GE Nine-Cell Matrix.ppt
•Download as PPT, PDF•
0 likes•29 views
This document presents the GE Nine-Cell Matrix, which is used to evaluate different business units across multiple dimensions in order to determine strategic priorities and directions. The matrix evaluates units based on their industry attractiveness and competitive strength. Units in the upper left receive top investment priority, while those in the lower right are candidates for harvesting or divestiture. The matrix allows for intermediate rankings and incorporates various strategic factors to help allocate resources to units with the greatest potential for competitive advantage and performance.
Report
Share
Report
Share
Recommended
STRATEGIC MANAGEMENT
This document discusses two strategic analysis models: the Business Strength-Industry Attractiveness (BS/IA) matrix and the Arthur D. Little (ADL) life cycle approach matrix.
The BS/IA matrix analyzes multiple variables to assess a business's strengths and the industry attractiveness. It assigns weights, ratings, and values to key factors to position businesses on the matrix and determine investment strategies. The ADL matrix combines industry life cycle stage and competitive position factors into a 5x4 matrix to analyze markets and guide strategic decisions. Both models aim to help prioritize investments and resources but have limitations around subjective assessments and applicability across industries.
Ge matrix
The GE/McKinsey Matrix is a portfolio analysis tool used to classify business units within a large company based on two criteria: industry attractiveness and business unit strength. It evaluates each unit and places it in one of nine cells based on its criteria scores, recommending different strategies for units in each cell ranging from investing for growth to harvesting or divesting.
Ge matrix
The GE matrix is a strategy tool used by multi-business corporations to evaluate the market position and profitability of their business units. It analyzes each unit based on industry attractiveness and competitive strength. Industry attractiveness considers factors like growth, size, and profitability. Competitive strength examines a unit's market share, brand strength, and profitability versus rivals. The matrix helps companies prioritize investments by identifying units in attractive industries with strong competitive positions or those needing improvements.
What is a Strategy? Michael Porter - Harvard Business Review
This document discusses the concept of strategy. It defines strategy as creating a unique and valuable market position through choosing different activities than competitors. This requires trade-offs to not do everything. Strategy relies on unique activities and fit among activities to create sustainability. Operational effectiveness alone is not a strategy. Leaders must define the strategy, make trade-offs, and forge fit among activities.
Clarifying Strategic Positioning: An RBL Approach
This document discusses strategies at the enterprise and business levels. At the enterprise level, a company must choose an enterprise model of holding company, allied businesses, or single business. This choice impacts governance, resource allocation, and functional strategies. At the business level, companies determine competitive advantage through technical capabilities and customer value proposition through focus on customer/market, distribution, etc. and differentiation in innovation, quality, price, etc. Clarifying these strategies provides focus, efficiency and growth, while lack of clarity causes confusion and suboptimal performance.
Harward business review- What is strategy ?
1. Strategy involves performing different activities than competitors or performing similar activities in different ways to achieve a unique position. This requires trade-offs that limit what a company can do.
2. While operational effectiveness improves individual activities, strategy combines activities in mutually reinforcing ways. When activities fit together well, competitors cannot easily imitate the system.
3. Strategic positioning is more sustainable than pursuing only operational effectiveness, which drives all competitors towards similarity. Strategy creates fit among a company's tailored activities to produce advantages that are difficult for competitors to match.
GE Nine Cell Matrix and BCG-A Comparative Approach
The document describes the GE Nine Cell Matrix, which was developed by McKinsey & Company in the 1970s as a model for GE to perform business portfolio analysis on its strategic business units (SBUs). The matrix rates SBUs based on their market attractiveness and business strength. It provides nine cells to classify SBUs and recommends strategies for each cell, such as invest to build, protect position, manage for earnings, or harvest, depending on where in the matrix the SBU falls.
Management ch8 (2)
The document outlines the strategic management process which includes 6 steps: 1) identifying the organization's mission and objectives, 2) conducting an external analysis, 3) conducting an internal analysis, 4) formulating strategies, 5) implementing strategies, and 6) evaluating results. It also discusses different types of organizational strategies including corporate strategies like growth, stability, and renewal strategies as well as business-level strategies focused on cost leadership, differentiation, or focus. Finally, it covers how strategic management must adapt to today's dynamic environment through customer service, innovation, and e-business strategies.
Recommended
STRATEGIC MANAGEMENT
This document discusses two strategic analysis models: the Business Strength-Industry Attractiveness (BS/IA) matrix and the Arthur D. Little (ADL) life cycle approach matrix.
The BS/IA matrix analyzes multiple variables to assess a business's strengths and the industry attractiveness. It assigns weights, ratings, and values to key factors to position businesses on the matrix and determine investment strategies. The ADL matrix combines industry life cycle stage and competitive position factors into a 5x4 matrix to analyze markets and guide strategic decisions. Both models aim to help prioritize investments and resources but have limitations around subjective assessments and applicability across industries.
Ge matrix
The GE/McKinsey Matrix is a portfolio analysis tool used to classify business units within a large company based on two criteria: industry attractiveness and business unit strength. It evaluates each unit and places it in one of nine cells based on its criteria scores, recommending different strategies for units in each cell ranging from investing for growth to harvesting or divesting.
Ge matrix
The GE matrix is a strategy tool used by multi-business corporations to evaluate the market position and profitability of their business units. It analyzes each unit based on industry attractiveness and competitive strength. Industry attractiveness considers factors like growth, size, and profitability. Competitive strength examines a unit's market share, brand strength, and profitability versus rivals. The matrix helps companies prioritize investments by identifying units in attractive industries with strong competitive positions or those needing improvements.
What is a Strategy? Michael Porter - Harvard Business Review
This document discusses the concept of strategy. It defines strategy as creating a unique and valuable market position through choosing different activities than competitors. This requires trade-offs to not do everything. Strategy relies on unique activities and fit among activities to create sustainability. Operational effectiveness alone is not a strategy. Leaders must define the strategy, make trade-offs, and forge fit among activities.
Clarifying Strategic Positioning: An RBL Approach
This document discusses strategies at the enterprise and business levels. At the enterprise level, a company must choose an enterprise model of holding company, allied businesses, or single business. This choice impacts governance, resource allocation, and functional strategies. At the business level, companies determine competitive advantage through technical capabilities and customer value proposition through focus on customer/market, distribution, etc. and differentiation in innovation, quality, price, etc. Clarifying these strategies provides focus, efficiency and growth, while lack of clarity causes confusion and suboptimal performance.
Harward business review- What is strategy ?
1. Strategy involves performing different activities than competitors or performing similar activities in different ways to achieve a unique position. This requires trade-offs that limit what a company can do.
2. While operational effectiveness improves individual activities, strategy combines activities in mutually reinforcing ways. When activities fit together well, competitors cannot easily imitate the system.
3. Strategic positioning is more sustainable than pursuing only operational effectiveness, which drives all competitors towards similarity. Strategy creates fit among a company's tailored activities to produce advantages that are difficult for competitors to match.
