.
In this lecture we look at some examples of disruptive technologies and the impact they had. We look at the The Disruptive Innovation Theory by Harvard Professor Clayton Christensen.
History has many examples of great innovators who had difficult time convincing their contemporaries of new technology. Even incumbent and powerful companies regarded new technologies as inferior and dismissed it as "toys". Then when disruptive technologies take off they often are overhyped and can cause bubbles like the Internet bubble of the late 1990s.
In this lecture we look at some examples of disruptive technologies and the impact they had. We look at the The Disruptive Innovation Theory by Harvard Professor Clayton Christensen.
BESTi 9 6 0We always know when an HBR article hits the b.docxAASTHA76
BEST
i 9 6 0
We always know when an HBR article hits the big time. Journalists write about
it, pundits talk about it, executives routecopiesof it around the organization,
and its vocabulary becomes familiar to managers everywhere -sometimes to
the point where they don't even associate the words with the original article.
Most important, of course, managers change how they do business because the
ideas in the piece helped them see issues in a new light.
"Marketing Myopia" is the quintessential big hit HBR piece. In it,Theodore
Levitt, who was then a lecturer in business administration at the Harvard Busi-
ness School, introduced the famous question,"What business are you really in?"
and with ittheclaim that, had railroad executives seen themselves as being in
the transportation business rather than the railroad business, they would have
continued to grow. The article is as much about strategy as it is about market-
ing, but it also introduced the most influential marketing idea of the past half-
century: that businesses wilt do better in the end if they concentrate on meeting
customers'needs rather than on selling products. "Marketing Myopia" won the
McKinsey Award in i960.
Marketing Myopia
by Theodore Levitt
Sustained growth depends
on how broadly you define
your business-and how
carefully you gauge your
customers'needs.
E VERY MAJOR INDUSTRY WaSa growth industry. But some that
are now riding a wave of growth en-
thusiasm are very much in the shadow
of decline. Others that are thought of as
seasoned growth industries have actu-
ally stopped growing. In every case, the
reason growth is threatened, slowed, or
stopped is not because the market is
saturated. It is because there has been
a failure of management.
Fateful Purposes
The failure is at the top. The executives
responsible for it, in the last analysis,
are those who deal with broad aims and
policies. Thus:
• The railroads did not stop growing
because the need for passenger and
freight transportation declined. That
grew. The railroads are in trouble today
not because that need was filled by
others (cars, trucks, airplanes, and even
telephones) but because it was not filled
by the railroads themselves. They let
others take customers away from them
because they assumed themselves to be
in the railroad business rather than in
tbe transportation business. The reason
they defined their industry incorrectly
was that they were railroad oriented
instead of transportation oriented; they
were product oriented instead of cus-
tomer oriented.
• Hollywood barely escaped being to-
tally ravished by television. Actually, all
the established film companies went
through drastic reorganizations. Some
138 HARVARD BUSINESS REVIEW
simply disappeared. All of them got into
trouble not because of TV's inroads but
because of their own myopia. As with
the railroads, Hollywood defined its
business incorrectly. It thought it was
in the movie business when It was ac-
tually in the entert ...
Similar to citation_instructionAccessibility Information and Tips Revised D.docx (18)
1. Discuss Blockchains potential application in compensation system.docxmonicafrancis71118
1. Discuss Blockchain's potential application in compensation systems (base wages, incentives, rewards).
2. How can a token economy affect employee compensation?
3. Based on your readings, do worldwide executives believe Blockchain has the potential to radical change the future of organizations?
.
1. Describe the characteristics of the aging process. Explain how so.docxmonicafrancis71118
1. Describe the characteristics of the aging process. Explain how some of the characteristics may lead to elder abuse (memory issues, vulnerability, etc.). Discuss the types of consideration a nurse must be mindful of while performing a health assessment on a geriatric patient as compared to a middle-aged adult.
2.
End-of-life care becomes an issue at some point for elderly clients. Even with the emergence of palliative care programs and hospice programs, most elderly people do not die in their own home as is their preference. What are the reasons for this trend? Discuss what you can do as a nurse to support your clients regarding end-of-life care in accordance with their wishes. Support your response with evidence-based literature.
.
1. Dis. 7Should we continue to collect data on race and .docxmonicafrancis71118
1. Dis. 7
Should we continue to collect data on race and ethnicity?
Topic
In what situations should we continue collecting data on race and ethnicity, and in what situations should we stop collecting data on race and ethnicity? (see Desmond & Emirbayer)
2. Jour. 7
We determine whether our society is "colorblind." Our objectives this week are to:
· Describe colorblind racism and new racism;
· Discuss social policy implications of erroneous beliefs that we live in a post-racial or colorblind society; and
· Summarize the perception gap between majority and minority groups and how that impacts support for public policy aimed at combating racial inequality.
Please read all the information provided within the module and the indicated course book readings, then proceed to complete and submit this week's assignments in a timely and effective manner.
Due Thursday
Both 200 each words
.
1. Differentiate crisis intervention from other counseling therapeut.docxmonicafrancis71118
1. Differentiate crisis intervention from other counseling therapeutic interventions. Provide examples to support your rationale. For follow-up discussion, critique the examples provided by your peers for validity.
2. Is the use of standard psychotherapeutic interventions appropriate during a crisis? Why or why not?
.
1. Describe the ethical challenges faced by organizations operating .docxmonicafrancis71118
1. Describe the ethical challenges faced by organizations operating globally. 550 words .
2. Pick one of the following terms for your research: code of ethics, conscious capitalism, corporate social responsibility (CSR), culture, ethical dilemma, external adaptation, mission culture, social capital, values-based leadership, or whistle-blowing. 500 words
.
1. Describe in your own words the anatomy of a muscle. This sho.docxmonicafrancis71118
1. Describe in your own words the anatomy of a muscle. This should include from the muscle down to the myofibrils.
2. Explain in your own words how an action potential results in a muscle contraction.
3. List and describe in your own words the characteristics of skeletal muscle (aka the abilities that a skeletal muscle has).
4. Muscle Tissue
: Describe the appearance of the three types of muscle tissue.
a. Skeletal muscle:
b. Cardiac muscle:
c. Smooth muscle:
5. Muscle Anatomy
: Put the structures in anatomical order from superficial to deep.
Sarcolemma
Perimysium
Endomysium
Epimysium
6. Muscle Identification
: Palpate or locate each of the following muscles and list its origin, insertion, and action.
a. Masseter
b. Upper, middle, and lower trapezius
c. Sternocleidomastoid
d. Temporalis
e. Occipitofrontalis
f. Erector spinae
g. Scalenes
h. External/internal intercostalis
i. Rectus abdominis
j. External/internal oblique
k. Transverse abdominis
l. Rhomboids
m. Serratus anterior
n. Pectoralis major and minor
o. Teres major and minor
p. Latissimius Dorsi
q. Infraspinatus
r. Suprasinatus
s. Subscapularis
t. Deltoid
u. Triceps brachii
v. Biceps brachii
w. Brachialis
x. Brachioradialis
y. Wrist and finger flexors
z. Wrist and finger extensors
aa. Iliopsoas
bb. Tensor fasciae latae
cc. Gluteus maximus
dd. Gluteus medius
ee. Quadriceps
ff. Hamstrings
gg. Sartorius
hh. Adductor longus
ii. Gracilis
jj. Tibialis anterior
kk. Gastrocnemius
ll. Soleus
mm. Peroneals
.
1. Describe how your attitude of including aspects of health literac.docxmonicafrancis71118
1. Describe how your attitude of including aspects of health literacy changed during this course.
2. Describe your approach to incorporating evidence-based literature in health teaching.
3. Describe one theory of teaching or learning that you applied it to your power point presentation.
4. Describe two ways that you have grown as a health educator by taking health promotion course
.
1. Choose a behavior (such as overeating, shopping, Internet use.docxmonicafrancis71118
1. Choose a behavior (such as overeating, shopping, Internet use, etc.) Identify examples of each of the stages of change—pre-contemplation through maintenance—using the behavior you selected as the focus.
