Presentation given by Stefan Stremersch on his best selling book 'How Winners Make Choices' (translated from the Dutch book 'Kiezen voor Winst' published in September 2016). The presentation will be give at Flevum's Director's Challenge event on the 18th of January 2017. The book discusses key strategic dilemmas companies face, namely (i) large volume vs high price, (ii) short term vs. long term, and (iii) local versus global. It then explains how to solve such dilemmas through a cycle of inspiration, divergence and converge. Finally, it provides evidence from research that most companies face such dilemmas and that the model proposed is effective in solving them.
GTU circulated the guidelines for the course of Design Engineering 2B for the students of Semester VI of all Engineering branches. It is applicable to all in common though the usage of each component will be special and customized. The power thought under design engineering.
It aims at the "Project Based Learning".
The presentation discusses the current Eight European Unicorns (i.e. private start-ups with a valuation of more than $1 billion). It provides information on what they do and their business model. These include Spotify, Delivery Hero, Powa, Adyen, Home24, Shazam, Farfetch and Funding Circle.
GTU circulated the guidelines for the course of Design Engineering 2B for the students of Semester VI of all Engineering branches. It is applicable to all in common though the usage of each component will be special and customized. The power thought under design engineering.
It aims at the "Project Based Learning".
The presentation discusses the current Eight European Unicorns (i.e. private start-ups with a valuation of more than $1 billion). It provides information on what they do and their business model. These include Spotify, Delivery Hero, Powa, Adyen, Home24, Shazam, Farfetch and Funding Circle.
Tesla has managed to revolutionize a mature auto-market. Tesla has achieved this through a carefully defined long-term strategy. In this slides, we show Tesla’s route to success.
Tesla is er in geslaagd om de volwassen auto-industrie te revolutioneren. Tesla heeft dit gerealiseerd door een zorgvuldig uitgestippelde lange termijn strategie. In deze slides wordt Tesla’s route naar succes besproken.
How Winners Make Choices - The Heroic Rise of Marvel: From Bankruptcy to $4 B...Stefan Stremersch
In 1996 Marvel filed for bankruptcy protection under Chapter 11. In 2009 Marvel was bought by Disney for $4 Billion. In these slides, we show how Marvel managed its heroic rise.
Kiezen voor Winst - De Heroïsche Wederopstanding van Marvel: Van Faillissemen...Stefan Stremersch
Marvel vraagt in 1996 bescherming tegen haar schuldeisers aan (het Amerikaanse “Chapter 11”), in 2009 koopt Disney Marvel voor 4 miljard dollar. In deze slides wordt toegelicht hoe Marvels heroïsche wederopstanding tot stand is gekomen.
This presentation kicks off by discussing the need for change in the business model of traditional universities. Subsequently several signs/examples of disruption within the educational system are highlighted. The presentation is wrapped up by introducing three opportunities that universities can utilize as a starting point to innovate their business model.
In this presentation, based on his inaugural address upon receiving the International Francqui Chair 2015, Prof. dr. Stremersch discusses how to wire innovation in firms' DNA. The presentation discusses the merits of grassroots innovation and what makes it successful.
Guaranteeing the commercial success of an innovation is a key challenge across industries. In fact, a surprisingly high percentage of companies initiating a radical innovation – i.e. an innovation which consists of a novel technology bringing novelty to the market - fail to convert them into commercial success. In this presentation, I look at some examples of successful and unsuccessful launches across various industries to explore and uncover what it takes to take innovation all the way.
Although different industries require different approaches to innovation commercialization, we observe that the barrier to success often is not a failure in technology but the reliance on a commercialization strategy that is not sufficiently innovative. To fuse both the technology/science side and the innovative market perspective, a grassroots innovation process – in which innovation is generated bottom-up with support, however, of top management – is a good approach. Following such a process allows companies to find the “sweet spot” which is a combination of matching an unmet customer need with a great solution and a profit generating strategy.
Successful companies have in common that they identified the right commercialization strategy for their innovations. To achieve this, three steps in successful commercialization are essential. First, developing a solid hypothesis on the market through observation of customers: Customer intimacy -instead of customer surveys- is the key to success here. Dropbox, PatientsLikeMe, and Tesco are good examples of how a market hypothesis through observing the customer led to a successful innovation. Second, experimentation (on a limited scale) to validate that hypothesis early on. Experiments are the best way to find out whether your solution could be effective for your customers. Third, finding a matching business model: pricing and costing is an essential part of the innovation process and not just the job of specialists. Throughout these 3 steps, learning and adapting are key in becoming successful as you can be sure that you will not execute according to the plan. You thus need to prepare for failure in innovation because otherwise, you are probably not innovative enough.
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
Tesla has managed to revolutionize a mature auto-market. Tesla has achieved this through a carefully defined long-term strategy. In this slides, we show Tesla’s route to success.