GE Nine Cell Matrix and BCG-A Comparative Approach
The document describes the GE Nine Cell Matrix, which was developed by McKinsey & Company in the 1970s as a model for GE to perform business portfolio analysis on its strategic business units (SBUs). The matrix rates SBUs based on their market attractiveness and business strength. It provides nine cells to classify SBUs and recommends strategies for each cell, such as invest to build, protect position, manage for earnings, or harvest, depending on where in the matrix the SBU falls.
Management ch8 (2)
The document outlines the strategic management process which includes 6 steps: 1) identifying the organization's mission and objectives, 2) conducting an external analysis, 3) conducting an internal analysis, 4) formulating strategies, 5) implementing strategies, and 6) evaluating results. It also discusses different types of organizational strategies including corporate strategies like growth, stability, and renewal strategies as well as business-level strategies focused on cost leadership, differentiation, or focus. Finally, it covers how strategic management must adapt to today's dynamic environment through customer service, innovation, and e-business strategies.
Enhancing Value in the Food Industry (FPSA)
This document discusses strategies for enhancing company value through operational and transitional benefits. It provides an overview of tangible benefits such as stronger competitive positioning and easier access to capital. Additionally, it examines developing value-enhancing strategies by focusing on key value drivers. The document also includes a case study on the processed meat industry and discusses various strategic frameworks companies can use to analyze their competitive environment and identify opportunities.
On competition chapter 2 what is strategy
This document discusses key concepts from strategy, including operational effectiveness versus strategic positioning, types of strategic positioning, fit and sustainability, and the role of leadership. Some key points:
- Operational effectiveness focuses on performing similar activities better than competitors, while strategic positioning means performing different activities or similar activities in different ways.
- Strategic positioning relies on unique activities to deliver unique value and requires trade-offs in order to choose what not to do.
- Fit among a company's activities is important for competitive advantage and sustainability, requiring consistency and reinforcement among activities.
- Strong leadership is needed to define a clear strategy, make difficult choices and trade-offs, and provide discipline to implement the strategy.
Chap 2
This document discusses strategies at the corporate and business unit levels. At the corporate level, strategies determine the mix of industries a firm operates in. Related diversification across industries that share resources performs best. Business unit strategies set missions and competitive advantages. The BCG matrix analyzes market share and industry growth to determine strategies like building, holding, harvesting or divesting business units. Porter's five forces and value chain analyses identify industry factors and activities that determine a unit's competitive advantage as low cost, differentiation or stuck in the middle. Control system designers must understand the strategic goals and positioning of business units.
Chap 2
This document discusses strategies at the corporate and business unit levels. At the corporate level, strategies determine the mix of industries a firm operates in. Related diversification across industries that share resources performs best. Business unit strategies set missions and competitive advantages. The BCG matrix analyzes market share and industry growth to determine strategies like building, holding, harvesting or divesting business units. Porter's five forces and value chain models identify industry factors and activities that influence competitive advantage.
5. Strategic Management.pptx
Pengantar ilmu manajeman, khususnya dalam bab strategi manajemen
Grant, R. M. (2016). Contemporary Strategy Analysis: Text and Cases. 9th Edition. UK: John Wiley & Sons.
Hitt, Michael A., Ireland, R. Duane, and Hoskisson, Robert E. (2017). Strategic Management: Concepts and Cases: Competitiveness and Globalization, 12th Edition. Boston, USA: Cengage Learning.
Robbins, Stephen P. and Coulter, Mary. 2016. Management 13th Edition. Pearson Education.
3 key influences:
The value of the product to customers
The intensity of competition
Relative bargaining power at different stages of the value chain.
OBJECTIVES
What are competitor’s current goals? Is performance meeting there goals? How are its goals likely to change?
ADOPTING BEST PRACTICES AND EMPLOYING PROCESS MANAGEMENT TOOLS
Organizational strategy
This document outlines key concepts in organizational strategy. It discusses sustainable competitive advantage, the strategy making process, and different types of corporate, industry, and firm-level strategies. Specifically, it defines sustainable competitive advantage as a competitive edge that cannot be easily duplicated by competitors. It also describes the main steps in strategy making as assessing the need for change, conducting a situational analysis, and choosing strategic alternatives. Finally, it explains the different types of strategies including portfolio strategies, grand strategies, positioning strategies, and adaptive strategies.
10 Portfolio Analysis ppt.ppt
This document provides an overview of portfolio analysis techniques used to evaluate organizations with multiple business units or product lines. It describes several models including the BCG Growth-Share Matrix, GE Competitive Strengths/Attractiveness Matrix, and Life Cycle Matrix. These models analyze business units based on factors like market growth and share, competitive strengths, industry attractiveness, and life cycle stage to guide strategic resource allocation and identify businesses to grow, maintain, or divest.
Strategic Management
The document is a learning outline for a chapter on strategic management. It outlines key concepts like the strategic management process, types of organizational strategies, and how strategic management applies in today's environment. The 6-step strategic management process involves analyzing the internal/external environment, formulating strategies, implementing strategies, and evaluating results. Corporate strategies can include growth, stability, and renewal. Business-level strategies focus on low-cost leadership, differentiation, or niche focus. Competitive advantage and the five competitive forces model also influence strategy formulation.
Chapter_3_Strategic_Analysis.pptx
This document provides an overview of strategic analysis methods and frameworks. It discusses conducting an external analysis of industries and competitors to understand competitive conditions. Internal analysis methods like SWOT and value chain analysis are also covered. The document emphasizes understanding both the internal and external environment to develop a strategic vision and select the best strategy. Key frameworks discussed include Porter's 5 forces, strategic group mapping, and analyzing the attractiveness and risks of different industries.
Strategic Analysis
This document provides an overview of strategic analysis techniques used to understand a company's internal and external environment. It discusses environmental scanning, situational analysis using SWOT and TOWS matrices, industry and competitive analysis methods like Porter's 5 Forces and strategic group mapping. Product portfolio analysis techniques like BCG matrix and product life cycle are also covered. The document aims to equip readers with frameworks to evaluate a company's strategy and make strategic decisions.
Chapter3strategicanalysis 130720001549-phpapp01
Strategic analysis involves understanding a company's internal strengths and weaknesses as well as external opportunities and threats. This allows a company to effectively deploy resources and strategies. Key aspects of strategic analysis include industry analysis, competitive analysis, SWOT analysis, and identifying strategic options. Industry analysis examines factors like market size, competitors, barriers to entry/exit, while competitive analysis identifies areas of competition and the strongest/weakest competitors. SWOT analysis evaluates internal strengths/weaknesses and external opportunities/threats. Strategic options are then identified that leverage strengths, address weaknesses, pursue opportunities, and mitigate threats.
corporate strategy
1) The document discusses corporate and vertical integration strategies presented by various groups. It covers topics like definitions of vertical integration, explanations for when it creates value, rare vertical integration strategies, and organizing to implement it.
2) It also discusses merger and acquisition strategies, including definitions of mergers vs acquisitions, empirical evidence on whether they create value, related vs unrelated M&A cases, and rules for both bidding and target firm managers.
