The document proposes enhancing the Company Democracy Model (CDM) by introducing a new Level 2.5 for Tropicana. Level 2.5 would be called "Democratic Culture Controlled Partial Implementation" and would involve testing new product ideas on a small scale before fully implementing them at Level 3. This allows Tropicana to identify any issues early on, save costs and resources if ideas don't work, and improve products based on customer and market feedback before a large-scale launch. The enhanced CDM would help reduce risks for Tropicana and improve operations, reputation and trust with customers.
The document discusses managing global product development and brands. It presents the Global Decision Making framework as a way to avoid challenges in global product development through preparation and a holistic approach. The framework consists of 5 stages: 1) strategic goal setting, 2) strategic planning, 3) operational planning, 4) implementation, and 5) evaluation. It also discusses organizing multidisciplinary teams for product development, testing new product concepts, considerations for global product launches, and managing brand portfolios with consistency in brand strength and meaning across markets.
This document summarizes key aspects of the new product development process as described in Chapter 2 of the textbook. It provides an overview of Procter & Gamble's use of a strategic process to successfully transform its cosmetics business unit. It then outlines the typical phases of the new product process - opportunity identification, concept generation, concept evaluation, development, and launch. For each phase, it lists the main activities and goals. The document also discusses techniques for accelerating new products to market and managing breakthrough innovations.
Kiruthika S. Anbarasu received an overall performance rating of "Effective" in her 2007 year-end assessment. Her manager, Joseph L. McCollough, praised her technical competence and growth. While noting she is a valuable team member, he encouraged her to resolve issues more timely and become a leader by coaching others. Kiruthika met most of her goals, including identifying process improvements and completing training assignments. To improve, her manager suggested taking on leadership roles and sharing her experience with junior team members.
How to create a strong team that is constantly trying to impriove processes and productivity.
Enables teams to determine how they would want to begin and maintain the journey.
An easy read plus descriptive materials to help teams setup strong improvement culture within the company and also within departments.
The document discusses managing global product development and brands. It presents the Global Decision Making framework as a way to avoid challenges in global product development through preparation and a holistic approach. The framework consists of 5 stages: 1) strategic goal setting, 2) strategic planning, 3) operational planning, 4) implementation, and 5) evaluation. It also discusses organizing multidisciplinary teams for product development, testing new product concepts, considerations for global product launches, and managing brand portfolios with consistency in brand strength and meaning across markets.
This document summarizes key aspects of the new product development process as described in Chapter 2 of the textbook. It provides an overview of Procter & Gamble's use of a strategic process to successfully transform its cosmetics business unit. It then outlines the typical phases of the new product process - opportunity identification, concept generation, concept evaluation, development, and launch. For each phase, it lists the main activities and goals. The document also discusses techniques for accelerating new products to market and managing breakthrough innovations.
Kiruthika S. Anbarasu received an overall performance rating of "Effective" in her 2007 year-end assessment. Her manager, Joseph L. McCollough, praised her technical competence and growth. While noting she is a valuable team member, he encouraged her to resolve issues more timely and become a leader by coaching others. Kiruthika met most of her goals, including identifying process improvements and completing training assignments. To improve, her manager suggested taking on leadership roles and sharing her experience with junior team members.
How to create a strong team that is constantly trying to impriove processes and productivity.
Enables teams to determine how they would want to begin and maintain the journey.
An easy read plus descriptive materials to help teams setup strong improvement culture within the company and also within departments.
Chapter 2
The New Products Process
*
The Procter & Gamble Cosmetics SagaStarting point: senior management commitment to new products.P&G’s Cosmetics business unit had no clear product strategy, unfocused product initiatives, and too many customer segments being targeted – in short, a lack of focus.P&G Cosmetics skillfully used all three strategic elements and made the weak business unit profitable.
*
P&G Cosmetics and the PICSituation Assessment:Underserved consumer market that wanted quality facial product such as cleansers, eye products, etc.Supply chain was uncoordinated as production and shipments were not tied to demand; market forecasts were not driving shipping schedules.PIC recommended a strategic focus on products for the face – other opportunities would not be pursued.