2. What are your thoughts on using the readiness assessment tool for addictive behaviors?
What is the stage of readiness in each of these areas for Brian and/or Alyssa?
Need for change
Commitment to change
Self-awareness
Environmental awareness
Personal closeness
Identify a possible next step in the process for the individual you selected that you feel will assist them in their readiness for change.
Be sure to rate each of the readiness assessment areas. Your next steps should be appropriate to the data you discuss in the readiness assessment.
see attachment:
.
1. Case 3-4 Franklin Industries’ Whistleblowing (a GVV Case)Natali.docxmonicafrancis71118
1. Case 3-4 Franklin Industries’ Whistleblowing (a GVV Case)
Natalie got the call she had been waiting for over six long months. Her complaint to the human resources department of Franklin Industries had been dismissed. It was HR’s conclusion that she was not retaliated against for reporting an alleged embezzlement by the Accounting Department manager. In fact, HR ruled there was no embezzlement at all. Natalie had been demoted from assistant manager of the department to staff supervisor seven months ago after informing Stuart Masters, the controller, earlier in 2015, about the embezzlement. Her blood started to boil as she thought about all the pain and agony she’d experienced these past six months without any level of satisfaction for her troubles.
Natalie Garson is a CPA who works for Franklin Industries, a publicly owned company and manufacturer of trusses and other structural components for home builders throughout the United States. Six months ago she filed a complaint with HR after discussing a sensitive matter with her best friend and coworker, Roger Harris. Natalie trusted Harris, who had six years of experience at Franklin. The essence of the discussion was that Natalie was informed by the accounting staff of what appeared to be unusual transactions between Denny King, the department manager, and an outside company no one had never heard of before. The staff had uncovered over $5 million in payments, authorized by King, to Vic Construction. No one could find any documentation about Vic, so the staff dug deeper and discovered that the owner of Vic Construction was Victoria King. Further examination determined that Victoria King and Denny King were siblings.
Once Natalie was convinced there was more to the situation than meets the eye, she informed the internal auditors, who investigated and found that Vic Construction made a $5 million electronic transfer to a separate business owned by Denny King. One thing lead to another, and it was determined by the internal auditors that King had funneled $5 million to Vic Construction, which, at a later date, transferred the money back to King. It was a $5 million embezzlement from Franklin Industries.
Natalie met with Roger Harris that night and told him about the HR decision that went against her. She was concerned whether the internal auditors would act now in light of that decision She knew the culture at Franklin was “don’t rock the boat.” That didn’t matter to her. She was always true to her values and not afraid to act when a wrongdoing had occurred. She felt particularly motivated in this case—it was personal. She felt the need to be vindicated. She hoped Roger would be supportive.
As it turned out, Roger cautioned Natalie about taking the matter any further. He had worked for Franklin a lot longer than Natalie and knew the board of directors consisted mostly of insider directors. The CEO of Franklin was also the chair of Page 181the board. It was well known in the company that whatev.
1. Cryptography is used to protect confidential data in many areas. .docxmonicafrancis71118
1. Cryptography is used to protect confidential data in many areas. Chose one type of cryptography attack and briefly explain how it works (examples include: ciphertext-only attack, known-plain-test attack, chosen-plaintext, chosen-ciphertext attack, timing attack, rubber hose attack, adaptive attack).
2. Select one type of cryptography or encryption and explain it in detail. Include the benefits as well as the limitations of this type of encryption. Your summary should be 2-3 paragraphs in length and uploaded as a TEXT DOCUMENT
.
1. Compare and contrast steganography and cryptography.2. Why st.docxmonicafrancis71118
1. Compare and contrast steganography and cryptography.
2. Why steganography and how does it work? List examples of suitable carriers of steganographic payloads.
3. Experiment with the tool – Steganography Online (http://stylesuxx.github.io/steganography/) to get a feel of how the steganographic tool works.
4. In steganalysis, which methods are used to detect steganography?
Briefly describe how cryptography is applied in ATM, SSL, digital signatures, hashes and drive encryption.
.
1. Date September 13, 2017 – September 15, 2017 2. Curr.docxmonicafrancis71118
1. Date: September 13, 2017 – September
15, 2017
2. Current Exchange Rate ($ / rupee):
1/64.16
3. During the past week (or since your last entry), what has been the major economic or
business news relating to
India? http://www.thehindu.com/business/Industry/economy-suffers-as-firms-tackle-
debt/article19677814.ece
In India this year, there are a fair amount of firms and businesses that are having issues paying off
interest on their loans. On top of this, fewer loans are happening and the state’s GDP growth rate has
lowered this year. The article lists several factors, one of which is pretty simple; interest rates are high
at the moment. This article on business interested me because this is an issue that is relatable to every
modernized country on Earth, how to pay off debt when you aren’t making enough this year to cover
costs? You can’t, so the unpaid portions add up. I didn’t feel like there was a strong bias in this article,
but I’m also not accustomed to the Indian financial market or its businesses. How is this story relevant
to my understanding of India? It lets me take an inside look at the current economy and how they might
be fairing in comparison. It also shows that business and banking policies are not that different on some
levels.
4. During the past week (or since your last entry), what has been the major political
news in India? http://www.thehindu.com/news/national/andhra-pradesh/patronising-congress-
again-a-historic-necessity/article19679153.ece
First, why do I consider this major political news in India? The discussions and accusations being talked
about in the article are serious and can definitely effect votes for the mentioned political parties, which
in turn can change or add new laws, regulations, taxes, and etc. The title seemed incredibly familiar to
what we always see in American newspapers about our politics. I felt that the author, or maybe the
newspaper, might actually lean more towards the BJP and TDP’s opposing forces. Other than that, there
were tons of biased quotes from both parties. So, why do I think this topic is relevant to my
understanding of India? Simply put, just as with business and banking, there is this kind of familiarity in
a way. This article lets me get an inside view on the current parties and the accusations being made,
showing me that politics is a somewhat universal language, one part attack ads, one part confusion, and
one part progress.
5. What new information have you found related to religion in
India?http://www.thehindu.com/society/faith/tendencies-of-
prakriti/article19656107.ece
We talked a lot about how the culture of India and the religions of it can definitely be intertwined. This
short article tells of the three ‘gunas’, which I didn’t know much about if anything really. As far as biases
go, you could say that the article is biased to what it is teaching about this religious aspect, but honestly,
it feels more informative. Why is thi.
1. compare and contrast predictive analytics with prescriptive and d.docxmonicafrancis71118
1. compare and contrast predictive analytics with prescriptive and descriptive analytics. Use examples. (250 words and two references no plagiarism)
2. Discuss the process that generates the power of AI and discuss the differences between machine learning and deep learning.(250 words and two references no plagiarism)
.
1. Creating and maintaining relationships between home and schoo.docxmonicafrancis71118
1. Creating and maintaining relationships between home and school are pivotal to the overall success of our ELL students. Discuss some ways you might cultivate these partnerships throughout the school year.
2. There is research supporting the theory that students who are literate in their home language are more likely to be literate in their second or subsequent language. Thinking of this, what are the potential effects of home language on the development of English and classroom learning?
.
1. Compare and contrast Strategic and Tactical Analysis and its .docxmonicafrancis71118
1. Compare and contrast Strategic and Tactical Analysis and its application to street crimes such as robbery and property crimes such as burglary. In your opinion is one more suited in addressing criminal behavior?
Strategic analysis involves the analysis over the long-term, whereas tactical analysis involves analysis in a more direct manner. Each has analysis scheme has their uses in addressing criminal behavior. To use an example with drug activity strategic analysis would be better suited to understanding who could be the future customers of drug dealers, where are possible locations that could facilitate such deals, and helping law-enforcement and community leaders come up with measures to combat drug sales. However, the tactical analysis would focus more on finding out where the current supply of drugs is coming in from, who the leader(s) is(are), and cracking down on local dealers. While there is overlap between the two, I believe that tactical analysis is the best when addressing criminal behavior, because of the more immediate results that it provides.