3) Finally, it examines the quest for parenting advantage in M&A, assessing fit between parent and businesses, making changes to improve fit, and creating corporate advantage through leveraging common resources, organization, and control systems.
Diversification strategy
The document discusses diversification strategy and its relationship to firm performance. It defines different types of diversification, like related and unrelated diversification. While diversification can help firms grow and spread risk, creating synergies between different business is difficult to achieve in practice. Empirical evidence on the relationship between diversification and performance is mixed, with some studies finding diversified firms perform worse. The document examines different motives for diversification and argues that growth alone does not create shareholder value unless synergies exist. It also outlines Porter's tests that diversification must meet to benefit shareholders.
The strategy tools used in industry analysis
The document discusses various strategic analysis tools used in industry analysis including the Balanced Scorecard, AD Little Matrix, Porter's Five Forces, Bowman's Strategy Clock, and PESTEL analysis. It provides descriptions of each tool, how they are used, examples of companies that use certain tools like the Balanced Scorecard, and criticisms of some models.
Offensive defensive strategy, key success factor, strategic group mapping
This document discusses key success factors (KSFs) and defensive marketing strategies. It defines KSFs as the competitive elements that most affect a company's ability to prosper in the marketplace, such as specific strategies, product attributes, resources, and capabilities. KSFs determine the difference between profit and loss. The document identifies common types of KSFs and provides examples. It also discusses strategic group mapping to analyze competitors and competitive positions. Finally, it outlines several defensive strategies companies can employ to discourage potential competitors, such as signaling retaliation, fortifying defenses, and continuously improving.
Strategy formulation
A pattern of major objectives, goals, essential policies and plans that define the current or future firm’s business and the kind of company the firm is now or is to become
Business Strategy Creating and Sustaining Competitive Advantages
Effective strategies in an environment of constant change are a key requirement for success.
Corporate strategy: Deciding on the scope and purpose of the business, its objectives, and the initiatives and resources necessary to achieve the objectives.
Management ch8
The document is a learning outline for a chapter on strategic management. It summarizes the key topics in the chapter, including defining strategic management, the six steps in the strategic management process, types of organizational strategies like growth, stability and renewal strategies, and how strategies must adapt to todays dynamic environment with e-business, customer focus, and innovation.
Chapter 8management10theditionbyrobbinsandcoulter-130822070036-phpapp02 - vis...
The document summarizes key concepts from a chapter on strategic management. It defines strategic management as what managers do to develop organizational strategies. It then outlines the six steps in the strategic management process: 1) identifying the organization's mission and goals, 2) external analysis, 3) internal analysis, 4) formulating strategies, 5) implementing strategies, and 6) evaluating results. It also discusses different types of corporate and competitive strategies and tools for strategic analysis like the BCG matrix and Porter's five forces model.
Organization and Management Robbins & Coulter Chapter 8: Strategic Management
Organization and Management Guide,Chapter 8 Strategic Management by Stephen Robbins and Mary Coulter Management Book 12th Edition, Pearson Publication.
Schneider - Smarter Infra for O&G.pptx
This document discusses the benefits of adopting internet protocols and a publish/subscribe model for SCADA systems used in oil and gas infrastructure. Schneider Electric is a leading provider of SCADA systems, monitoring over 50% of crude oil and refined product pipelines in North America. Adopting open standards and cloud-based solutions allows for more efficient implementation, reduced costs over time, easier testing and support, and new opportunities for optimization applications and hosting models. The document advocates that proprietary protocols no longer provide value and SCADA systems must evolve to keep up with changes in the oil and gas industry.
Strategic Alignment.pptx
This document discusses the importance of strategic alignment within an organization. It addresses key areas like goals, structure, processes, people, and rewards that must be aligned with the overall business model and strategy. A lack of strategic alignment can lead to gaps in execution, while proper alignment across organizational areas is needed for effective implementation of the strategy. Frameworks are presented for assessing strategic alignment at different levels from goals and objectives to functions like finance, sales, and operations.
More Related Content
Similar to GE Nine-Cell Matrix.ppt
Enhancing Value in the Food Industry (FPSA)
This document discusses strategies for enhancing company value through operational and transitional benefits. It provides an overview of tangible benefits such as stronger competitive positioning and easier access to capital. Additionally, it examines developing value-enhancing strategies by focusing on key value drivers. The document also includes a case study on the processed meat industry and discusses various strategic frameworks companies can use to analyze their competitive environment and identify opportunities.
On competition chapter 2 what is strategy
This document discusses key concepts from strategy, including operational effectiveness versus strategic positioning, types of strategic positioning, fit and sustainability, and the role of leadership. Some key points:
- Operational effectiveness focuses on performing similar activities better than competitors, while strategic positioning means performing different activities or similar activities in different ways.
- Strategic positioning relies on unique activities to deliver unique value and requires trade-offs in order to choose what not to do.
- Fit among a company's activities is important for competitive advantage and sustainability, requiring consistency and reinforcement among activities.
- Strong leadership is needed to define a clear strategy, make difficult choices and trade-offs, and provide discipline to implement the strategy.
Chap 2
This document discusses strategies at the corporate and business unit levels. At the corporate level, strategies determine the mix of industries a firm operates in. Related diversification across industries that share resources performs best. Business unit strategies set missions and competitive advantages. The BCG matrix analyzes market share and industry growth to determine strategies like building, holding, harvesting or divesting business units. Porter's five forces and value chain analyses identify industry factors and activities that determine a unit's competitive advantage as low cost, differentiation or stuck in the middle. Control system designers must understand the strategic goals and positioning of business units.
Chap 2
This document discusses strategies at the corporate and business unit levels. At the corporate level, strategies determine the mix of industries a firm operates in. Related diversification across industries that share resources performs best. Business unit strategies set missions and competitive advantages. The BCG matrix analyzes market share and industry growth to determine strategies like building, holding, harvesting or divesting business units. Porter's five forces and value chain models identify industry factors and activities that influence competitive advantage.
5. Strategic Management.pptx
Pengantar ilmu manajeman, khususnya dalam bab strategi manajemen
Grant, R. M. (2016). Contemporary Strategy Analysis: Text and Cases. 9th Edition. UK: John Wiley & Sons.
Hitt, Michael A., Ireland, R. Duane, and Hoskisson, Robert E. (2017). Strategic Management: Concepts and Cases: Competitiveness and Globalization, 12th Edition. Boston, USA: Cengage Learning.
Robbins, Stephen P. and Coulter, Mary. 2016. Management 13th Edition. Pearson Education.
3 key influences:
The value of the product to customers
The intensity of competition
Relative bargaining power at different stages of the value chain.
OBJECTIVES
What are competitor’s current goals? Is performance meeting there goals? How are its goals likely to change?
