The document outlines the goals and process for students to create a podcast. The desired outcomes are for students to learn podcasting technical skills, brainstorm content with teacher guidance, and complete all stages of production. Key skills developed are audio production, communication, and using technology as a medium for expression. The document provides requirements like recording equipment and software. It also gives step-by-step instructions for recording, editing, and publishing the podcast.
This document summarizes a training presentation on leading change given by Bret L. Simmons, Ph.D. to Rawson-Neal Psychiatric Hospital on October 31, 2013. The presentation covered two main topics:
1. The Progress Principle - Daily progress doing meaningful work can positively impact inner work life and motivation. Both small wins and setbacks significantly affect emotions and performance. Leaders should focus on clear goals, autonomy, resources, time, support, and learning from mistakes.
2. Switch - To drive behavior change, leaders must direct the rational decision-maker (the Rider) and motivate the emotional responder (the Elephant). This involves setting a clear destination, making the desired behavior specific and easy
Abbottabad State of Environment and Development Planzubeditufail
This document provides an overview of the state of various sectors in Abbottabad district. It finds that while agriculture is the mainstay of the economy, it operates at a subsistence level with low yields. Forests cover over 20% of the land but are severely degraded. Unemployment is high at 32% and opportunities are limited. Basic services like education, health, water and waste management are inadequate especially in rural areas. Tourism potential remains untapped despite rich biodiversity. Several development projects have contributed to sectors like agriculture, natural resources and microenterprise, but their impact remains limited. Overall, the district faces significant challenges in environmental protection, poverty reduction and improving livelihoods.
This document provides an overview of concepts and frameworks related to leading change, including:
- Kotter's eight step model and Fullan's six secrets of change for leading change.
- The Concerns-Based Adoption Model (CBAM) which describes stages of concern and levels of use for implementing change.
- Innovation configurations which provide clear descriptions of what a new program should look like.
- Determining readiness for change through stakeholder analysis and mapping stakeholders on a power/interest grid.
- The change acceleration process for creating shared vision and mobilizing commitment to change.
The document outlines the goals and process for students to create a podcast. The desired outcomes are for students to learn podcasting technical skills, brainstorm content with teacher guidance, and complete all stages of production. Key skills developed are audio production, communication, and using technology as a medium for expression. The document provides requirements like recording equipment and software. It also gives step-by-step instructions for recording, editing, and publishing the podcast.
This document summarizes a training presentation on leading change given by Bret L. Simmons, Ph.D. to Rawson-Neal Psychiatric Hospital on October 31, 2013. The presentation covered two main topics:
1. The Progress Principle - Daily progress doing meaningful work can positively impact inner work life and motivation. Both small wins and setbacks significantly affect emotions and performance. Leaders should focus on clear goals, autonomy, resources, time, support, and learning from mistakes.
2. Switch - To drive behavior change, leaders must direct the rational decision-maker (the Rider) and motivate the emotional responder (the Elephant). This involves setting a clear destination, making the desired behavior specific and easy
Abbottabad State of Environment and Development Planzubeditufail
This document provides an overview of the state of various sectors in Abbottabad district. It finds that while agriculture is the mainstay of the economy, it operates at a subsistence level with low yields. Forests cover over 20% of the land but are severely degraded. Unemployment is high at 32% and opportunities are limited. Basic services like education, health, water and waste management are inadequate especially in rural areas. Tourism potential remains untapped despite rich biodiversity. Several development projects have contributed to sectors like agriculture, natural resources and microenterprise, but their impact remains limited. Overall, the district faces significant challenges in environmental protection, poverty reduction and improving livelihoods.
This document provides an overview of concepts and frameworks related to leading change, including:
- Kotter's eight step model and Fullan's six secrets of change for leading change.
- The Concerns-Based Adoption Model (CBAM) which describes stages of concern and levels of use for implementing change.
- Innovation configurations which provide clear descriptions of what a new program should look like.
- Determining readiness for change through stakeholder analysis and mapping stakeholders on a power/interest grid.
- The change acceleration process for creating shared vision and mobilizing commitment to change.