*
P&G Cosmetics and the New Products ProcessP&G Cosmetics used a phased process like that of Chapter 1.Project teams established early in process.Consumer research done early and used in the process (the voice of the customer).Tough evaluation steps were carefully implemented as new products were compared to best practices and benchmarks.
*
P&G Cosmetics and the New Product PortfolioP&G Cosmetics systematically added new products such that maximum buzz and excitement was created in the marketplace.If already several eye makeup products on the market, they would not immediately launch another. Management called this an “initiative rhythm” for product launch.
*
P&G Cosmetics and the Role of Effective Team ManagementSenior Cosmetics executives were committed to success as was corporate level management.Initiative Success Managers were hired to lead strategy development, manage evaluation meetings, train employees, etc.The best team leaders were sought and rewarded based on performance.
*
The Phases of the New Products Process
Phase 1: Opportunity Identification/Selection
Phase 2: Concept Generation
Phase 3: Concept/Project Evaluation
Phase 4: Development
Phase 5: Launch
Figure 2.1
The Evaluation Tasks in the New Products Process
Figure 2.2
Opportunity Identification/
Selection
Concept Generation
Concept/Project Evaluation
Development
Launch
Direction;
Where should we look?
Initial Review:
Is the idea worth screening?
Full Screen:
Should we try to develop it?
Progress Reports:
Have we developed it?
Market Testing:
Should we market it?
*
Phase 1: Opportunity Identification/Selection
Active and passive generation of new product opportunities as spinouts of the ongoing business operation. New product suggestions, changes in marketing plan, resource changes, and new needs/wants in the marketplace. Research, evaluate, validate, and rank them (as opportunities, not specific product concepts). Give major ones a preliminary strategic statement to guide further work on it.
*
Activities that Feed Strategic Planning for New ProductsOngoing marketing planning (e.g., need to meet new aggressive competitor)Ongoing corporate plan ...
This document discusses strategic planning and management. It covers environmental scanning, developing a strategic vision and mission, setting strategic objectives, crafting strategies, strategy execution, and strategy evaluation. The key points are:
1) It identifies strengths, weaknesses, opportunities, and threats in the external and internal environment.
2) Developing a strategic vision concerns where the firm is going, while the mission concerns what the business does and its purpose.
3) Strategic objectives should be specific, measurable, attainable, realistic, and time-bounded.
4) Crafting strategies addresses balancing organizational ideals with implementation realities.
5) Strategy execution involves visualizing the strategy, measuring performance, and reporting progress.
Software Development Lifecycle for Agile Teams and Innovation ManagementThomas Zdon
A conceptual model to manage company-wide investments with rapid exit points for agile project development. The goal is to help firms overcome challenges to continuous innovation.
Business Agility - taking advantage of an agile R&DVasco Duarte
Many companies have jumped on the Agile bandwagon. That's good, but what for? In this talk we explore the consequences and possible benefits of adopting Agile for your Business. It's not enough to benefit your R&D, we need to learn how Agile can help our whole company.
The document summarizes a leadership development program called "Unlocking Potential" delivered through a partnership between Heinz and Pilat Consulting. It discusses the design of the program which includes 360-degree feedback, a 3-day workshop, and follow-up sessions. It provides examples of how several Heinz leaders applied lessons from the program to drive business results, yielding an estimated total return on investment of over £1 million. The program is credited with shifting leadership behaviors and driving cultural evolution at Heinz.
Critical 5 to succeed as agile product manager using scrumBimlesh Gundurao
This document discusses agile product management using SCRUM. It identifies 5 critical factors for success: 1) Understanding how agile product management differs from traditional approaches, 2) Distinguishing the roles of product owner and product manager, 3) Implementing agile practices at an enterprise scale, 4) Avoiding common pitfalls, and 5) Focusing on critical success factors like prioritization, communication, and progress measurement. The document provides details on each of these factors, with examples of how to structure product management organizations, prioritize backlogs, scale agile across teams, and common challenges to avoid.
The document discusses various production and operations management concepts including:
1. The transformation process model which involves transforming inputs like labor, machines and materials into outputs like goods and services.
2. Why studying production and operations management is important as it accounts for a large portion of company costs.
3. The differences between service and manufacturing organizations and how their operations differ.
4. Key responsibilities of operations managers like planning, workforce management, and facility decisions.
The slides are for a course that is LIVE on Udemy.com (https://www.udemy.com/product-roadmap-101/)
The slides outline how to build an effective product by translating product strategy into product roadmap for enterprise products.