ADOPTING BEST PRACTICES AND EMPLOYING PROCESS MANAGEMENT TOOLS
Organizational strategy
This document outlines key concepts in organizational strategy. It discusses sustainable competitive advantage, the strategy making process, and different types of corporate, industry, and firm-level strategies. Specifically, it defines sustainable competitive advantage as a competitive edge that cannot be easily duplicated by competitors. It also describes the main steps in strategy making as assessing the need for change, conducting a situational analysis, and choosing strategic alternatives. Finally, it explains the different types of strategies including portfolio strategies, grand strategies, positioning strategies, and adaptive strategies.
10 Portfolio Analysis ppt.ppt
This document provides an overview of portfolio analysis techniques used to evaluate organizations with multiple business units or product lines. It describes several models including the BCG Growth-Share Matrix, GE Competitive Strengths/Attractiveness Matrix, and Life Cycle Matrix. These models analyze business units based on factors like market growth and share, competitive strengths, industry attractiveness, and life cycle stage to guide strategic resource allocation and identify businesses to grow, maintain, or divest.
Strategic Management
The document is a learning outline for a chapter on strategic management. It outlines key concepts like the strategic management process, types of organizational strategies, and how strategic management applies in today's environment. The 6-step strategic management process involves analyzing the internal/external environment, formulating strategies, implementing strategies, and evaluating results. Corporate strategies can include growth, stability, and renewal. Business-level strategies focus on low-cost leadership, differentiation, or niche focus. Competitive advantage and the five competitive forces model also influence strategy formulation.
Chapter_3_Strategic_Analysis.pptx
This document provides an overview of strategic analysis methods and frameworks. It discusses conducting an external analysis of industries and competitors to understand competitive conditions. Internal analysis methods like SWOT and value chain analysis are also covered. The document emphasizes understanding both the internal and external environment to develop a strategic vision and select the best strategy. Key frameworks discussed include Porter's 5 forces, strategic group mapping, and analyzing the attractiveness and risks of different industries.
Strategic Analysis
This document provides an overview of strategic analysis techniques used to understand a company's internal and external environment. It discusses environmental scanning, situational analysis using SWOT and TOWS matrices, industry and competitive analysis methods like Porter's 5 Forces and strategic group mapping. Product portfolio analysis techniques like BCG matrix and product life cycle are also covered. The document aims to equip readers with frameworks to evaluate a company's strategy and make strategic decisions.
Chapter3strategicanalysis 130720001549-phpapp01
Strategic analysis involves understanding a company's internal strengths and weaknesses as well as external opportunities and threats. This allows a company to effectively deploy resources and strategies. Key aspects of strategic analysis include industry analysis, competitive analysis, SWOT analysis, and identifying strategic options. Industry analysis examines factors like market size, competitors, barriers to entry/exit, while competitive analysis identifies areas of competition and the strongest/weakest competitors. SWOT analysis evaluates internal strengths/weaknesses and external opportunities/threats. Strategic options are then identified that leverage strengths, address weaknesses, pursue opportunities, and mitigate threats.
corporate strategy
1) The document discusses corporate and vertical integration strategies presented by various groups. It covers topics like definitions of vertical integration, explanations for when it creates value, rare vertical integration strategies, and organizing to implement it.
2) It also discusses merger and acquisition strategies, including definitions of mergers vs acquisitions, empirical evidence on whether they create value, related vs unrelated M&A cases, and rules for both bidding and target firm managers.
3) Finally, it examines the quest for parenting advantage in M&A, assessing fit between parent and businesses, making changes to improve fit, and creating corporate advantage through leveraging common resources, organization, and control systems.
Diversification strategy
The document discusses diversification strategy and its relationship to firm performance. It defines different types of diversification, like related and unrelated diversification. While diversification can help firms grow and spread risk, creating synergies between different business is difficult to achieve in practice. Empirical evidence on the relationship between diversification and performance is mixed, with some studies finding diversified firms perform worse. The document examines different motives for diversification and argues that growth alone does not create shareholder value unless synergies exist. It also outlines Porter's tests that diversification must meet to benefit shareholders.
The strategy tools used in industry analysis
The document discusses various strategic analysis tools used in industry analysis including the Balanced Scorecard, AD Little Matrix, Porter's Five Forces, Bowman's Strategy Clock, and PESTEL analysis. It provides descriptions of each tool, how they are used, examples of companies that use certain tools like the Balanced Scorecard, and criticisms of some models.
Offensive defensive strategy, key success factor, strategic group mapping
This document discusses key success factors (KSFs) and defensive marketing strategies. It defines KSFs as the competitive elements that most affect a company's ability to prosper in the marketplace, such as specific strategies, product attributes, resources, and capabilities. KSFs determine the difference between profit and loss. The document identifies common types of KSFs and provides examples. It also discusses strategic group mapping to analyze competitors and competitive positions. Finally, it outlines several defensive strategies companies can employ to discourage potential competitors, such as signaling retaliation, fortifying defenses, and continuously improving.
Strategy formulation
A pattern of major objectives, goals, essential policies and plans that define the current or future firm’s business and the kind of company the firm is now or is to become
Business Strategy Creating and Sustaining Competitive Advantages
Effective strategies in an environment of constant change are a key requirement for success.
Corporate strategy: Deciding on the scope and purpose of the business, its objectives, and the initiatives and resources necessary to achieve the objectives.
Management ch8
The document is a learning outline for a chapter on strategic management. It summarizes the key topics in the chapter, including defining strategic management, the six steps in the strategic management process, types of organizational strategies like growth, stability and renewal strategies, and how strategies must adapt to todays dynamic environment with e-business, customer focus, and innovation.
Chapter 8management10theditionbyrobbinsandcoulter-130822070036-phpapp02 - vis...
The document summarizes key concepts from a chapter on strategic management. It defines strategic management as what managers do to develop organizational strategies. It then outlines the six steps in the strategic management process: 1) identifying the organization's mission and goals, 2) external analysis, 3) internal analysis, 4) formulating strategies, 5) implementing strategies, and 6) evaluating results. It also discusses different types of corporate and competitive strategies and tools for strategic analysis like the BCG matrix and Porter's five forces model.
Organization and Management Robbins & Coulter Chapter 8: Strategic Management
Organization and Management Guide,Chapter 8 Strategic Management by Stephen Robbins and Mary Coulter Management Book 12th Edition, Pearson Publication.
Similar to GE Nine-Cell Matrix.ppt (20)
Offensive defensive strategy, key success factor, strategic group mapping
Offensive defensive strategy, key success factor, strategic group mapping
Business Strategy Creating and Sustaining Competitive Advantages
Business Strategy Creating and Sustaining Competitive Advantages
Chapter 8management10theditionbyrobbinsandcoulter-130822070036-phpapp02 - vis...
Chapter 8management10theditionbyrobbinsandcoulter-130822070036-phpapp02 - vis...