Tesla is er in geslaagd om de volwassen auto-industrie te revolutioneren. Tesla heeft dit gerealiseerd door een zorgvuldig uitgestippelde lange termijn strategie. In deze slides wordt Tesla’s route naar succes besproken.
How Winners Make Choices - The Heroic Rise of Marvel: From Bankruptcy to $4 B...Stefan Stremersch
In 1996 Marvel filed for bankruptcy protection under Chapter 11. In 2009 Marvel was bought by Disney for $4 Billion. In these slides, we show how Marvel managed its heroic rise.
Kiezen voor Winst - De Heroïsche Wederopstanding van Marvel: Van Faillissemen...Stefan Stremersch
Marvel vraagt in 1996 bescherming tegen haar schuldeisers aan (het Amerikaanse “Chapter 11”), in 2009 koopt Disney Marvel voor 4 miljard dollar. In deze slides wordt toegelicht hoe Marvels heroïsche wederopstanding tot stand is gekomen.
This presentation kicks off by discussing the need for change in the business model of traditional universities. Subsequently several signs/examples of disruption within the educational system are highlighted. The presentation is wrapped up by introducing three opportunities that universities can utilize as a starting point to innovate their business model.
In this presentation, based on his inaugural address upon receiving the International Francqui Chair 2015, Prof. dr. Stremersch discusses how to wire innovation in firms' DNA. The presentation discusses the merits of grassroots innovation and what makes it successful.
Guaranteeing the commercial success of an innovation is a key challenge across industries. In fact, a surprisingly high percentage of companies initiating a radical innovation – i.e. an innovation which consists of a novel technology bringing novelty to the market - fail to convert them into commercial success. In this presentation, I look at some examples of successful and unsuccessful launches across various industries to explore and uncover what it takes to take innovation all the way.
Although different industries require different approaches to innovation commercialization, we observe that the barrier to success often is not a failure in technology but the reliance on a commercialization strategy that is not sufficiently innovative. To fuse both the technology/science side and the innovative market perspective, a grassroots innovation process – in which innovation is generated bottom-up with support, however, of top management – is a good approach. Following such a process allows companies to find the “sweet spot” which is a combination of matching an unmet customer need with a great solution and a profit generating strategy.
Successful companies have in common that they identified the right commercialization strategy for their innovations. To achieve this, three steps in successful commercialization are essential. First, developing a solid hypothesis on the market through observation of customers: Customer intimacy -instead of customer surveys- is the key to success here. Dropbox, PatientsLikeMe, and Tesco are good examples of how a market hypothesis through observing the customer led to a successful innovation. Second, experimentation (on a limited scale) to validate that hypothesis early on. Experiments are the best way to find out whether your solution could be effective for your customers. Third, finding a matching business model: pricing and costing is an essential part of the innovation process and not just the job of specialists. Throughout these 3 steps, learning and adapting are key in becoming successful as you can be sure that you will not execute according to the plan. You thus need to prepare for failure in innovation because otherwise, you are probably not innovative enough.
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
408-784-7371
Foodservice Consulting + Design
Specific ServPoints should be tailored for restaurants in all food service segments. Your ServPoints should be the centerpiece of brand delivery training (guest service) and align with your brand position and marketing initiatives, especially in high-labor-cost conditions.
408-784-7371
Foodservice Consulting + Design
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
3. Ferrari needs to increase
production from 7.000 to
10.000 cars to grow the
financial results of the
whole FIAT group
(FIAT CEO Marchionne)
“I respect Porsche, but
Ferrari is more exclusive...
We will never sell more
than 7.000 cars/year.”
(Ferrari CEO Montezemolo)
13. “If everything you do needs to
work on a three-year time
horizon, you’re competing
against a lot of people. But if
you’re willing to invest on a
seven-year time horizon,
you’re now competing against
a fraction of those people,
because very few companies
are willing to do that.”
In my book, i illustrate this by focussing on three key dilemmas, 9 our of 10 companies face:
Consider the high price versus volume dilemma and how Fiat pressed it onto Ferrari.
Fiat tried to press higher volumes
Exit Montezemolo who resitsed that.
Ferrari did go IPO to strengthen capital base of Fiat to serve its growth targets
Growthj target moves to Maserati with the launch fo the Ghibli. Double sale svolume by 2018 (75000). Sold record 12,942 cars in US in 2014, but already went down to 11,697 in 2015. Lost 11% in sales globally. In first 10 months of 2016, again a decline versus 2015. In EU, stable at around 6000. Globally now at around 32,000 cars (also approx for 2016).
By the way, of course this is not unique to the car indystry. What do you do when you’re hte Ferrari of piano’s? Tell the Steinway story how they built a smart brand architecture to grow without endangering their premium Steinway franchise.
7-10 years training,12000 components Hamburg and New York manufacturing. Painos of 100.000 euros are no exception at Steinway.
It did so by utilizing a clear flagship strategy, with entailed further strengthening its strong position in the premium niche under the brand Steinway & Sons and targeting other (less premium) niches with new brands such as Boston (launched in 2006) and Essex (launched in 1992).