2. What is CPTED? Please elaborate on how CPTED may be an effective means to reduce a criminals Modus operandi? Provide an example.
CPTED is an acronym that stands for crime prevention through environmental design which is “The proper design and effective use of the built environment can lead to a reduction in the fear and incidence of crime, and an improvement in the quality of life” (Cozens, Saville, & Hillier, 2005). This means that CPTED is all of the passive defenses that the environment provides law-abiding citizens against criminally minded individuals. These defenses can be broken down into six different aspects that work together to create CPTED they are: territoriality, surveillance, access control, target hardening, image/maintenance, and active support (Cozens, Saville, & Hillier, 2005). All of these aspects work together to decrease crime in the area.
respond to this discussion question in 250 words
.
1. Coalition ProposalVaccination Policy for Infectious Disease P.docxmonicafrancis71118
1. Coalition Proposal
Vaccination Policy for Infectious Disease Prevention and Control
Scope of the Problem
Vaccines have done an excellent job at preventing many diseases, some of which can be deadly if not prevented. When bacteria or viruses enter the body, they immediately begin to attack and multiply, which then causes an infection. The immune system will then fight off the infection and establish antibodies, which will help recognize and fight off the same disease in the future. For this very reason, it has been important for children to be vaccinated at an early age so that they may establish those antibodies their bodies need. Vaccines act as the disease so that the body may produce antibodies, but the good thing is that it won’t cause an infection (CDC, 2017).
There are current policies that mandate vaccinations in the U.S., for example, all children are required to be up to date on their vaccines before beginning school. The problem is that there are many loopholes and exceptions to the rule, whether it’s due to religious reasons or other medical issues. Because of this, there are still many children and adults who have yet to be fully compliant with vaccine requirements
Some important statistics to note (Johns Hopkins Medicine):
· CDC estimated 2,700 new cases of hepatitis A in the U.S.
· It is estimated that in 2011, 19,000 new cases of hepatitis B and 17,000 cases of hepatitis C occurred.
· In 2012, nearly 10,000 new cases of tuberculosis were reported.
· Approximately 36,000 people per year die from influenza and pneumonia.
· 50,000 new cases of HIV infection occur annually.
· In 2012, new cases of STD’s were reported, including HPV, Chlamydia, Gonorrhea, HIV, and Syphilis.
Who is affected by this problem? Identify.
Children are mainly affected by this problem due to parents’ hesitancy for vaccinations. Although law mandates for children to be vaccinated for school enrollment, parents have the option to use exemptions to avoid having their children vaccinated. Currently, medical exemptions are allowed for medical reasons in all states, and it is estimated that one to three percent of children are excused from vaccinations because of these exemptions. Parents have continued to use reasons to avoid vaccinations, for example, the belief that the decline in vaccine-preventable diseases is due to improved health care, hygiene, and sanitation (Ventola, C. L., 2016).
Health disparities among Blacks, Hispanics, and Whites have played a huge role in terms of vaccination coverage. Studies have shown that health insurance has a direct impact on the vaccination coverage in adults, therefore, low-income families who can’t afford health insurance will most likely not get the vaccines they need. With that being said, uninsured prevalence was higher among non-Hispanic blacks (19.5%) and Hispanics (30.1%) compared with non-Hispanic whites (11.1%) (Lu, P., et al, 2015).
What has been written on the issue and policy options?
There ha.
1. Company Description and Backgrounda. Weight Watchers was cr.docxmonicafrancis71118
1. Company Description and Background
a. Weight Watchers was created by Jean Nindetch in 1963 when she began to invite her friends and neighbors so that they can discuss their weight loss issues and how they could lose weight successfully. The basic concept of WW plan consisted of two components: the WW program and group support. Comprised of a food plan and an activity plan. WW eliminated counting calories by introducing a point system.
b. Targeted women 25 to 55
c. 2017 about 1 million members who attended 32,000 WW meetings around the world organized by more then 9,000 leaders who had successful lost weight using WW.
d. Record high revenue 2011 $1.8 billion, in 2012 a slight reduction occurred but beat all pre-2011 numbers, in 2013 is when business began take a turn for the worse.
e. December 2015, WW launched a SmartPoints system which was a scale for food management. It was introduced to work along with a new weight management program called “Beyond the Scale.” Even thought doctors and nutrition’s approved the program, then-CEO David Kirchhoff felt it wasn’t enough because the programs didn’t take into account social, environmental and behavioral factors that led members to fail at their weight loss journey. Shortly after in August 2013, CEO Kirchhoff resigned in order to “pursue other opportunities” which left WW struggling to adjust their business strategy in the Internet Age.
2. Problems Posed In The Case
a. CEO Jim Chambers resigned in September 2016 afterward a tumultuous year with stock prices dropping 54% that year alone and seven straight quarters of declining sales.
b. Next generation diet programs and online apps like MyFitnessPal and FitBit were providing the same services for free of charge. CEO Chambers admitted that “consumers have changed and that WW hadn’t kept the pace.”
c. As obesity levels increased worldwide, the market for weight loss products was growing exponentially, however, WW had to increase customer value and seek new target segments to fend off competitors from traditional rivalry’s like Nutrisystem, Slim Fast, Medifast, Jenny Craig and the Biggest Loser.
d. Emergence of fad diets
e. Decreased effectiveness of marketing and advertising programs
f. The need for developing new and innovative products and services that could be delivered online or via mobile apps
g. WW International faced stock price volatility because of rival weight management options such as the over-the-counter weight-loss drug Alli launched by GlaxoSmithKline in June 2006 and the development of Allergan’s Lap-Band device.
h. Worldwide Health Organization estimated 2.3 billion people to be overweight by 2015 and more than 700 million obese.
i. The development of effective weight-management methods i.e. pharmaceuticals, surgical options such as the Lap-Band.
3. Financial Analysis
a. In 2017, revenue was 1.3 billion and in 2018 revenue was up by 5.77% at 1.5 billion.
4. Strategic Options
a. During the dot-com era they creat.
1. Come up with TWO movie ideas -- as in for TWO screenplays that .docxmonicafrancis71118
1. Come up with TWO movie ideas -- as in for TWO screenplays that you'd be interested in writing.
You will eventually choose ONE screenplay to live with for the duration of this course. You will distill each idea into a single sentence. We call this a LOGLINE.
A good logline: 1. Must include your PROTAGONIST. 2. Must be under 50 words. 3. Must contain the word "BUT" ("but" signifies conflict).
After you write the logline. Tell us about your PROTAGONIST. What is her/his most pressing DESIRE? What are some of the potential OBSTACLES that can get in the way?
TRY TO KEEP IT SIMPLE!
Here's an example:
MOVIE IDEA #1
WORKING TITLE: "COLLATERAL"
LOGLINE: A cab driver dreams of starting his own limo company, BUT when a hitman gets into his cab, our hero must figure out how to survive the night.
PROTAGONIST: Max (Cab Driver)
DESIRE: To stop Vincent (the Hitman)
POTENTIAL OBSTACLES: The HITMAN who never fails. THE COPS who think Max is the hitman. THE GANGSTERS who want the hitman dead. MAX’s own timid and hesitant nature.
2.What is the INCITING INCIDENT in your two film ideas? What is the 1stACT BREAK?
Example:
MOVIE TITLE: COLLATERAL
INCITING INCIDENT: Vincent gets into Max’s cab, makes Max an offer
1STACT BREAK: Body drops on Max’s cab; Reveal Vincent is a Hitman
(To discover your inciting incident possibly contemplate what the worst thing that could happen to your particular character would be)
Interview questions
1. Do you have a specific reason why you wanted to become a physical therapist?
2. Why do think it’s a good idea to be a physical therapist?
3. What did you get your bachelor degree on?
4. Were you in any kind of program for PT?
5. What kind of opportunities were there for you after getting your bachelor degree?
6. What were some of the difficulties you faced when you were looking for jobs?
7. What are some things I should know before I continue?
8. What are some jobs that I can apply to, to get experience with what a want to pursue?
9. How long did it take you to finish school and start your job?
10. What are some skills a person should have that wants to do DPT?
Unal 2
Seyma Unal
English 101 Z02N
Ms. Claytor
24 June 2019
Isabella Mia Interview as a Physical Therapist
Isabella Mia is a physical therapist who is working in the US as a therapist for the last 10 years. I have selected her for the interview because the physical therapist is a tough job and it is important to consider a person who has worked in it for a long time to get the right insights. She is a very dedicated person towards her work and this the reason behind her success in this field. I met her for this interview on a coffee shop and following is the information that I got from her.