Organization and Management Robbins & Coulter Chapter 8: Strategic Management
Organization and Management Robbins & Coulter Chapter 8: Strategic Management
More from Ajay Gangakhedkar
Schneider - Smarter Infra for O&G.pptx
This document discusses the benefits of adopting internet protocols and a publish/subscribe model for SCADA systems used in oil and gas infrastructure. Schneider Electric is a leading provider of SCADA systems, monitoring over 50% of crude oil and refined product pipelines in North America. Adopting open standards and cloud-based solutions allows for more efficient implementation, reduced costs over time, easier testing and support, and new opportunities for optimization applications and hosting models. The document advocates that proprietary protocols no longer provide value and SCADA systems must evolve to keep up with changes in the oil and gas industry.
Strategic Alignment.pptx
This document discusses the importance of strategic alignment within an organization. It addresses key areas like goals, structure, processes, people, and rewards that must be aligned with the overall business model and strategy. A lack of strategic alignment can lead to gaps in execution, while proper alignment across organizational areas is needed for effective implementation of the strategy. Frameworks are presented for assessing strategic alignment at different levels from goals and objectives to functions like finance, sales, and operations.
RAPID Decision Making.pptx
The document describes the RAPID decision-making model which stands for Recommend, Agree, Perform, Input, Decide. It provides definitions for each role in the model: Recommend develops recommendations, Agree must agree with recommendations, Perform implements decisions, Input provides expertise, and Decide is the single decision maker. It then discusses how RAPID fits with and differs from other tools, how it can be used for ongoing or ad-hoc decisions, and examples of using RAPID for marketing decisions and in team meetings.
A Fresh Look at the Microsoft Integration Landscape.pptx
This document discusses Microsoft's integration tools and how they connect applications across platforms. It highlights how Azure services like Service Bus, Blob Storage, and Notification Hub can be used to connect on-premises and SaaS applications, as well as build new integration solutions in the cloud. It also outlines how BizTalk Server and BizTalk Services leverage these Azure services to provide hybrid integration capabilities for enterprise-to-enterprise scenarios and SaaS integration.
Template - Business Benchmarking.pptx
This document provides information on benchmarking, including its advantages, types, process, and results. It lists the advantages of benchmarking as creating improvement suggestions, revealing potential, evaluating solutions, assessing strengths/weaknesses, and more. It describes the main types of benchmarking as process, product, strategy, and performance benchmarking, which can be internal or external. The benchmarking process and timeline are then outlined in steps over a 6 month period. Metrics for evaluating processes are shown, followed by sample benchmarking results across different dimensions and projects.
RACI Team Roles Responsibilities.pptx
This document defines roles and responsibilities for content creation and management. It indicates that the Writer is responsible for writing content, the Translator is responsible for translating content, the Editor ensures accuracy and quality, and the Subject Matter Expert provides expertise. The Producer has final approval over the content. An RACI matrix further clarifies roles as Responsible, Accountable, Consulted, or Informed for various content-related tasks.
Template - Consulting Framework.pptx
This document contains summaries of several frameworks used for strategic analysis and planning:
1) It describes Porter's Five Forces framework for industry analysis including barriers to entry, threat of substitutes, supplier power, buyer power, and industry rivalry.
2) It provides overviews of an industry cost curve analysis, SWOT analysis framework, 7S framework, 5 C's framework, benchmarking, and the value chain framework.
3) Finally, it outlines several portfolio planning tools - the BCG matrix for assessing business units, directional policy matrix, and goal and constraints analysis for sequencing initiatives.
Career Options.pptx
This document provides information about aptitude tests, career options, certifications, and pursuing higher education abroad. It defines an aptitude test as measuring potential for achievement, and distinguishes between aptitude, ability, and achievement. It also lists resources for preparing for various aptitude tests and describes career paths in engineering, technology, management, civil services, armed forces, and merchant navy.
ProServe-Oil_Gas.ppt
ProServe is an engineering and consulting firm that provides services to the oil and gas, industrial, and power generation sectors. It was established in 1986 as a maintenance company and has since expanded to include project management, engineering, and equipment supply. ProServe aims to fulfill customer needs with high quality services and equipment through its staff of experienced engineers and network of international suppliers.
Textile - Excellence in Mfg. Through Automation.ppt
This document discusses automation in manufacturing through several case studies from Raymond Ltd. It describes automating rope scouring machines, chemical dispensing systems, and air washer towers. Automating these processes improved consistency, reduced costs through lower chemical, water and energy usage, minimized human errors, and made process monitoring and fault diagnosis easier, leading to increased productivity and quality. The case studies demonstrate how automation can improve efficiency even with older equipment.
Video Marketing.pptx
Video marketing is a powerful tool as a single video can convey 1.8 million words of information due to the rapid frame rate of videos. Each second of video shoots at 30 frames which equals 30,000 words per second. Therefore, a typical 60 second video has the equivalent impact of 1.8 million words.
post-implement_advice.pptx
The document discusses the importance of ongoing support for organizations after implementing an SAP system. It notes that establishing a dedicated support team is crucial to maintain the system long-term. An effective support team handles tasks like system upgrades, problem solving, user training, and process improvement. The document provides guidance on structuring a support team, finding qualified staff, and developing the right relationships. It also shares Nebraska's experience of transitioning their implementation team into a long-term Administrative Systems Group after their SAP go-live.
McKinsey Proposal in Support of the - 2008-09 Presidential Transition.pptx
This document provides a summary of a candidate's experience and qualifications. They have over 55 years of experience managing multiple business lines and global accounts, growing businesses and profit margins. They have successfully managed businesses worth over $75 million and led partnerships and rapid solution development. They have a proven track record of responding to RFPs successfully. Their technical expertise includes founding new delivery organizations, managing practices across various industries, and leading teams in areas like industrial automation, IoT, and analytics. Previous roles include sales director, delivery manager, program manager, and practice head.
Blue Ocean Strategy - 1.pptx
Blue ocean strategy aims to create new, uncontested market space by pursuing differentiation and low costs. It reconstructs market boundaries to make competition irrelevant. Rather than competing based on factors like price or quality, blue ocean strategy creates new demand by delivering value in new ways. It focuses on creating new markets for non-customers rather than fighting over existing customers in established industries.
Portfolio Analysis - BCG Matrix, GEMckinsey Matrix.pptx
This document discusses portfolio analysis tools including the BCG matrix and GE/McKinsey matrix. It provides an overview of each including:
1) The BCG matrix categorizes business units as stars, cash cows, dogs, or question marks based on market growth and market share. It aims to analyze a company's portfolio and determine investment levels.
2) The GE/McKinsey matrix evaluates business units based on industry attractiveness and competitive strength instead of growth and share. It uses a 3x3 grid instead of 2x2.
3) Both tools have advantages in evaluating businesses but also limitations like oversimplifying factors and not capturing interactions between units.
Planning Icons.pptx
This document contains a list of planning icons related to business operations and management. The icons are grouped into three sections and include terms like budget, spending, timing, business, dialog, mailing, workplace, investment, project, legal, documents, meeting, company, financial, data, and idea generation. The planning icons provide a visual reference for key concepts and tasks involved in business planning.