The document discusses agile customer experience management. It notes the challenges of innovating quickly for customers while prioritizing customer initiatives. Agile customer experience management focuses on moving quickly through self-organizing teams, iterative delivery of value, and transparency. It provides a 5 step approach: 1) defining a vision through workshops, 2) designing experiences collaboratively, 3) planning delivery through iterations, 4) preparing stakeholders, and 5) implementing changes incrementally. This allows delivering improvements more quickly than traditional approaches, with faster feedback cycles to validate assumptions and improve the customer experience.
The document discusses lessons learned from adopting Agile practices in R&D organizations. It recommends starting with pilot projects to introduce Agile and learn how it impacts the organization. When expanding Agile, organizations must consider how it affects the entire R&D process and synchronize projects. Product management should be included to ensure teams develop products, not just software. Finally, adopting Agile requires optimizing the whole business system by aligning goals, sharing visions, and addressing problems that adoption uncovers in other areas of the business. The key is taking a holistic, business-oriented approach to adoption rather than focusing only on R&D.
This document discusses leadership, organization, and control in global marketing. It provides information on different organizational structures that can be used internationally like regional management centers, geographical and product divisions, and matrix designs. It also discusses formal control methods like planning, budgeting, and marketing audits. The goal of organizational structure is to balance centralized knowledge with local responsiveness. Leadership requires articulating core values and strategic vision.
The document provides guidance on selling the Quickstart methodology for implementing Odoo ERP software. It discusses targeting small and medium companies that are inexperienced with project management. The Quickstart approach focuses on keeping solutions standard, fast to deliver, and affordable. It emphasizes having a single point of contact, building a clear initial scope and phased project plan, managing expectations around an 80/20 approach, and focusing on testing and validation. The methodology is aimed at a quick implementation while avoiding unnecessary customization.
The document discusses project management and reasons for project failure. It defines a project and distinguishes projects from operations. Some key points made are:
1. A project is a temporary organization with a definite beginning and end to produce a unique product or service.
2. Common reasons for project failure include a lack of clear goals, poor planning, inadequate resources, and lack of ownership.
3. Good project management involves defining requirements, planning, communication, quality management, and monitoring progress.
The project manager is responsible for the project outcome and meeting goals on time and on budget.
- The document is a resume for GEO P. P that outlines his 14 years of experience in teaching, training, and quality improvement projects.
- He has held roles such as department head, senior manager, and manager where he led projects in industries like insurance, healthcare, and life insurance to improve processes, increase revenues, and reduce costs.
- His skills include leadership, communication, analytics, teaching, and a thorough understanding of quality improvement methodologies like Six Sigma and Lean.
- He has numerous certifications in areas like Lean Six Sigma, project management, and business processes and has successfully led over 90 projects.
30 60 90 day on boarding production planCalvin Naylor
Financial ABC Bank Center On-Boarding
30/60/90 days Production Plan 2016:
Attached is a sample of my 30 60 90 days On-Boarding Performance Plan, I created in 2009 and have successfully used to gain an understanding of a new business or location, I started managing. This plan has helped me improve employee morale, productivity and increase revenue in several sites I have taken over in the past 17 years. I hope it will assist you with understanding some of the basics of creating a 30 60 90 day on-boarding plan.
Calvin Naylor
Call Center Executive
This document discusses the evolving role of the project manager (PM) in lean and agile environments. It introduces three PM roles: lagging PM, leading PM, and strategic PM. The lagging PM responds to changes by applying corrective actions. The leading PM charts the future, anticipates issues, and leads organizational change. The strategic PM enables innovations and facilitates organizational alignment. Workshops are provided for each role to identify valuable activities. The document concludes that the PM role has adapted through frameworks like SAFe and that PM skills are applicable beyond specific roles.
14. Developing Custom Processes For IT ProjectsBhuWan Khadka
Chapter 14 of ICT Project Management based on IOE Engineering syllabus. This chapter tell us about developing IT project management methodology, moving forward with customized management processes, code of ethics, future trends etc. Provided By Project Management Sir of KU.