Seyma Unal : Do you have a specific reason why you wanted to become a physical therapist?
Isabella Mia : I believe that this is a very rewarding career. I always wanted to do something that can ease other people and in this profession, we have contact with customers .
1. Choose a case for the paper that interests you. Most choose a .docxmonicafrancis71118
1. Choose a case for the paper that interests you. Most choose a case that they experienced on the job (e.g., company merger, reorganization, adoption of innovation or new procedure). If you have never experienced anything remotely like this, then you could choose a case in your community that interested you (e.g., political issues like taxes, land acquisition, school boards). If none of those apply then you can choose a case that is personal to you (e.g., getting a raise, selling something to a client or customer). If you have never worked, then choose a case you may experienced as an intern or student. I am pretty liberal about the kind of case that you choose.
2. Choose a case that involved a failed change attempt or proposes a change that has never been attempted. DO NOT CHOOSE A CASE THAT WAS SUCCESSFUL. The outline is hard to use when describing successful change attempts.
3. Write the paper as an expanded outline. That means writing paragraphs under the lower level headings. By using the outline as headings, you won’t leave something out.
4. With regard to length, some overwrite Section I. I think they get into describing the problem and go on a tirade. Although cathartic, it eats space. Section II should be relatively brief and the shortest of the three sections. Section III is where you should be writing a lot. That is where you are showing me that you can use the course content to propose an effective change.
5. Remember that you will be sending the paper to me as an attachment. I will grade it and make comments in the file. I will return it to you at the SAME address from which I received it. IF FOR SOME REASON, YOU DON’T WANT ANYONE TO SEE THE PAPER, USE YOUR STUDENT EMAIL ADDRESS. DO NOT USE YOUR WORK ADDRESS.
6. I will erase all papers at the end of the term. I never share papers with others.
Below I will give you some insights into the outline.
SUGGESTED OUTLINE FOR CHANGE MANAGEMENT PAPERS
I. Statement of problem area. In this section, describe the change attempt and the key players.
A. Background of change attempt.
1. Nature of change (What is being proposed?).
In this section, provide an overview of the change including a brief history.
2. Issues (Why is it being proposed?).
If you are writing about a failed change, indicate why it was proposed and how it failed. If you are writing about a proposed change, then describe the problem it is intended to resolve.
3. Change Agent(s). This section is focused on the people who proposed or will propose the change. If there are only a few change agents, you can describe what each on is like. If you are there many, then describe their general characteristics.
4.
A. Personality. What are they like? If you want, you can refer to the personalities I mention in the handout on integrative bargaining.
B. Power. What kind of power do the change agents have and how much? Is their power formal (e.g., authority) and/or or informal (e.g., expertise, chari.
2024.06.01 Introducing a competency framework for languag learning materials ...Sandy Millin
http://sandymillin.wordpress.com/iateflwebinar2024
Published classroom materials form the basis of syllabuses, drive teacher professional development, and have a potentially huge influence on learners, teachers and education systems. All teachers also create their own materials, whether a few sentences on a blackboard, a highly-structured fully-realised online course, or anything in between. Despite this, the knowledge and skills needed to create effective language learning materials are rarely part of teacher training, and are mostly learnt by trial and error.
Knowledge and skills frameworks, generally called competency frameworks, for ELT teachers, trainers and managers have existed for a few years now. However, until I created one for my MA dissertation, there wasn’t one drawing together what we need to know and do to be able to effectively produce language learning materials.
This webinar will introduce you to my framework, highlighting the key competencies I identified from my research. It will also show how anybody involved in language teaching (any language, not just English!), teacher training, managing schools or developing language learning materials can benefit from using the framework.
Unit 8 - Information and Communication Technology (Paper I).pdfThiyagu K
This slides describes the basic concepts of ICT, basics of Email, Emerging Technology and Digital Initiatives in Education. This presentations aligns with the UGC Paper I syllabus.
Safalta Digital marketing institute in Noida, provide complete applications that encompass a huge range of virtual advertising and marketing additives, which includes search engine optimization, virtual communication advertising, pay-per-click on marketing, content material advertising, internet analytics, and greater. These university courses are designed for students who possess a comprehensive understanding of virtual marketing strategies and attributes.Safalta Digital Marketing Institute in Noida is a first choice for young individuals or students who are looking to start their careers in the field of digital advertising. The institute gives specialized courses designed and certification.
for beginners, providing thorough training in areas such as SEO, digital communication marketing, and PPC training in Noida. After finishing the program, students receive the certifications recognised by top different universitie, setting a strong foundation for a successful career in digital marketing.
Macroeconomics- Movie Location
This will be used as part of your Personal Professional Portfolio once graded.
Objective:
Prepare a presentation or a paper using research, basic comparative analysis, data organization and application of economic information. You will make an informed assessment of an economic climate outside of the United States to accomplish an entertainment industry objective.
Exploiting Artificial Intelligence for Empowering Researchers and Faculty, In...Dr. Vinod Kumar Kanvaria
Exploiting Artificial Intelligence for Empowering Researchers and Faculty,
International FDP on Fundamentals of Research in Social Sciences
at Integral University, Lucknow, 06.06.2024
By Dr. Vinod Kumar Kanvaria
Read| The latest issue of The Challenger is here! We are thrilled to announce that our school paper has qualified for the NATIONAL SCHOOLS PRESS CONFERENCE (NSPC) 2024. Thank you for your unwavering support and trust. Dive into the stories that made us stand out!
A Strategic Approach: GenAI in EducationPeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
June 3, 2024 Anti-Semitism Letter Sent to MIT President Kornbluth and MIT Cor...Levi Shapiro
Letter from the Congress of the United States regarding Anti-Semitism sent June 3rd to MIT President Sally Kornbluth, MIT Corp Chair, Mark Gorenberg
Dear Dr. Kornbluth and Mr. Gorenberg,
The US House of Representatives is deeply concerned by ongoing and pervasive acts of antisemitic
harassment and intimidation at the Massachusetts Institute of Technology (MIT). Failing to act decisively to ensure a safe learning environment for all students would be a grave dereliction of your responsibilities as President of MIT and Chair of the MIT Corporation.
This Congress will not stand idly by and allow an environment hostile to Jewish students to persist. The House believes that your institution is in violation of Title VI of the Civil Rights Act, and the inability or
unwillingness to rectify this violation through action requires accountability.
Postsecondary education is a unique opportunity for students to learn and have their ideas and beliefs challenged. However, universities receiving hundreds of millions of federal funds annually have denied
students that opportunity and have been hijacked to become venues for the promotion of terrorism, antisemitic harassment and intimidation, unlawful encampments, and in some cases, assaults and riots.
The House of Representatives will not countenance the use of federal funds to indoctrinate students into hateful, antisemitic, anti-American supporters of terrorism. Investigations into campus antisemitism by the Committee on Education and the Workforce and the Committee on Ways and Means have been expanded into a Congress-wide probe across all relevant jurisdictions to address this national crisis. The undersigned Committees will conduct oversight into the use of federal funds at MIT and its learning environment under authorities granted to each Committee.
• The Committee on Education and the Workforce has been investigating your institution since December 7, 2023. The Committee has broad jurisdiction over postsecondary education, including its compliance with Title VI of the Civil Rights Act, campus safety concerns over disruptions to the learning environment, and the awarding of federal student aid under the Higher Education Act.