The document discusses Sony Corporation's history and challenges with change management. It describes Sony's evolution over time from 1946 to present day, expanding into new product areas. Problems arose from massive losses, strong competition, and a siloed culture. New CEOs implemented changes like restructuring, job cuts, and focusing on core businesses. The current CEO Kazuo Hirai's vision is to restructure the organization around mobile, entertainment and digital while building new partnerships. Recommendations include improving communication, outsourcing R&D temporarily, and focusing on a limited number of core products.
The document discusses embracing new technology in organizations. It defines organizational culture and explains how culture affects productivity, performance, and other factors. It states that product development and adapting to changing technology and consumer demands are crucial for organizational success. The document then provides examples of how different personalities, job satisfaction, leadership styles, and team dynamics are impacted by new technologies. It also discusses challenges like training and benefits like efficiency that organizations face when embracing new technologies.
This document provides an overview of Sony Corporation, including its products, mission and vision, benefits, objectives, marketing mix, differentiation, competitors, SWOT analysis, and case studies. Sony is a large multinational technology company known for electronics, gaming, and entertainment. The summary highlights Sony's focus on innovation, quality products, research and development, and adapting to changing consumer markets.
14 Principles of the Toyota Production System | Enterprise WiredEnterprise Wired
In this article, we'll explore the intricacies of the Toyota Production System, the principles that underpin it, and how it has become a blueprint for lean manufacturing and operational excellence.
SDS produces cathode ray tubes (CRTs) in Singapore for Sony. It is Sony's largest and most efficient CRT plant, accounting for 33% of Sony's CRT production. However, the CRT industry is in mature decline as liquid crystal display (LCD) technology becomes more prevalent. SDS faces challenges in shifting to new technologies and maintaining operations as government and industry priorities change.
We have heard about “the global economy” and the impact on a global scale of decisions made centrally and “globalization” using global methods locally. Both of these terms use the word “global” in the sense of taking something from a central location or headquarters facility and rolling it out globally. But what about taking local best practices and leveraging them to customers and clients globally? In this workshop, we will look at how best practices can emerge locally but are often ignored in a global perspective due to their local origin. Many of these best practices are developed “below the radar” and work very well for a local market; however small changes or adaptations could make them of global significance. We will examine cases of local best practices and they were promoted to improve business performance globally. We will also look at things that can go wrong if this is not done correctly and finally, we will highlight ways that a company can discover and apply these practices.
Innovation Audit, Porter's Generic Strategy, Innovative Processes, Blue ocean Strategy, Lock-in Strategy, Kolb's Learning Cycle on Sony Playstation models.
This document provides an overview of Moser Baer, a global media and technology company. Some key points:
1) Moser Baer is among the top two media manufacturers in the world and has locations across India, Europe, and North America.
2) The company entered new business areas like photovoltaics, home entertainment, IT peripherals, and consumer electronics while remaining a leading optical media manufacturer.
3) Moser Baer has over 7,000 employees and focuses on strategic alliances, R&D, manufacturing, quality control, marketing, and corporate social responsibility.
Organisation Case Study - Restructuring at MayekawaSharad Srivastava
Mayekawa, a Japanese manufacturing company founded in 1924, has undergone several restructurings of its organizational structure over time. Originally starting as a small town factory, it grew to include departments and divisions by the 1960s. In the 1970s, it dispersed functions and formed a group network to become more flexible. In the 1980s, it decentralized further into autonomous business units called "Doppos" networked together. Currently, it uses a "Doppo-Block-Zensha" network structure where small, independent Doppo units are supported by industry Blocks and an overall guiding Zensha headquarters. This fractal structure allows agility and entrepreneurship while maintaining cultural cohesion across the large organization.
This document provides an overview of Toyota's lean manufacturing system known as the Toyota Production System (TPS). It discusses how TPS was developed based on the philosophies of Toyota's founders and leaders like Taiichi Ohno. Key aspects of TPS discussed include just-in-time production using kanban systems, jidoka or built-in quality control, eliminating waste, visual management with 5S, and problem-solving through continuous improvement. The document positions TPS as a holistic management approach focused on eliminating waste and respecting people, not just an inventory reduction technique.