This document discusses continuous process improvement. It outlines the objectives of understanding concepts like the Juran Trilogy, improvement strategies, problem types, the PDSA cycle, problem solving methods, Kaizen, and reengineering. The Juran Trilogy involves quality planning, control, and improvement. There are four improvement strategies: repair, refinement, renovation, and reinvention. The PDSA cycle and problem solving methods provide frameworks for continuous improvement. Important philosophies discussed include Kaizen, which relies on employee involvement, and reengineering, which aims for fundamental redesign. Success requires committed management.
Agile is easy! It's making it work with your business that is hardVasco Duarte
A talk about the next level of Agile adoption. How do we make it work for our business? How does Agile adoption affect our R&D, our sales, our product management and ultimately our business success?
Your LinkedIn Success Starts Here.......SocioCosmos
In order to make a lasting impression on your sector, SocioCosmos provides customized solutions to improve your LinkedIn profile.
https://www.sociocosmos.com/product-category/linkedin/
This tutorial presentation provides a step-by-step guide on how to use Facebook, the popular social media platform. In simple and easy-to-understand language, this presentation explains how to create a Facebook account, connect with friends and family, post updates, share photos and videos, join groups, and manage privacy settings. Whether you're new to Facebook or just need a refresher, this presentation will help you navigate the features and make the most of your Facebook experience.
Chapter 2
The New Products Process
*
The Procter & Gamble Cosmetics SagaStarting point: senior management commitment to new products.P&G’s Cosmetics business unit had no clear product strategy, unfocused product initiatives, and too many customer segments being targeted – in short, a lack of focus.P&G Cosmetics skillfully used all three strategic elements and made the weak business unit profitable.
*
P&G Cosmetics and the PICSituation Assessment:Underserved consumer market that wanted quality facial product such as cleansers, eye products, etc.Supply chain was uncoordinated as production and shipments were not tied to demand; market forecasts were not driving shipping schedules.PIC recommended a strategic focus on products for the face – other opportunities would not be pursued.
*
P&G Cosmetics and the New Products ProcessP&G Cosmetics used a phased process like that of Chapter 1.Project teams established early in process.Consumer research done early and used in the process (the voice of the customer).Tough evaluation steps were carefully implemented as new products were compared to best practices and benchmarks.
*
P&G Cosmetics and the New Product PortfolioP&G Cosmetics systematically added new products such that maximum buzz and excitement was created in the marketplace.If already several eye makeup products on the market, they would not immediately launch another. Management called this an “initiative rhythm” for product launch.
*
P&G Cosmetics and the Role of Effective Team ManagementSenior Cosmetics executives were committed to success as was corporate level management.Initiative Success Managers were hired to lead strategy development, manage evaluation meetings, train employees, etc.The best team leaders were sought and rewarded based on performance.
*
The Phases of the New Products Process
Phase 1: Opportunity Identification/Selection
Phase 2: Concept Generation
Phase 3: Concept/Project Evaluation
Phase 4: Development
Phase 5: Launch
Figure 2.1
The Evaluation Tasks in the New Products Process
Figure 2.2
Opportunity Identification/
Selection
Concept Generation
Concept/Project Evaluation
Development
Launch
Direction;
Where should we look?
Initial Review:
Is the idea worth screening?
Full Screen:
Should we try to develop it?
Progress Reports:
Have we developed it?
Market Testing:
Should we market it?
*
Phase 1: Opportunity Identification/Selection
Active and passive generation of new product opportunities as spinouts of the ongoing business operation. New product suggestions, changes in marketing plan, resource changes, and new needs/wants in the marketplace. Research, evaluate, validate, and rank them (as opportunities, not specific product concepts). Give major ones a preliminary strategic statement to guide further work on it.
*
Activities that Feed Strategic Planning for New ProductsOngoing marketing planning (e.g., need to meet new aggressive competitor)Ongoing corporate plan ...
This document discusses strategic planning and management. It covers environmental scanning, developing a strategic vision and mission, setting strategic objectives, crafting strategies, strategy execution, and strategy evaluation. The key points are:
1) It identifies strengths, weaknesses, opportunities, and threats in the external and internal environment.
2) Developing a strategic vision concerns where the firm is going, while the mission concerns what the business does and its purpose.