• The Committee on Oversight and Accountability is investigating the sources of funding and other support flowing to groups espousing pro-Hamas propaganda and engaged in antisemitic harassment and intimidation of students. The Committee on Oversight and Accountability is the principal oversight committee of the US House of Representatives and has broad authority to investigate “any matter” at “any time” under House Rule X.
• The Committee on Ways and Means has been investigating several universities since November 15, 2023, when the Committee held a hearing entitled From Ivory Towers to Dark Corners: Investigating the Nexus Between Antisemitism, Tax-Exempt Universities, and Terror Financing. The Committee followed the hearing with letters to those institutions on January 10, 202
Operation “Blue Star” is the only event in the history of Independent India where the state went into war with its own people. Even after about 40 years it is not clear if it was culmination of states anger over people of the region, a political game of power or start of dictatorial chapter in the democratic setup.
The people of Punjab felt alienated from main stream due to denial of their just demands during a long democratic struggle since independence. As it happen all over the word, it led to militant struggle with great loss of lives of military, police and civilian personnel. Killing of Indira Gandhi and massacre of innocent Sikhs in Delhi and other India cities was also associated with this movement.
TESDA TM1 REVIEWER FOR NATIONAL ASSESSMENT WRITTEN AND ORAL QUESTIONS WITH A...
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The Sputtering R&D Machine
RASMUSSEN COLLEGE
Detailed Record
Title:
The Sputtering R&D Machine.
Authors:
Craumer, Martha
Kelley, Tom1
Pejovich, Philip2
Duncan, Lewis3
Kao, John4,5
Source:
Harvard Business Review. Aug2002, Vol. 80 Issue 8, p25-36.
9p. 2 Color Photographs.
Document Type:
Case Study
Subject Terms:
*MANAGEMENT -- Case studies
*RESEARCH & development
*MARKETING planning
*INNOVATION adoption
*MARKETING management
*BUSINESS planning
*MARKETING strategy
*ATTITUDES toward technology
*COMPETITIVE advantage
*TECHNOLOGICAL innovations
ELECTRIC apparatus & appliances
NAICS/Industry Codes:
238210 Electrical Contractors and Other Wiring Installation
Contractors
335990 All other electrical equipment and component
2. manufacturing
335999 All Other Miscellaneous Electrical Equipment and
Component Manufacturing
416110 Electrical wiring and construction supplies merchant
wholesalers
811412 Appliance Repair and Maintenance
423610 Electrical Apparatus and Equipment, Wiring Supplies,
and Related Equipment Merchant Wholesalers
Abstract:
HomeStar's reputation for being "the first, the best, the only"
name in appliances is under threat. For the second time in six
months, upstart competitor Vanguard has pulled off a market
coup: Its retro line of refrigerators, ranges, and dishwashers is a
huge hit. Meanwhile, HomeStar's latest big idea--jumbo
appliances--is bombing. CEO Hal Marden is chagrined: How did
the company lose its edge? Kelly Dowd, HomeStar's head of
marketing, blames Charlie Hamad, the company's chief
engineer. Charlie is so focused on developing smart appliances-
-products that can cook, clean, and even shop--that he's lost
touch with the changing marketplace, Kelly complains. Global
competition is growing, and consumers' tastes are changing.
Now, more than ever, churning out new products is critical to
HomeStar's success. But Charlie, a 27-year veteran who has
spearheaded almost every major technological advance in the
industry, pooh-poohs the new, flashy products: "Form over
function. Nothing new there but a fancy paint job and higher
prices. "Hal is torn. Charlie is a hero to him, but what if the
market doesn't go for networked appliances? The company
simply can't afford to put all its eggs in one basket. What's
more, the biggest trade show of the year is just six months
away, and HomeStar has nothing new to offer. Vanguard,
meanwhile, is making product announcements every quarter. Is
it time for Charlie to move on? How can HomeStar get its R&D
efforts back on track? Four commentators--Ideo's Tom Kelley,
Whirlpool's Philip Pejovich, Thayer School of Engineering's
Lewis Duncan, and Ealing Studios' John Kao--offer advice in
3. this fictional case study. [ABSTRACT FROM PUBLISHER]
Harvard Business Review Notice of Use Restrictions, May
2009Harvard Business Review and Harvard Business Publishing
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management systems. Harvard Business Publishing will be
pleased to grant permission to make this content available
through such means. For rates and permission, contact
[email protected] (Copyright applies to all Abstracts.)
Author Affiliations:
1General manager, Ideo, Palo Alto, California
2Vice president of growth and innovation, Whirlpool, Benton
Harbor, Michigan
3Dean, Thayer School of Engineering, Dartmouth College,
Hanover, New Hampshire.
4Chairman, Ealing Studios, London
5Managing director, Kao & Company, San Francisco
Full Text Word Count:
5265
ISSN:
0017-8012
Accession Number:
7157111
Publisher Logo:
Translate Full Text:
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The Sputtering R&D Machine
Contents
1. Delicate Cycle
2. Combustion Hazard
3. Limited Warranty
Section:
HBR CASE STUDY
For years, HomeStar was the most inventive company in the
appliance business. Now, upstarts are stealing its thunder, and
its top engineer doesn't seem to care
HBR's cases, which are fictional, present common managerial
dilemmas and offer concrete solutions from experts.
As Hal Marden watched his morning muffin spin slowly in the
lunchroom microwave, he marveled at how this small appliance
had forever changed the way people cook and eat. "The perfect
invention," he mused to himself. "Small, fast, convenient, and
energy-efficient. We thought microwaves would do away with
conventional ovens. But instead, they became a whole new
category of kitchen appliance."
After 25 years with HomeStar, Hal was still fascinated by the
appliance business--and by the innovations that fueled it. As
CEO for the last 12 years, he'd steadfastly maintained the
company's commitment to research and development, vowing to
uphold HomeStar's reputation for being "the first, the best, the
only" name in appliances.
That's why the latest turn of events was so distressing.
Hal grabbed his coffee and muffin, retreated to his office, and
closed the door, relieved that his assistant wasn't in yet. Then
he reread the newspaper article. "Gaga for Retro," the headline
proclaimed. "Vanguard, already the fastest-growing appliance
maker in the country, has another major hit with its new retro
line of refrigerators, ranges, and dishwashers. Rounded lines,
chrome detailing, and colors like turquoise, yellow, and red
give the appliances the look and feel of classic automobiles.
5. And consumers seemingly can't get enough of them. 'We've got
an emotional hit on our hands that cuts across demographic
lines,' said a Vanguard spokesperson. 'People are having a love
affair with these appliances. At the same time, we're showing
old-schoolers like HomeStar that the industry can move beyond
a needs-based market and appeal to consumers who follow
trends and seek luxury.'"
Hal folded the paper and shook his head. As much as it pained
him to see his company called "old school," he had to admit that
HomeStar had stumbled lately. "We should've seen this
coming,"' he thought. "For the last three years the auto industry
has been looking back in time for inspiration. The PT Cruiser,
the Mini Cooper, the VW Bug--all the biggest hits are riding a
wave of nostalgia. How did we miss it? We're losing our edge."
This wasn't the first time HomeStar had been beaten to the
punch. Just six months earlier, Vanguard had pulled off another
coup: Its line of "Clean 'n' Eat" refrigerators had been the
runaway hit of the Homebuilders trade show. Featuring a
separate compartment for triple-washing and draining fruits and
vegetables, the new line touted the importance of flesh produce
and healthy eating and the dangers of lingering pesticides. The
refrigerators flew off showroom floors.
Delicate Cycle
An urgent knock interrupted Hal's thoughts. "Come in," he
answered wearily. Kelly Dowd, the company's head of
marketing, stomped into his office. "Did you read about
Vanguard?" she asked. "They've done it again--and insulted us
in the process. How are they getting these products out so fast?"
"Well, they're not exactly technological breakthroughs," Hal
smiled wryly. "But Vanguard does seem to have a finger on the
pulse of the consumer. They're doing what we should be doing.
It seems we've dropped the ball."