Samsung full digital strategy- راهبرد دیجیتال سامسونگFaisal Karimi
Samsung was founded in 1938 in Korea as an exporter of dried fish and agricultural products. It entered manufacturing after the Korean War to help rebuild the economy, first producing sugar and fabrics. In the 1960s, Samsung expanded into electronics and chemicals, establishing its electronics division in 1969. Since then, it has become a global leader in electronics, being the first to develop numerous technologies such as DRAM memory chips, LCD screens, Blu-ray players, and flash memory. Today, Samsung Group is organized into various business units focusing on areas like displays, semiconductors, and mobile communications.
Philips underwent many structural changes throughout its history in response to changing market conditions and leadership priorities. The latest changes under CEO Boonstra in the 1990s aimed to increase shareholder value by refocusing on core businesses, improving processes, and increasing profitability. However, Philips still faced challenges like intense competition in consumer electronics from Japan and later China, difficulty achieving consistent profits in North America, and ensuring smooth transitions during periods of restructuring and shift in strategies. Future success would require identifying core competencies, analyzing business portfolios, and balancing regional and global priorities through continued organizational evolution.
Lenovo adopted several strategies to maintain its leadership in the Chinese PC market and expand globally. It acquired IBM's PC division in 2004, gaining global market share, management skills, and ThinkPad/ThinkCentre brands. Lenovo also sponsored the 2006 Olympics and acquired European electronics firms Medion and CCE to strengthen its presence outside China. In China, Lenovo partnered with the government, avoided trade restrictions, offered competitive pricing and services, and catered to different customer segments. Going forward, Lenovo will focus on its "Protect and Attack" strategy through innovation, branding, and expanding beyond PCs into smartphones, tablets, and other connected devices. It faces challenges expanding further globally and competing against established players like HP and Dell
Louis Gerstner arrived at IBM in 1993 to turn the struggling company around. He made two key decisions - to reverse the plan to break up IBM and shift the company away from being a PC maker. Under Gerstner's leadership, IBM underwent a successful turnaround through strategies like focusing on individual business units, prioritizing customers, reengineering processes, and selling non-core assets. Gerstner's strong leadership and strategic focus on customers are credited with saving IBM. However, changes to employee benefits were unpopular. Overall, Gerstner successfully changed IBM's direction and restored profitability through decisive strategic moves.
This document discusses multinational enterprises and provides examples of several multinationals. It defines a multinational enterprise as a company headquartered in one country that has operations in one or more other countries. The top 500 multinationals account for 80% of global foreign direct investment. Multinationals draw on common resources and strategically link together affiliates. Examples discussed include Cemex, Solectron, BMW, Levi Strauss, Canon, and CNN.
This document provides an overview of the personal computer industry and analyzes several major PC makers, including Dell, Inc. It discusses the industry definition, history, key trends, market share and financial performance. For Dell specifically, it outlines the company's business model, management, strategy, financials, stock performance and valuation. Dell has been highly successful using a direct sales model and focusing on efficiency and customer service.
This document provides an overview of Ubisoft's marketing planning and international operations from 1986 to present. It discusses Ubisoft's origins creating its first game in 1986 called Zombie. It outlines Ubisoft's expansion creating Rayman in 1995 and becoming a multinational company by 2002. The document also analyzes the video game industry trends, Ubisoft's challenges coordinating global development and marketing, and provides a SWOT analysis and solutions for Ubisoft moving forward.
Originally presented at XP2024 Bolzano
While agile has entered the post-mainstream age, possibly losing its mojo along the way, the rise of remote working is dealing a more severe blow than its industrialization.
In this talk we'll have a look to the cumulative effect of the constraints of a remote working environment and of the common countermeasures.