3) Strategic objectives should be specific, measurable, attainable, realistic, and time-bounded.
4) Crafting strategies addresses balancing organizational ideals with implementation realities.
5) Strategy execution involves visualizing the strategy, measuring performance, and reporting progress.
Software Development Lifecycle for Agile Teams and Innovation ManagementThomas Zdon
A conceptual model to manage company-wide investments with rapid exit points for agile project development. The goal is to help firms overcome challenges to continuous innovation.
Business Agility - taking advantage of an agile R&DVasco Duarte
Many companies have jumped on the Agile bandwagon. That's good, but what for? In this talk we explore the consequences and possible benefits of adopting Agile for your Business. It's not enough to benefit your R&D, we need to learn how Agile can help our whole company.
The document summarizes a leadership development program called "Unlocking Potential" delivered through a partnership between Heinz and Pilat Consulting. It discusses the design of the program which includes 360-degree feedback, a 3-day workshop, and follow-up sessions. It provides examples of how several Heinz leaders applied lessons from the program to drive business results, yielding an estimated total return on investment of over £1 million. The program is credited with shifting leadership behaviors and driving cultural evolution at Heinz.
Critical 5 to succeed as agile product manager using scrumBimlesh Gundurao
This document discusses agile product management using SCRUM. It identifies 5 critical factors for success: 1) Understanding how agile product management differs from traditional approaches, 2) Distinguishing the roles of product owner and product manager, 3) Implementing agile practices at an enterprise scale, 4) Avoiding common pitfalls, and 5) Focusing on critical success factors like prioritization, communication, and progress measurement. The document provides details on each of these factors, with examples of how to structure product management organizations, prioritize backlogs, scale agile across teams, and common challenges to avoid.
The document discusses various production and operations management concepts including:
1. The transformation process model which involves transforming inputs like labor, machines and materials into outputs like goods and services.
2. Why studying production and operations management is important as it accounts for a large portion of company costs.
3. The differences between service and manufacturing organizations and how their operations differ.
4. Key responsibilities of operations managers like planning, workforce management, and facility decisions.
The slides are for a course that is LIVE on Udemy.com (https://www.udemy.com/product-roadmap-101/)
The slides outline how to build an effective product by translating product strategy into product roadmap for enterprise products.
The document discusses agile customer experience management. It notes the challenges of innovating quickly for customers while prioritizing customer initiatives. Agile customer experience management focuses on moving quickly through self-organizing teams, iterative delivery of value, and transparency. It provides a 5 step approach: 1) defining a vision through workshops, 2) designing experiences collaboratively, 3) planning delivery through iterations, 4) preparing stakeholders, and 5) implementing changes incrementally. This allows delivering improvements more quickly than traditional approaches, with faster feedback cycles to validate assumptions and improve the customer experience.
The document discusses lessons learned from adopting Agile practices in R&D organizations. It recommends starting with pilot projects to introduce Agile and learn how it impacts the organization. When expanding Agile, organizations must consider how it affects the entire R&D process and synchronize projects. Product management should be included to ensure teams develop products, not just software. Finally, adopting Agile requires optimizing the whole business system by aligning goals, sharing visions, and addressing problems that adoption uncovers in other areas of the business. The key is taking a holistic, business-oriented approach to adoption rather than focusing only on R&D.
This document discusses leadership, organization, and control in global marketing. It provides information on different organizational structures that can be used internationally like regional management centers, geographical and product divisions, and matrix designs. It also discusses formal control methods like planning, budgeting, and marketing audits. The goal of organizational structure is to balance centralized knowledge with local responsiveness. Leadership requires articulating core values and strategic vision.
The document provides guidance on selling the Quickstart methodology for implementing Odoo ERP software. It discusses targeting small and medium companies that are inexperienced with project management. The Quickstart approach focuses on keeping solutions standard, fast to deliver, and affordable. It emphasizes having a single point of contact, building a clear initial scope and phased project plan, managing expectations around an 80/20 approach, and focusing on testing and validation. The methodology is aimed at a quick implementation while avoiding unnecessary customization.
The document discusses project management and reasons for project failure. It defines a project and distinguishes projects from operations. Some key points made are:
1. A project is a temporary organization with a definite beginning and end to produce a unique product or service.
2. Common reasons for project failure include a lack of clear goals, poor planning, inadequate resources, and lack of ownership.