Outsourcing Best Practices.pptx
The document outlines best practices for outsourcing based on a presentation given by Michael Speaker. It discusses developing a balanced outsourcing strategy that considers goals, organizational impact, and vendor selection. Key recommendations include getting executive buy-in, clearly defining needs, minimizing negative impacts, and selecting vendors based on cultural fit, experience, and capabilities. The document also provides tips for due diligence, such as visiting vendor facilities and analyzing methodology fit. It advises being aggressive in negotiations while thinking long-term, and obtaining quality guarantees and specific account managers in contracts.
Compare Two Products.pptx
The document provides instructions for navigating slides during a presentation in Slideshow mode. It explains that in on click mode, each graphic element will appear/animate on mouse click or by pressing arrow/space keys. In automated mode, each element will animate automatically on each slide when a slide is clicked or arrow/space keys are pressed. It then gives directions for moving between slides and going to specific slides using keyboard shortcuts or the mouse in Windows and MacOS versions of PowerPoint.
Strategy Models.ppt
The document discusses various strategy models including:
1. The PIMS model which analyzes the relationship between factors like market share, quality, costs, and profitability based on data from thousands of businesses. It found factors like high market share, quality, and costs associated with higher profits.
2. The McKinsey/GE model which evaluates strategic business units based on the dimensions of industry attractiveness and business strength. It provides a framework to determine where to invest or harvest resources.
3. The document provides examples of how these models have been applied and discusses their uses and limitations for analyzing portfolio strategies. Other strategic tools could also provide helpful insights.
Documentation system.pptx
The document discusses the requirements for establishing and maintaining a documented quality management system for laboratories. It covers topics such as developing and controlling internal documents like manuals and standard operating procedures, as well as external documents. It also addresses procedures for reviewing, approving, and distributing documents, archiving records, and managing changes and revisions to documents. The overall purpose is to describe the necessary policies and processes to ensure all quality system documentation is properly managed and controlled.
More from Ajay Gangakhedkar (20)
A Fresh Look at the Microsoft Integration Landscape.pptx
A Fresh Look at the Microsoft Integration Landscape.pptx
Textile - Excellence in Mfg. Through Automation.ppt
Textile - Excellence in Mfg. Through Automation.ppt
McKinsey Proposal in Support of the - 2008-09 Presidential Transition.pptx
McKinsey Proposal in Support of the - 2008-09 Presidential Transition.pptx
Portfolio Analysis - BCG Matrix, GEMckinsey Matrix.pptx
Portfolio Analysis - BCG Matrix, GEMckinsey Matrix.pptx
Recently uploaded
Cosa hanno in comune un mattoncino Lego e la backdoor XZ?
ABSTRACT: A prima vista, un mattoncino Lego e la backdoor XZ potrebbero avere in comune il fatto di essere entrambi blocchi di costruzione, o dipendenze di progetti creativi e software. La realtà è che un mattoncino Lego e il caso della backdoor XZ hanno molto di più di tutto ciò in comune.
Partecipate alla presentazione per immergervi in una storia di interoperabilità, standard e formati aperti, per poi discutere del ruolo importante che i contributori hanno in una comunità open source sostenibile.
BIO: Sostenitrice del software libero e dei formati standard e aperti. È stata un membro attivo dei progetti Fedora e openSUSE e ha co-fondato l'Associazione LibreItalia dove è stata coinvolta in diversi eventi, migrazioni e formazione relativi a LibreOffice. In precedenza ha lavorato a migrazioni e corsi di formazione su LibreOffice per diverse amministrazioni pubbliche e privati. Da gennaio 2020 lavora in SUSE come Software Release Engineer per Uyuni e SUSE Manager e quando non segue la sua passione per i computer e per Geeko coltiva la sua curiosità per l'astronomia (da cui deriva il suo nickname deneb_alpha).
HCL Notes and Domino License Cost Reduction in the World of DLAU
Webinar Recording: https://www.panagenda.com/webinars/hcl-notes-and-domino-license-cost-reduction-in-the-world-of-dlau/
The introduction of DLAU and the CCB & CCX licensing model caused quite a stir in the HCL community. As a Notes and Domino customer, you may have faced challenges with unexpected user counts and license costs. You probably have questions on how this new licensing approach works and how to benefit from it. Most importantly, you likely have budget constraints and want to save money where possible. Don’t worry, we can help with all of this!
We’ll show you how to fix common misconfigurations that cause higher-than-expected user counts, and how to identify accounts which you can deactivate to save money. There are also frequent patterns that can cause unnecessary cost, like using a person document instead of a mail-in for shared mailboxes. We’ll provide examples and solutions for those as well. And naturally we’ll explain the new licensing model.
Join HCL Ambassador Marc Thomas in this webinar with a special guest appearance from Franz Walder. It will give you the tools and know-how to stay on top of what is going on with Domino licensing. You will be able lower your cost through an optimized configuration and keep it low going forward.
These topics will be covered
- Reducing license cost by finding and fixing misconfigurations and superfluous accounts
- How do CCB and CCX licenses really work?
- Understanding the DLAU tool and how to best utilize it
- Tips for common problem areas, like team mailboxes, functional/test users, etc
- Practical examples and best practices to implement right away
HCL Notes und Domino Lizenzkostenreduzierung in der Welt von DLAU
Webinar Recording: https://www.panagenda.com/webinars/hcl-notes-und-domino-lizenzkostenreduzierung-in-der-welt-von-dlau/
DLAU und die Lizenzen nach dem CCB- und CCX-Modell sind für viele in der HCL-Community seit letztem Jahr ein heißes Thema. Als Notes- oder Domino-Kunde haben Sie vielleicht mit unerwartet hohen Benutzerzahlen und Lizenzgebühren zu kämpfen. Sie fragen sich vielleicht, wie diese neue Art der Lizenzierung funktioniert und welchen Nutzen sie Ihnen bringt. Vor allem wollen Sie sicherlich Ihr Budget einhalten und Kosten sparen, wo immer möglich. Das verstehen wir und wir möchten Ihnen dabei helfen!
Wir erklären Ihnen, wie Sie häufige Konfigurationsprobleme lösen können, die dazu führen können, dass mehr Benutzer gezählt werden als nötig, und wie Sie überflüssige oder ungenutzte Konten identifizieren und entfernen können, um Geld zu sparen. Es gibt auch einige Ansätze, die zu unnötigen Ausgaben führen können, z. B. wenn ein Personendokument anstelle eines Mail-Ins für geteilte Mailboxen verwendet wird. Wir zeigen Ihnen solche Fälle und deren Lösungen. Und natürlich erklären wir Ihnen das neue Lizenzmodell.
Nehmen Sie an diesem Webinar teil, bei dem HCL-Ambassador Marc Thomas und Gastredner Franz Walder Ihnen diese neue Welt näherbringen. Es vermittelt Ihnen die Tools und das Know-how, um den Überblick zu bewahren. Sie werden in der Lage sein, Ihre Kosten durch eine optimierte Domino-Konfiguration zu reduzieren und auch in Zukunft gering zu halten.
Diese Themen werden behandelt
- Reduzierung der Lizenzkosten durch Auffinden und Beheben von Fehlkonfigurationen und überflüssigen Konten
- Wie funktionieren CCB- und CCX-Lizenzen wirklich?