"That's because we're focusing on the wrong things. Charlie
should pull his head out of the research lab and knock on the
kitchen doors of a few real people for a change. He's obsessed
with 'smart' appliances and this 'networked home' concept. But
6. you know what? Except for a handful of technogeeks,
consumers aren't particularly interested. Most people we talk to
couldn't care less."
Hal flinched. Charlie Hamad was one of his heroes. A brilliant
and visionary engineer, he'd headed HomeStar's R&D unit for
27 years. Enormously respected outside the company and
beloved within it, he had spearheaded almost every major
technological advance in the industry; he was a key reason for
HomeStar's past success.
"Look, Kelly," said Hal, "market research is your area. So if
there's a disconnect between what your group thinks the market
wants and what R&D is actually producing, then we need to
work on fixing that. Remember, Charlie's had a huge hand in
making this company what it is."
Kelly shook her head. "You mean making this company what it
was. The market's changing, Hal. The rate of product innovation
is skyrocketing. Global competition is growing--those guys
would love to eat us for lunch. And consumer tastes are
changing. People want more choices. Some folks get a new car
every two years. Why shouldn't they upgrade their appliances,
too? We've got to get more new stuff out there, and fast."
Kelly was right. The market was changing dramatically. For
years, innovation in the industry had focused on incremental
gains-making appliances that were a little faster, a little quieter,
or a little more efficient. As the products themselves became
virtually interchangeable, the dominant players began
competing on price, eroding profit margins. But in the last 18
months, a wave of innovation had washed over the industry.
Appliance makers had begun recombining existing technologies
to create entirely new products and designing them in appealing
ways. Suddenly, the appliance industry was more like the
consumer electronics industry; its rallying cry had become "to
get customers to buy new products, create new products."
Now, more than ever, churning out new products was critical to
HomeStar's success. But unfortunately, Charlie hadn't changed
with the times. He pooh-poohed the new, flashy products--
7. despite their higher profit margins, the fact that they
encouraged consumers to upgrade more often, and their
popularity with builders seeking the latest thing for their model
homes. And that put HomeStar in the unenviable position of
having to play catch-up.
"The next Homebuilders show is six months away," said Kelly.
"If we don't roll out something new--something that gets people
excited--we might as well kiss our reputation for innovation
good-bye. We can't afford to lose our edge. Unless we want to
go the way of the icebox."
Just then J.J. Knight, HomeStar's PR manager, poked her head
into Hal's office. "Hey Hal, the 'What's New' section of
HomeView magazine is on the line. Do we have anything for
them this month?"
"Ouch! Sore subject, J.J. Tell them we do, but we can't talk
about it right now--for competitive reasons."
Combustion Hazard
Charlie Hamad's office was a mess. A whiteboard covered with
scribbles, flowcharts, and yellow Post-its spread across one
wall. Stacks of magazines and files filled every inch of space.
"Never trust a man with a tidy desk," he was fond of saying. "A
tidy desk is the sign of an untidy mind." With a PhD in
mechanical engineering and a passion for technology, Charlie
oversaw HomeStar's global research, design, and product
development groups. A wall filled with design and engineering
awards attested to his record of accomplishment. Eccentric but
brilliant, Charlie was a magnet for smart, dedicated scientists,
designers, technologists, and engineers, and he inspired intense
loyalty among his people.
Hal removed a pile of magazines from a chair and sat down.
"Did you read about Vanguard's new retro line?" he asked.
Charlie snorted derisively. "Form over function. Nothing new
there but a fancy paint job and higher prices."
"Consumers are jumping for joy,"
"Wait till they see our networked appliances. Listen carefully,
Hal." Charlie paused for effect. "The networked home is the
8. future. These products will transform the way we live. They'll
cook, clean, and shop for you--even do your household chores--
using Internet technology. Imagine being able to automatically
restock the fridge when you're out of food or download recipes
right to your oven!"
"That's the future, Charlie. We need something now." Hal
rubbed his eyes and sighed. "Look, we've got a problem. We're
losing our position as industry leader. We haven't come up with
anything new in months."
Charlie reminded Hal of the company's recent line of energy-
saving washers, dryers, and dishwashers, inspired by the
European market. Five years ago, Charlie had set up an R&D
unit overseas to monitor market trends. It was--and continued to
be--an expensive venture, but Charlie felt it was money well
spent. He surmised that the fragmented and highly competitive
nature of the overseas markets would drive innovations that
hadn't yet hit the U.S. market--innovations that would shape the
appliance industry's future. One of the first things he'd noticed
was the growing popularity of energy-saving appliances in
Europe, so he'd set about developing HomeStar's own line,
despite opposition within the company.
"They're superb products, Charlie. From a technology stand
point, they're the best ones out there. And the margins are great-
-we can charge three times more for them. But ours were still in
development when the first ones hit the U.S. market. Besides
losing the early sales, we hurt our reputation for being 'the
first.' What can we do to speed things up?"
"If you'll recall," Charlie said, "the folks in marketing were
convinced that American consumers weren't interested in water-
-and energy-saving appliances, that they'd never pay the
premium. Kelly kept pointing to the popularity of gas-guzzling
SUVs as 'proof' that Americans weren't serious about
conservation. I got the distinct message from you and from
others that our energy-saving line wasn't a priority. Remember
what got the big push instead? Jumbo appliances."
Hal winced and nodded. Someone in marketing had noticed the
9. boom in "McMansions," those huge houses that people were
building, often after tearing down more modest homes. That and
the fact that every new house and major renovation project
seemed to have at its heart a "great room"--a big, open space
that combined the kitchen and living areas--had convinced a
persistent and vocal group within the company that bigger is
better in consumers' minds. But the jumbo appliances had
bombed-the first major failure in HomeStar's history.
Charlie smiled smugly. "I don't need to remind you what a
disaster that was. Meanwhile, our energy-saving appliances
were a hit, and now you're asking me why it took so long. You
need to trust my instincts, Hal."
"Your instincts are legendary, Charlie. That's not the issue.
We've got the biggest trade show of the year in six months and
nothing new to offer. Meanwhile, Vanguard is making new
product announcements every quarter. The industry as a whole
is moving toward fast-cycle innovation. If we can't keep up,
we're sunk."'
"Product extensions and paint jobs aren't innovations. The fact
is, an elegant, technology-driven solution has its own time
flame; it can't be rushed. And I've got my own reputation to
consider. I don't develop crap. Never have, never will."
"Nobody wants you to develop 'crap.' But we need to make sure
that we're developing products that consumers want. Frankly,
I'm worried that you're devoting too many resources to
networked appliances. What if the market doesn't bite? I don't
want to put all our eggs in one basket. I'd like to see you and
your people work more closely with marketing. I think you
could learn a lot from each other--recent missteps
notwithstanding. Maybe you need more face time with them,
Charlie." Hal looked at his watch. "Look, I've got a luncheon to
get to. Let's talk some more when you get back from Europe
next week."
Limited Warranty
Hal sank wearily into the back seat of a taxi, grateful for some
time to think. It was increasingly clear that whatever had made
10. HomeStar an industry leader in the past was no longer working.
The market had changed, seemingly overnight. It felt as if
everyone in the industry was playing by new rules--ones that
HomeStar didn't have. Even worse, Charlie didn't seem to want
them. Maybe it was time for new blood. But Charlie was a
legend, an institution. Making any major change would feel like
a betrayal.
Hal didn't usually have time for the Executive Roundtable
luncheons, but he didn't want to miss this one. The featured
speaker was Caroline Broderick, an old business school chum,
and the subject was timely: "Is loyalty a liability? Managing in
times of change."
Traffic was unusually light, and the taxi pulled in front of the
City Club well before the opening reception. With time on his
hands-- a rare occurrence--Hal decided to indulge in some
impromptu market research. Approaching the maître d', he
introduced himself and asked for a tour of the kitchen. Hal
loved nothing more than talking to consumers of all stripes and
observing how they cooked, cleaned, and interacted with their
appliances. As he toured the kitchen, noting the oversized range
that two sous-chefs were cooking on, Hal had a brainstorm.