3. Good project management involves defining requirements, planning, communication, quality management, and monitoring progress.
The project manager is responsible for the project outcome and meeting goals on time and on budget.
- The document is a resume for GEO P. P that outlines his 14 years of experience in teaching, training, and quality improvement projects.
- He has held roles such as department head, senior manager, and manager where he led projects in industries like insurance, healthcare, and life insurance to improve processes, increase revenues, and reduce costs.
- His skills include leadership, communication, analytics, teaching, and a thorough understanding of quality improvement methodologies like Six Sigma and Lean.
- He has numerous certifications in areas like Lean Six Sigma, project management, and business processes and has successfully led over 90 projects.
30 60 90 day on boarding production planCalvin Naylor
Financial ABC Bank Center On-Boarding
30/60/90 days Production Plan 2016:
Attached is a sample of my 30 60 90 days On-Boarding Performance Plan, I created in 2009 and have successfully used to gain an understanding of a new business or location, I started managing. This plan has helped me improve employee morale, productivity and increase revenue in several sites I have taken over in the past 17 years. I hope it will assist you with understanding some of the basics of creating a 30 60 90 day on-boarding plan.
Calvin Naylor
Call Center Executive
This document discusses the evolving role of the project manager (PM) in lean and agile environments. It introduces three PM roles: lagging PM, leading PM, and strategic PM. The lagging PM responds to changes by applying corrective actions. The leading PM charts the future, anticipates issues, and leads organizational change. The strategic PM enables innovations and facilitates organizational alignment. Workshops are provided for each role to identify valuable activities. The document concludes that the PM role has adapted through frameworks like SAFe and that PM skills are applicable beyond specific roles.
14. Developing Custom Processes For IT ProjectsBhuWan Khadka
Chapter 14 of ICT Project Management based on IOE Engineering syllabus. This chapter tell us about developing IT project management methodology, moving forward with customized management processes, code of ethics, future trends etc. Provided By Project Management Sir of KU.
This document discusses continuous process improvement. It outlines the objectives of understanding concepts like the Juran Trilogy, improvement strategies, problem types, the PDSA cycle, problem solving methods, Kaizen, and reengineering. The Juran Trilogy involves quality planning, control, and improvement. There are four improvement strategies: repair, refinement, renovation, and reinvention. The PDSA cycle and problem solving methods provide frameworks for continuous improvement. Important philosophies discussed include Kaizen, which relies on employee involvement, and reengineering, which aims for fundamental redesign. Success requires committed management.
Agile is easy! It's making it work with your business that is hardVasco Duarte
A talk about the next level of Agile adoption. How do we make it work for our business? How does Agile adoption affect our R&D, our sales, our product management and ultimately our business success?
Your LinkedIn Success Starts Here.......SocioCosmos
In order to make a lasting impression on your sector, SocioCosmos provides customized solutions to improve your LinkedIn profile.
https://www.sociocosmos.com/product-category/linkedin/
This tutorial presentation provides a step-by-step guide on how to use Facebook, the popular social media platform. In simple and easy-to-understand language, this presentation explains how to create a Facebook account, connect with friends and family, post updates, share photos and videos, join groups, and manage privacy settings. Whether you're new to Facebook or just need a refresher, this presentation will help you navigate the features and make the most of your Facebook experience.
STUDY ON THE DEVELOPMENT STRATEGY OF HUZHOU TOURISMAJHSSR Journal
ABSTRACT: Huzhou has rich tourism resources, as early as a considerable development since the reform and
opening up, especially in recent years, Huzhou tourism has ushered in a new period of development
opportunities. At present, Huzhou tourism has become one of the most characteristic tourist cities on the East
China tourism line. With the development of Huzhou City, the tourism industry has been further improved, and
the tourism degree of the whole city has further increased the transformation and upgrading of the tourism
industry. However, the development of tourism in Huzhou City still lags far behind the tourism development of
major cities in East China. This round of research mainly analyzes the current development of tourism in
Huzhou City, on the basis of analyzing the specific situation, pointed out that the current development of
Huzhou tourism problems, and then analyzes these problems one by one, and put forward some specific
solutions, so as to promote the further rapid development of tourism in Huzhou City.