- Verstehen des DLAU-Tools und wie man es am besten nutzt
- Tipps für häufige Problembereiche, wie z. B. Team-Postfächer, Funktions-/Testbenutzer usw.
- Praxisbeispiele und Best Practices zum sofortigen Umsetzen
Webinar: Designing a schema for a Data Warehouse
Are you new to data warehouses (DWH)? Do you need to check whether your data warehouse follows the best practices for a good design? In both cases, this webinar is for you.
A data warehouse is a central relational database that contains all measurements about a business or an organisation. This data comes from a variety of heterogeneous data sources, which includes databases of any type that back the applications used by the company, data files exported by some applications, or APIs provided by internal or external services.
But designing a data warehouse correctly is a hard task, which requires gathering information about the business processes that need to be analysed in the first place. These processes must be translated into so-called star schemas, which means, denormalised databases where each table represents a dimension or facts.
We will discuss these topics:
- How to gather information about a business;
- Understanding dictionaries and how to identify business entities;
- Dimensions and facts;
- Setting a table granularity;
- Types of facts;
- Types of dimensions;
- Snowflakes and how to avoid them;
- Expanding existing dimensions and facts.
みなさんこんにちはこれ何文字まで入るの？40文字以下不可とか本当に意味わからないけどこれ限界文字数書いてないからマジでやばい文字数いけるんじゃないの？えこ...
ここ3000字までしか入らないけどタイトルの方がたくさん文字入ると思います。
Artificial Intelligence for XMLDevelopment
In the rapidly evolving landscape of technologies, XML continues to play a vital role in structuring, storing, and transporting data across diverse systems. The recent advancements in artificial intelligence (AI) present new methodologies for enhancing XML development workflows, introducing efficiency, automation, and intelligent capabilities. This presentation will outline the scope and perspective of utilizing AI in XML development. The potential benefits and the possible pitfalls will be highlighted, providing a balanced view of the subject.
We will explore the capabilities of AI in understanding XML markup languages and autonomously creating structured XML content. Additionally, we will examine the capacity of AI to enrich plain text with appropriate XML markup. Practical examples and methodological guidelines will be provided to elucidate how AI can be effectively prompted to interpret and generate accurate XML markup.
Further emphasis will be placed on the role of AI in developing XSLT, or schemas such as XSD and Schematron. We will address the techniques and strategies adopted to create prompts for generating code, explaining code, or refactoring the code, and the results achieved.
The discussion will extend to how AI can be used to transform XML content. In particular, the focus will be on the use of AI XPath extension functions in XSLT, Schematron, Schematron Quick Fixes, or for XML content refactoring.
The presentation aims to deliver a comprehensive overview of AI usage in XML development, providing attendees with the necessary knowledge to make informed decisions. Whether you’re at the early stages of adopting AI or considering integrating it in advanced XML development, this presentation will cover all levels of expertise.
By highlighting the potential advantages and challenges of integrating AI with XML development tools and languages, the presentation seeks to inspire thoughtful conversation around the future of XML development. We’ll not only delve into the technical aspects of AI-powered XML development but also discuss practical implications and possible future directions.
20240607 QFM018 Elixir Reading List May 2024
Everything I found interesting about the Elixir programming ecosystem in May 2024
OpenID AuthZEN Interop Read Out - Authorization
During Identiverse 2024 and EIC 2024, members of the OpenID AuthZEN WG got together and demoed their authorization endpoints conforming to the AuthZEN API
Digital Marketing Trends in 2024 | Guide for Staying Ahead
https://www.wask.co/ebooks/digital-marketing-trends-in-2024
Feeling lost in the digital marketing whirlwind of 2024? Technology is changing, consumer habits are evolving, and staying ahead of the curve feels like a never-ending pursuit. This e-book is your compass. Dive into actionable insights to handle the complexities of modern marketing. From hyper-personalization to the power of user-generated content, learn how to build long-term relationships with your audience and unlock the secrets to success in the ever-shifting digital landscape.
UiPath Test Automation using UiPath Test Suite series, part 6
Welcome to UiPath Test Automation using UiPath Test Suite series part 6. In this session, we will cover Test Automation with generative AI and Open AI.
UiPath Test Automation with generative AI and Open AI webinar offers an in-depth exploration of leveraging cutting-edge technologies for test automation within the UiPath platform. Attendees will delve into the integration of generative AI, a test automation solution, with Open AI advanced natural language processing capabilities.
Throughout the session, participants will discover how this synergy empowers testers to automate repetitive tasks, enhance testing accuracy, and expedite the software testing life cycle. Topics covered include the seamless integration process, practical use cases, and the benefits of harnessing AI-driven automation for UiPath testing initiatives. By attending this webinar, testers, and automation professionals can gain valuable insights into harnessing the power of AI to optimize their test automation workflows within the UiPath ecosystem, ultimately driving efficiency and quality in software development processes.
What will you get from this session?
1. Insights into integrating generative AI.
2. Understanding how this integration enhances test automation within the UiPath platform
3. Practical demonstrations
4. Exploration of real-world use cases illustrating the benefits of AI-driven test automation for UiPath
Topics covered:
What is generative AI
Test Automation with generative AI and Open AI.
UiPath integration with generative AI
Speaker:
Deepak Rai, Automation Practice Lead, Boundaryless Group and UiPath MVP
Main news related to the CCS TSI 2023 (2023/1695)
An English 🇬🇧 translation of a presentation to the speech I gave about the main changes brought by CCS TSI 2023 at the biggest Czech conference on Communications and signalling systems on Railways, which was held in Clarion Hotel Olomouc from 7th to 9th November 2023 (konferenceszt.cz). Attended by around 500 participants and 200 on-line followers.
The original Czech 🇨🇿 version of the presentation can be found here: https://www.slideshare.net/slideshow/hlavni-novinky-souvisejici-s-ccs-tsi-2023-2023-1695/269688092 .
The videorecording (in Czech) from the presentation is available here: https://youtu.be/WzjJWm4IyPk?si=SImb06tuXGb30BEH .
Best 20 SEO Techniques To Improve Website Visibility In SERP
Boost your website's visibility with proven SEO techniques! Our latest blog dives into essential strategies to enhance your online presence, increase traffic, and rank higher on search engines. From keyword optimization to quality content creation, learn how to make your site stand out in the crowded digital landscape. Discover actionable tips and expert insights to elevate your SEO game.
Introduction of Cybersecurity with OSS at Code Europe 2024
I develop the Ruby programming language, RubyGems, and Bundler, which are package managers for Ruby. Today, I will introduce how to enhance the security of your application using open-source software (OSS) examples from Ruby and RubyGems.
The first topic is CVE (Common Vulnerabilities and Exposures). I have published CVEs many times. But what exactly is a CVE? I'll provide a basic understanding of CVEs and explain how to detect and handle vulnerabilities in OSS.
Next, let's discuss package managers. Package managers play a critical role in the OSS ecosystem. I'll explain how to manage library dependencies in your application.