Pulling out a small notebook, he jotted down a note to himself:
"Repackage and reposition jumbo appliances for institutional
use?" Then he joined the reception in the dining room.
Hal sought out Caroline after her talk. "Good to see you!" he
said warmly. "l enjoyed your presentation. But unfortunately, it
hit a little too close to home." He briefly explained HomeStar's
recent challenges.
Caroline nodded sympathetically. "It's tough when markets
change and your people don't. Sounds like Charlie needs to
develop some business savvy. Just keeping up on the latest
technologies isn't enough anymore. You need more sizzle, less
steak."
"It's hard to find someone who can do it all," said Hal. "But
enough about business. How are your children?"
Caroline laughed. "My 'children' are 19 and 21 now. And I'm
11. about to rejoin the workforce full time. Consulting and writing
were great when the kids were younger and I wanted more
flexibility, but I'm ready for something new." She hesitated,
then continued. "I don't know how serious you are about making
changes at HomeStar, Hal, but do you remember Peter Fortuna
from B-school?"
"Of course! The man we thought would be a permanent
student!" Hal said with a laugh. After getting a degree in
computer science, an MBA, and a PhD in engineering, Peter had
helped launch a very successful company that offered contract
R&D services to a wide range of industries.
"Peter's company was just bought," said Caroline, "and I know
he's looking for a new opportunity. Just something to think
about."
The traffic on the way back to the office was slow and
congested, like the tangle of thoughts in Hal's head. In his mind,
there were two critical issues. The first was urgent and short
term: How to come up with at least one hot new product for the
trade show in six months when there was nothing in the
pipeline. The second issue--and the most difficult challenge of
his career--was how to fix R&D. "Is this just a funding and
organizational problem that could be solved by a brainstorming
session?" Hal wondered. "Or is it time for Charlie to move on?"
Peter Fortuna's change of status offered a promising alternative.
Maybe Charlie could be appointed chief technology officer and
move away from running the whole show. "On the other hand,
maybe I should drastically cut back the R&D group and
outsource a larger piece of the pie," he mused. "Or maybe I'm
simply being too impatient. Perhaps, as Charlie says, true
innovation can't be rushed. If he's right about networked
appliances and we get there first, we'll own a huge market."
It was time for some tough decisions.
In a period of market transition, HomeStar has become the
Cadillac of home appliances: prestigious and well built but
lagging behind the times. Although the most urgent question
facing CEO Hal Marden is about products, the underlying
12. challenges are clearly about processes and people.
HomeStar's current business model is more technology-entered
than customer-centered. The company's solid engineering
worked well in an era when it had a distinct quality advantage
and was selling the improved utility of its products. But while
HomeStar's R&D department has been busy honing the next
whiz-bang technology of networked appliances, there's been a
sea change in consumer expectations. Quality is now assumed,
which undermines the company's ability to maintain leadership
on that basis. As consumers move up Maslow's hierarchy of
needs, they are looking beyond mere utility; they want products
that match their lifestyles and allow for self-expression.
Just as Schwinn misjudged the shift to mountain bikes and
Swiss watchmakers overlooked the value of quartz movements,
HomeStar in general and Charlie Hamad in particular have been
slow to realize that competitors and customers are redefining
industry rules. As Kelly Dowd suggested, Charlie and his team
need to get away from their desks and watch real people in real-
life settings using the products of HomeStar and its competitors.
Doing that will probably reveal all kinds of surprises, including
some latent user needs.
For example, are all those retro fridges actually going into
kitchens? Or does Vanguard have the best-selling second
refrigerator in the industry, providing extra capacity for cold
drinks in the basement or garage? If that's the case, HomeStar
could beat Vanguard by offering products that are not only
styled for those locations but also optimized for use as overflow
space. Or HomeStar might create the twenty-first-century
version of microwave ovens: small satellite products that don't
replace existing appliances, just supplement them in convenient
ways. The company's approach to innovation needs to be
refreshed with a deeper understanding of customer needs and
new insights into usage patterns.
Tom Kelley is the general manager of Ideo, a design and
innovation firm based in Palo Alto, California. He is the author
of The Art of Innovation (Doubleday, 2001).
13. As for the people problem, Kelly and Charlie display the classic
split between marketing and R&D viewpoints. HomeStar won't
be able to move forward on the innovation front until it narrows
that divide. Given Charlie's stature in the company and his hero
status with the CEO, phasing him out isn't a viable alternative,
but Hal must find a way to change Charlie's attitude. His
position that "I've got my own reputation to consider" suggests
that Charlie himself is a barrier to innovation.
Since Charlie and Kelly are at an impasse, they need a stimulus
to get them moving in the same direction. If they conducted
field research with a cultural anthropologist, they'd gain
insights into their customers--and learn from each other in the
process. Working with a third party would also give Charlie and
Kelly a chance to be on the same side of the table.
I'd also recommend that Hal retain Peter Fortuna or someone
like him as a consultant to create rough prototypes for the
upcoming trade show. HomeStar needs an infusion of fresh
thinking, and a project like that might be just the thing to get
the creative juices flowing again. Charlie's R&D team could
still evaluate the prototypes and estimate production costs, but
all feasible prototypes should be brought to the trade show and
kept in a back room for key customers to evaluate. That way,
HomeStar would get tangible customer feedback before fully
committing resources to a product's development, and customers
would feel that HomeStar values their feedback. It stands to
reason that at least one prototype should be a networked
appliance. HomeStar appears to be betting the company on
networked products, but what it really needs is a portfolio of
short- and long-term innovations.
With a continual flow of customer insights driving product
innovation, HomeStar will be less likely to create today's
equivalent of the pen-based computer craze: a fascinating
technology in search of a customer need.
HomeStar's issues go far beyond R&D's relationship with
marketing, and they're deeper than deciding if Charlie is the
right man for the job. HomeStar must rethink its whole
14. approach to innovation. At Whirlpool, five basic tenets guide
our efforts in this area-tenets that might serve HomeStar well.
The first tenet is to focus on the consumer. HomeStar is in the
consumer products business, but it has taken its eye off the
customer, allowing Vanguard to seize the advantage. HomeStar
needs to spend more time assessing consumer needs, engaging
consumers to experiment with possible solutions, and testing
marketing concepts to assess their appeal. Most innovations fail
for one of three reasons: They are not relevant to the consumer,
they are difficult to distribute, or their value message is unclear.
This first tenet is the most important, because innovation begins
with the consumer.
Philip Pejovich is the vice president of growth and innovation
for Whirlpool in Benton Harbor, Michigan. He was formerly
Whirlpool's vice president for corporate technology and
engineering development.
The second tenet is to invite innovation from everywhere.
Whirlpool's CEO views every employee as a consumer, so he
has made innovation the responsibility of everyone in the
organization. Every functional area--from finance to HR--has a
performance goal tied to innovation. That has led not just to
product innovations and brand extensions but also to
innovations in how we communicate with consumers, how we
sell to them, and how we provide service after the sale.
HomeStar's CEO, by contrast, has a very traditional view of
product development. Hal believes that innovation is owned by
R&D. That mind-set keeps him from tapping into a rich source
of ideas--his own people at all levels of the organization.
The third tenet is to take a portfolio view of product innovation.
The innovation pipeline is critical to a company's future. Hal's
dilemma-coming up with one hot new product when the pipeline
is empty--is the entire management team's fault, not just
Charlie's. HomeStar should waste no time in creating a portfolio
of opportunities--some short term, some long term, some
incremental, some disruptive. Once the portfolio is created,
HomeStar's management team must ask: "Can we maintain our
15. 'first, best, only' position given our current plans?" Balance is
critical. Portfolios with an excessive focus on technology risk
losing touch with the marketplace and falling into the "build it
and they will come" mind-set. But portfolios heavily weighted
with incremental product improvements that simply respond to
market pull are no better. This me-too approach jeopardizes
HomeStar's leadership position. The company, therefore, needs
to carefully manage its portfolio of product innovations.