KEYWORDS:Huzhou; Travel; Development
Telegram is a messaging platform that ushers in a new era of communication. Available for Android, Windows, Mac, and Linux, Telegram offers simplicity, privacy, synchronization across devices, speed, and powerful features. It allows users to create their own stickers with a user-friendly editor. With robust encryption, Telegram ensures message security and even offers self-destructing messages. The platform is open, with an API and source code accessible to everyone, making it a secure and social environment where groups can accommodate up to 200,000 members. Customize your messenger experience with Telegram's expressive features.
EASY TUTORIAL OF HOW TO USE G-TEAMS BY: FEBLESS HERNANEFebless Hernane
Using Google Teams (G-Teams) is simple. Start by opening the Google Teams app on your phone or visiting the G-Teams website on your computer. Sign in with your Google account. To join a meeting, click on the link shared by the organizer or enter the meeting code in the "Join a Meeting" section. To start a meeting, click on "New Meeting" and share the link with others. You can use the chat feature to send messages and the video button to turn your camera on or off. G-Teams makes it easy to connect and collaborate with others!
UR BHatti Academy dedicated to providing the finest IT courses training in the world. Under the guidance of experienced trainer Usman Rasheed Bhatti, we have established ourselves as a professional online training firm offering unparalleled courses in Pakistan. Our academy is a trailblazer in Dijkot, being the first institute to officially provide training to all students at their preferred schedules, led by real-world industry professionals and Google certified staff.
1. BUSM139 Assessment 1:
Enhanced CDM for Tropicana
Team 4 Friday’s Batch:
1. Alicia Schandy - ID 220197597
2. Annkit Sharma - ID 220885591
3. Arpitha Thollapalli Gopinath - ID 220471578
4. Khushboo Bakhtiani - ID 220376181
5. Kui Zhao - ID 220474432
2. Client Organization: Tropicana
● Tropicana is a beverage company that sells fruit juices.
● It was founded in 1947.
● Between 1998 and 2021 it was a subsidiary of PepsiCo, but in August 2021, 61% of Tropicana was sold
to PAI Partners (private equity firm).
● Tropicana has a global footprint of more than 2,000 associates that spans North America and Europe.
● Tropicana highlights innovation and R&D as an essential part of their mission on their LinkedIn profile,
which makes their business particularly suitable to implement the CDM.
1
3. Client Organization: Tropicana
● In 2009, Tropicana switched the design on all
cartons sold in the United States to a new image
created by the Arnell Group.
● In less than two months and after a 20 percent
drop in sales, Tropicana switched back to its
original design losing a total amount of more
than 50 million dollars.
● The table represents the decline in sales after
implementing the new packaging. Also, we can
see that the sales significantly improve after
reverting to the original packaging.
1
5. The Company Democracy Model (CDM)
2
The CDM is a practical methodology that organizations can adopt to achieve effective knowledge-based management
and leadership.The model is based on the utilization of the knowledge produced by the company itself as its own core
innovation engine.
Sustainability strategy:
● Level 1: Build a knowledge-based democratic culture.
-Employers feel free and secure to share knowledge, ideas, and insights in any format.
-The employers keeps the intellectual property of his contribution.
● Level 2: Build teams to validate and mature the idea presented in Level 1.
-Adjust human resources to support the employee in transforming the initial idea into practical project
requirements.
-Anyone with a good idea can receive this support.
● Level 3: Development efforts to produce actual and tangible results.
-The company invests in implementing the idea.
6. The Company Democracy Model (CDM)
2
Extroversion strategy:
● Level 4: Identify and manage innovation.
-Invest heavily in the product developed in level 3 and turn it into an innovation.
-Costly and time-consuming process; not all ideas reach this point.
● Level 5: Utilize competitiveness and promote international strategy and operations.
-Marketing and communication to exploit the power of the new products or services.
-Redesign organizational strategy to utilize innovation.
● Level 6: Reach the apex of the strategy
-Company can enjoy the benefits of being in a blue ocean, extroversion.
7. Organization challenges that the CDM cannot fulfill
3
● Sometimes products that look great on paper fail to deliver to customers.