I'll share insights into how the Ruby and RubyGems core team works to keep our ecosystem safe. By the end of this talk, you'll have a better understanding of how to safeguard your code.
Unlock the Future of Search with MongoDB Atlas_ Vector Search Unleashed.pdf
Discover how MongoDB Atlas and vector search technology can revolutionize your application's search capabilities. This comprehensive presentation covers:
* What is Vector Search?
* Importance and benefits of vector search
* Practical use cases across various industries
* Step-by-step implementation guide
* Live demos with code snippets
* Enhancing LLM capabilities with vector search
* Best practices and optimization strategies
Perfect for developers, AI enthusiasts, and tech leaders. Learn how to leverage MongoDB Atlas to deliver highly relevant, context-aware search results, transforming your data retrieval process. Stay ahead in tech innovation and maximize the potential of your applications.
#MongoDB #VectorSearch #AI #SemanticSearch #TechInnovation #DataScience #LLM #MachineLearning #SearchTechnology
Monitoring and Managing Anomaly Detection on OpenShift.pdf
Monitoring and Managing Anomaly Detection on OpenShift
Overview
Dive into the world of anomaly detection on edge devices with our comprehensive hands-on tutorial. This SlideShare presentation will guide you through the entire process, from data collection and model training to edge deployment and real-time monitoring. Perfect for those looking to implement robust anomaly detection systems on resource-constrained IoT/edge devices.
Key Topics Covered
1. Introduction to Anomaly Detection
- Understand the fundamentals of anomaly detection and its importance in identifying unusual behavior or failures in systems.
2. Understanding Edge (IoT)
- Learn about edge computing and IoT, and how they enable real-time data processing and decision-making at the source.
3. What is ArgoCD?
- Discover ArgoCD, a declarative, GitOps continuous delivery tool for Kubernetes, and its role in deploying applications on edge devices.
4. Deployment Using ArgoCD for Edge Devices
- Step-by-step guide on deploying anomaly detection models on edge devices using ArgoCD.
5. Introduction to Apache Kafka and S3
- Explore Apache Kafka for real-time data streaming and Amazon S3 for scalable storage solutions.
6. Viewing Kafka Messages in the Data Lake
- Learn how to view and analyze Kafka messages stored in a data lake for better insights.
7. What is Prometheus?
- Get to know Prometheus, an open-source monitoring and alerting toolkit, and its application in monitoring edge devices.
8. Monitoring Application Metrics with Prometheus
- Detailed instructions on setting up Prometheus to monitor the performance and health of your anomaly detection system.
9. What is Camel K?
- Introduction to Camel K, a lightweight integration framework built on Apache Camel, designed for Kubernetes.
10. Configuring Camel K Integrations for Data Pipelines
- Learn how to configure Camel K for seamless data pipeline integrations in your anomaly detection workflow.
11. What is a Jupyter Notebook?
- Overview of Jupyter Notebooks, an open-source web application for creating and sharing documents with live code, equations, visualizations, and narrative text.
12. Jupyter Notebooks with Code Examples
- Hands-on examples and code snippets in Jupyter Notebooks to help you implement and test anomaly detection models.
Fueling AI with Great Data with Airbyte Webinar
This talk will focus on how to collect data from a variety of sources, leveraging this data for RAG and other GenAI use cases, and finally charting your course to productionalization.
Recently uploaded (20)
Cosa hanno in comune un mattoncino Lego e la backdoor XZ?
Cosa hanno in comune un mattoncino Lego e la backdoor XZ?
HCL Notes and Domino License Cost Reduction in the World of DLAU
HCL Notes and Domino License Cost Reduction in the World of DLAU
HCL Notes und Domino Lizenzkostenreduzierung in der Welt von DLAU
HCL Notes und Domino Lizenzkostenreduzierung in der Welt von DLAU
みなさんこんにちはこれ何文字まで入るの？40文字以下不可とか本当に意味わからないけどこれ限界文字数書いてないからマジでやばい文字数いけるんじゃないの？えこ...
みなさんこんにちはこれ何文字まで入るの？40文字以下不可とか本当に意味わからないけどこれ限界文字数書いてないからマジでやばい文字数いけるんじゃないの？えこ...
Digital Marketing Trends in 2024 | Guide for Staying Ahead
Digital Marketing Trends in 2024 | Guide for Staying Ahead
Deep Dive: AI-Powered Marketing to Get More Leads and Customers with HyperGro...
Deep Dive: AI-Powered Marketing to Get More Leads and Customers with HyperGro...
UiPath Test Automation using UiPath Test Suite series, part 6
UiPath Test Automation using UiPath Test Suite series, part 6
WeTestAthens: Postman's AI & Automation Techniques
WeTestAthens: Postman's AI & Automation Techniques
Best 20 SEO Techniques To Improve Website Visibility In SERP
Best 20 SEO Techniques To Improve Website Visibility In SERP
Introduction of Cybersecurity with OSS at Code Europe 2024
Introduction of Cybersecurity with OSS at Code Europe 2024
Unlock the Future of Search with MongoDB Atlas_ Vector Search Unleashed.pdf
Unlock the Future of Search with MongoDB Atlas_ Vector Search Unleashed.pdf
Monitoring and Managing Anomaly Detection on OpenShift.pdf
Monitoring and Managing Anomaly Detection on OpenShift.pdf
Nordic Marketo Engage User Group_June 13_ 2024.pptx
Nordic Marketo Engage User Group_June 13_ 2024.pptx
GE Nine-Cell Matrix.ppt
- 1. GE Nine-Cell Matrix Low High Medium Average Strong Weak • Market Size • Growth Rate • Profit Margin • Intensity of Competition • Seasonality • Cyclicality • Resource Requirements • Social Impact • Regulation • Environment • Opportunities & Threats • Relative Market Share • Reputation/ Image • Bargaining Leverage • Ability to Match Quality/Service • Relative Costs • Profit Margins • Fit with KSFs Industry Attractiveness Rating Scale: 1 = Weak ; 10 = Strong 6.7 3.3 10.0 1.0 1.0 3.3 6.7
- 2. Strategy Implications of Attractiveness / Strength Matrix • Businesses in upper left corner – Accorded top investment priority – Strategic prescription is grow and build • Businesses in three diagonal cells – Given medium investment priority – Invest to maintain position • Businesses in lower right corner – Candidates for harvesting or divestiture – May be candidates for an overhaul and re-position strategy
- 3. The Attractiveness / Strength Matrix • Allows for intermediate rankings between high and low and between strong and weak • Incorporates a wide variety of strategically relevant variables • Stresses allocating corporate resources to businesses with greatest potential for – Competitive advantage and – Superior performance
- 4. Decide Resource Allocation Priorities and Strategic Direction • Objective: – “Get the biggest bang for the buck” in allocating corporate resources • Procedure: – Rank each business from highest to lowest priority for corporate resource support and new investment (steer resources to high opportunity areas and limit support to low opportunity areas) – Develop a general strategic direction for each business 2 3 56 4