The three brands are strictly separated from each other, in order to avoid brand confusion.
Essex is the entry level model aimed at beginning players, designed and manufactured by Steinway worldwide. Each Essex is inspected by a team of highly experienced experts from Steinway and Sons before it leaves the factory. The cheapest Essex upright pianos cost € 5,490, while the grand models, prices vary between € 13,500 and € 20,200.
Boston, designed by Steinway & Sons since 1992, offers top quality instruments for the medium expensive price segment. As with Essex also Boston pianos are produced worldwide by other piano builders, the quality is guaranteed by specialized Steinway experts . The cheapest Boston-upright piano costs € 7,600, while the Grand model prices vary between € 21,100 and € 51,400.
Steinway is focused on the premium segment and is completely handmade by Steinway. The cheapest Steinway upright piano costs about 30,000 euros, while prices for the Grands are situated between 60,000 and 250,000 euros. Steinways’ are therefore usually bought for life.
=========
Prijzen gebaseerd op:
http://www.pianobuyer.com/publication.html#205
The seocnd dilemma between short and long term has received a lot of attention recently. There were debates on this in the economista nd HBR.
2008 Oerang Oetang Greenpeace activists storm Unilever HQ
2009 Polman takes over. A prime case that has fueled that debate is Paul Polman’s reign over Unilever. Immediately when he took office, he slashed quarterly earnings reporting and steered Unilever to the long term. Unilever stock price was heavily hit and Polman went on to become Captain Planet. Why called Captain Planet etc. the results are quite interesting. On the one hand, Unilever has lost its bad image of ruining our planet and is now one of the world’s most admired companies. On the other hand, Unilever shows growth below industry average and a stock price evolution below industry average. It is getting hit by short term oriented P&G. Critics have said that if you want to work on the long term your fundamentals in terms of growth prospects need to be outstanding.
Then transition to Amazon.com as a case as a great example on how to compete on thelong term and why it works. It works because hthey show massive growth and also invest in the long run, what Unilever really does not do, they prefer sueing the long term (sueing Just Mayo for example)...
Marked difference with amazon which makes up for long term ambition with high growth rates.
It matters not only that we win but also how we win. Transition to playing style and catalonya
Woirld cup 2010 Spain NL wopn by Spain
How to make the right decisions and push them through
Funny intermezzo is needed here. Maybe video or funny picture. It needs ot be able to firm a bridge. The previous part was on what are these difficult choices that separate winning from losing. This part is on how to make these chhoices. So more approach it from choice making (decision analysis if you want) than from transofrmaion.
Hoe dit te tacklen?
Engageren van mensen via IDC model
Insert figure
INSPIRE: Inspiratie komt uit case studies, waarin beslissers een probleem of dilemma dat gelijkt op het jouwe reeds hebben opgelost
Inspirational picture on inspiration (curiosity opwekken over wat het inhoudt)
Ik vraag me ook af of we de volgend structuur kunnen aanhbouden: (1) definitie; (2) case; (3) how to tool; (4) quote (possibly also from case)
Inspiratie bv. restaurantformule Next
Inspiratie bv. restaurantformule Next
Roosevelt quote
Inspirational picture on divergentie (curiosity opwekken over wat het inhoudt)
DIVERGE: Divergentie benut diversiteit in jouw team om de complexiteit van een dilemma volledig te omarmen
Divergentie benut diversiteit in jouw team om de complexiteit van een dilemma volledig te omarmen
Perfect werk IW uit als case van divergentie om te innoveren buiten banden. Leg ook de context van movilitiet uit. Zie artikel voor managementsite.
Zullen we eindigen met de quote op pagina 119? Die van Frank? Laat me ook toe te praten over dat we daarmee samenwerken? En dan kan die quotemisschien gekoppeld worden aan de moonwalking bear video om wat audiovisueel materiaal te hebben?
Inspirational picture on convergentie (curiosity opwekken over wat het inhoudt)
CONVERGE: Convergentie is het genereren van draagvlak voor gemaakte keuzes
http://www.faz.net/aktuell/rhein-main/blockupy/frankfurt-am-main-stadt-der-demonstrationen-und-proteste-13487100.html
BMW is een prima case om het in te zetten in bovenstaande structuur. Wel evne kijken of je het grafischer kan maken.
BMW CEO Reithofer appoints Joschka Fischer to do internal roadshows
Result: the i3-project-team got more applicants than it could handle
8*8 = 100%
Hier moet je volgens mij nog hetonderzoeksrapport gaan presenteren. Het IDC model gelinkt aan succes. Het is niet zomaar alleen mijn mening en cases, maar we hebben het ook wetenschappelijk aangetoond.
De weg naar succes is immers geen sprint, wel endurance! Ook het
implementeren van winning choices is een beetje zoals het lopen van een marathon
Pic: trail in sahara