● With the existing Company Democracy model, if an idea reaches level 3, and the product doesn’t perform well, it
could lead to huge losses for the company.
Reasons :
1. Fault in the product
2. Customer Dissatisfaction
3. Existing Competition in the market
4. Bad Design or Packaging
5. Incompatible with the existing system
● All the above can be identified at an earlier stage with thorough testing of the product, and can save time, effort
and money.
9. Enhanced CDM: Introducing level 2.5
4
Level 2.5: Democratic Culture Controlled Partial Implementation.
● Between Level 2 and Level 3.
● The company makes small investment to launch the product/idea in a segment of the target market and evaluate
the result.
● Evaluation should be in-depth and aim to identify flaws and areas of improvement for the product/idea including
Customer feedback and Market Analysis.
● If it works well, advance to Level 3 to fully implement it.
● If it doesn't, drop to Level 2 to adjust/reassess.
10. Enhanced CDM: Introducing level 2.5
4
Level 2.5: Democratic Culture Controlled Partial
Implementation.
For Tropicana:
● Company can change the package design in a
few trial cities and evaluate the results.
● If there is no impact on the sales or if the sales
reduce, then it makes no sense for the company
to move to Level 3.
● The company needs to move back to Level 2 to
modify or drop the idea.
11. Strategic goals that can be achieved through enhanced
CDM
5
● Understand customer - The new level will help us in understanding the target audience’s preferences in the
initial stages itself.
● Identify potential issues - If there are any flaws in the product, they can be identified easily and can be rectified
before mass/ bulk production.
● Save revenue and time - Cost incurred for acquiring raw materials, training new employees, hiring new
resources can be avoided. Resource’s time can be utilised to do some other job.
● Adapt to PDCA model - Plan: Recognize an opportunity and plan a change. Do: Test the change. Carry out a
small-scale study. Check: Review the test, analyze the results, and identify what you've learned. Act: Take
action based on what you learned in the study step.
12. Leadership styles needed to adopt Level 2.5
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● Participative leadership:
Definition: The leader listens to the followers and involves them in the decision-making process
-Employees are involved in the decision-making process
-QA teams provide feedback on the product performance and quality
-Suggestions are taken from employees for the improvement of product
● Transactional leadership:
Definition: The leaders set clear objective and reward the followers accordingly for accomplishing said
objective in an organized fashion
-Focus on tasks and results during partial implementation
-Clarifying role and tasks to guide employees towards established goals
-Practicality, Performance-Oriented, Conventional Decision Making
13. Leadership activities needed to execute level 2.5
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● Design your controlled partial implementation and how much time/money you are going to invest on it.
● Define the market segment that you are going to test on. E.g. For Tropicana this could be different cities.
● Organize the human resources that are going to be working on the development.
● Determine scope, assign tasks, clarify goals and processes. Communicate the expectation of the leader to the
employees clearly.
● Determine the types of Quality Assurance methods that are going to be used.
● Ensure the work environment supports employees’ goal achievement.
● Encourage the employees to participate in the testing phase and take in their input.
● Provide constructive feedback on task achievement.
● Analyze the results based on multiple factors like Customer Perception, Quality, Performance, Sales, etc.
● Quickly adapt to solve different problems.
14. Impacts of level 2.5 on other levels
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● The risk of failure in Level 3 is reduced
because it will now receive a verified and
proven idea from level 2.5.
● The operation performance in Level 3 is
improved based on experiences gained in
Level 2.5.
● If the implementation of ideas in level 3
encounter problems in some regions or
periods, the company can drop the idea to
Level 2.5 and test the idea in small trials.
● Level 2 can now get feedback from level 1
(an idea that needs to mature) or from level
2.5 (tested idea with some flaws to be
improved).
15. Conclusions
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By including level 2.5 :
● Chances of failure are reduced - Since the changes are thoroughly tested in Level 2.5, the chances of
failure after implementing new idea is very less.
● Company image and reputation is unharmed - Both corporate image and reputation can impact a
company’s revenue and success
● Company can avoid product launch being cancelled or delayed - this is important because it can hurt
relationships with company business partners
● Win customer’s trust - Companies will have good reputation in the market, this will increase their
customer base.
● This level can benefit companies of all sizes in every sector like technology, automobile, FMCG, etc.