Speed is the fourth tenet. Traditionally, product development
has three basic steps: scope and size, approve and fund, and
execute. But companies that take that approach risk fully
funding a project before they know if it's truly viable. That's
why, at Whirlpool, we conduct a series of customer experiments
before committing our full resources to a project. These
experiments help us learn quickly and cheaply what works and
what doesn't, and they help push decision making much further
downstream. Initial concepts get refined before major
investments are made, and we get to market more quickly with
products that better meet consumer needs. HomeStar could
achieve much faster time to market by adopting a similar
approach, but it would require a major cultural shift.
The fifth tenet is to manage intellectual property. Given
HomeStar's commitment to R&D, it has an opportunity to create
a sustainable competitive advantage by developing an
intellectual property strategy. In the networked home appliances
area, for example, HomeStar is probably in a position to
develop a broad array of patents that could be used either as a
barrier to entry or--even better--as a way to attract competitors
into an emerging market while extracting additional value. As
the appliance industry becomes more innovative and the pace of
change accelerates, the creation, protection, and licensing of
intellectual property will become even more critical to
HomeStar's success.
By following these tenets, HomeStar can reestablish its
leadership position, generate significant customer loyalty, and
create value for its shareholders.
16. HomeStar's success is based on product innovation; its future
hinges on its ability to convert ideas into invoices. Its
challenges today are more ones of execution than invention. The
friendly advice that HomeStar needs "more sizzle, less steak" is
only half right; it needs more of both.
Consider the company from a technology perspective. HomeStar
has an accomplished R&D group led by a brilliant, experienced,
and visionary director. The group attracts smart and dedicated
scientists, designers, and engineers. Its corporate culture
promotes creativity and loyalty. Its history of innovation
secures HomeStar's leadership standing in the marketplace. And
now the group is well positioned at the forefront of smart
appliances, an emerging technology that promises to transform
the whole industry. HomeStar's long-term advantage over global
competitors clearly depends upon its continued R&D strength.
But while its future may rely upon innovation, its present
market share does not. HomeStar has several immediate
problems to deal with. Organizationally, the company must
separate the process of continuous product improvement from
the distinct R&D process of intermittent product innovation.
Operationally dysfunctional, the sluggish product design effort
at HomeStar threatens the company's survival as it competes
against more agile competitors such as Vanguard. In the current
business environment, HomeStar must become a much faster
company.
To that end, HomeStar should move product design into its own
division and make it responsible for working with marketing,
sales, and manufacturing to anticipate, identify, and respond to
emergent market trends. In addition, an independent design
team must be empowered to move quickly so that it can deliver
the "sizzle." That's what will keep HomeStar appearing in the
monthly issues of HomeView magazine and help it remain a
flesh presence at the Homebuilders shows.
Lewis Duncan is the dean of the Thayer School of Engineering
at Dartmouth College in Hanover, New Hampshire.
Longer term, HomeStar's R&D team will be expected to provide
17. the "steak," To prosper as a technology-based company,
HomeStar must lead. Mercurial customer trends won't provide
the farsighted guidance for transformational change; the vision
of the engineers already at work in HomeStar's research
laboratories will. Their passion for innovation will lead to the
inventions that become the mother of future consumer necessity.
Finally, HomeStar must address some awkward personnel
issues. Hal has not exhibited leadership yet, and he must--soon.
Also a problem is Kelly, the head of marketing. Her
misrepresentation of the research enterprise is administratively
corrosive. It was her department that steered HomeStar into the
disastrous jumbo appliances. It was also apparently marketing's
misdirection that slowed HomeStar's development of the
energy-efficient appliances, a "first and best" prospect missed
despite the R&D team's early identification of the opportunity.
And were the modest "retro" and "healthy eating" product
configuration changes really supposed to come out of the
corporate research labs?
Kelly is right about one thing: The industry demands much
faster product cycle times. But she's wrong to blame Charlie for
the company's recent missteps. In fact, Charlie seems to be the
only person at HomeStar who's trying to anticipate trends,
although the European R&D lab may be an inappropriate luxury
for that purpose.
Yes, Charlie needs to appreciate the speed of modern business
cycles, but he is essential to the company's long-term vitality.
Reassigning him and bringing in Peter Fortuna to oversee R&D
is unnecessary and could even be destructive. Peter might,
however, be an excellent candidate to run a product design
division because he holds the right balance of business and
engineering credentials to serve as a bridge between the
disparate marketing and technology cultures.
Through continued innovation, HomeStar has every opportunity
to remain the leader in the appliance industry. And in the long
run, the company is likely to discover that loyalty only becomes
a liability when it is misplaced or lost.
18. Poor Hal. The competitive tempo of the industry has picked up,
and now HomeStar is on the defensive. Nimble competitors are
making appliances that reflect greater insight into customer
preferences, and what's more, they're getting those products to
market quickly. One is reminded of Apple's use of form, color,
and graphic design as competitive weapons in a gray PC world.
Hal has a range of problems that, sadly, affect myriad
companies in all industries. First is the lack of a strategy.
HomeStar faces a make-or-break trade show in just six months,
and its pipeline is empty. It's shocking that the CEO has nothing
to say to a leading industry publication. This is a sign of how
far the company has fallen. Hal's second problem is HomeStar's
lack of connection to its customers. The company was late to
the green and clean trend, plunged into jumbo appliances (which
bombed), missed the retro trend, and is now preparing a
networked appliance plan that already has the odor of failure
about it.
John Kao is the chairman of Ealing Studios in London and the
managing director of Kao & Company in San Francisco. He is
the author of Jamming: The Art and Discipline of Business
Creativity (HarperBusiness, 1996).
As an organization, HomeStar is dysfunctional. Hal has failed to
harness the creative energy latent in the inevitable
disagreements between marketing and R&D. He needs to find a
way to integrate diverse viewpoints, either through a strategic-
planning process or perhaps by fundamentally rethinking the
company's approach to R&D. Sequential, linear processes must
give way to networks of collaboration and communities of
interest that form around projects.
Charlie is both an asset and a liability, with an emphasis on the
latter. He's opinionated, he cares more about his reputation than
the company's, and he's at the center of a cult of personality that
is both his power base and a creative bottleneck. His infatuation
with technology and his seat-of-the-pants approach are risk
factors for the company.
Charlie does, however, have the right idea about the importance
19. of a global perspective. But having an international R&D unit
isn't the best approach. Instead, HomeStar might develop some
form of global customer insight and environmental-sensing
capabilities--whether in-house or outsourced--and set up
centralized R&D and manufacturing capabilities in the most
cost-effective parts of the world.
HomeStar also needs to think about how to manage a portfolio
of customers and innovation initiatives. Certainly some
consumers will respond to price. Others will respond to
features, and still others to design elements. Service isn't
mentioned in this case study, but it would seem to be key to
cultivating customer loyalty. And what about creating an
upgrade path for its customers? HomeStar needs to decide
whether it's in the business of products or relationships.
As I see it, Hal has three major challenges. First, he must find a
way to rally the troops, reinvigorate the strategy process, and
chart a course of action. The good news is that there is
turbulence in the marketplace and therefore an opportunity to
reassert HomeStar's "first, best" ethos. The bad news is that
"same old" just won't cut it. Hal must make quick, assured,
tough decisions--not a great fit with his Hamletlike
indecisiveness.
Second, Hal needs to radically reframe the company's
innovation processes. He must see himself as the manager of an
innovation portfolio with a range of time flames, business
models, and customers. He needs to get something into the
pipeline that steals a march on his competitors. And he has to
consider the company's long-term goals when contemplating a
set of disruptive innovations.
Finally, he needs to take decisive action on the talent side. Only
a blind person could fail to see the moss that has grown on
Charlie during his 27-year tenure. Hal needs new people,
including outsiders, as well as radically reframed processes to
capture customer insights. Perhaps he should bump Charlie
upstairs to Senior Fellow status, bring in Peter Fortuna as a
contractor, and look to fresh talent for new product ideas.
20. HomeStar needs more divergence on the idea front and more
convergence on the implementation side.
How can HomeStar revitalize its R&D efforts? Four
commentators offer expert advice.