The document discusses Sony Corporation's history and challenges with change management. It describes Sony's evolution over time from 1946 to present day, expanding into new product areas. Problems arose from massive losses, strong competition, and a siloed culture. New CEOs implemented changes like restructuring, job cuts, and focusing on core businesses. The current CEO Kazuo Hirai's vision is to restructure the organization around mobile, entertainment and digital while building new partnerships. Recommendations include improving communication, outsourcing R&D temporarily, and focusing on a limited number of core products.
The document discusses embracing new technology in organizations. It defines organizational culture and explains how culture affects productivity, performance, and other factors. It states that product development and adapting to changing technology and consumer demands are crucial for organizational success. The document then provides examples of how different personalities, job satisfaction, leadership styles, and team dynamics are impacted by new technologies. It also discusses challenges like training and benefits like efficiency that organizations face when embracing new technologies.
This document provides an overview of Sony Corporation, including its products, mission and vision, benefits, objectives, marketing mix, differentiation, competitors, SWOT analysis, and case studies. Sony is a large multinational technology company known for electronics, gaming, and entertainment. The summary highlights Sony's focus on innovation, quality products, research and development, and adapting to changing consumer markets.
14 Principles of the Toyota Production System | Enterprise WiredEnterprise Wired
In this article, we'll explore the intricacies of the Toyota Production System, the principles that underpin it, and how it has become a blueprint for lean manufacturing and operational excellence.
SDS produces cathode ray tubes (CRTs) in Singapore for Sony. It is Sony's largest and most efficient CRT plant, accounting for 33% of Sony's CRT production. However, the CRT industry is in mature decline as liquid crystal display (LCD) technology becomes more prevalent. SDS faces challenges in shifting to new technologies and maintaining operations as government and industry priorities change.
We have heard about “the global economy” and the impact on a global scale of decisions made centrally and “globalization” using global methods locally. Both of these terms use the word “global” in the sense of taking something from a central location or headquarters facility and rolling it out globally. But what about taking local best practices and leveraging them to customers and clients globally? In this workshop, we will look at how best practices can emerge locally but are often ignored in a global perspective due to their local origin. Many of these best practices are developed “below the radar” and work very well for a local market; however small changes or adaptations could make them of global significance. We will examine cases of local best practices and they were promoted to improve business performance globally. We will also look at things that can go wrong if this is not done correctly and finally, we will highlight ways that a company can discover and apply these practices.
Innovation Audit, Porter's Generic Strategy, Innovative Processes, Blue ocean Strategy, Lock-in Strategy, Kolb's Learning Cycle on Sony Playstation models.
This document provides an overview of Moser Baer, a global media and technology company. Some key points:
1) Moser Baer is among the top two media manufacturers in the world and has locations across India, Europe, and North America.
2) The company entered new business areas like photovoltaics, home entertainment, IT peripherals, and consumer electronics while remaining a leading optical media manufacturer.
3) Moser Baer has over 7,000 employees and focuses on strategic alliances, R&D, manufacturing, quality control, marketing, and corporate social responsibility.
Organisation Case Study - Restructuring at MayekawaSharad Srivastava
Mayekawa, a Japanese manufacturing company founded in 1924, has undergone several restructurings of its organizational structure over time. Originally starting as a small town factory, it grew to include departments and divisions by the 1960s. In the 1970s, it dispersed functions and formed a group network to become more flexible. In the 1980s, it decentralized further into autonomous business units called "Doppos" networked together. Currently, it uses a "Doppo-Block-Zensha" network structure where small, independent Doppo units are supported by industry Blocks and an overall guiding Zensha headquarters. This fractal structure allows agility and entrepreneurship while maintaining cultural cohesion across the large organization.
This document provides an overview of Toyota's lean manufacturing system known as the Toyota Production System (TPS). It discusses how TPS was developed based on the philosophies of Toyota's founders and leaders like Taiichi Ohno. Key aspects of TPS discussed include just-in-time production using kanban systems, jidoka or built-in quality control, eliminating waste, visual management with 5S, and problem-solving through continuous improvement. The document positions TPS as a holistic management approach focused on eliminating waste and respecting people, not just an inventory reduction technique.
Samsung full digital strategy- راهبرد دیجیتال سامسونگFaisal Karimi
Samsung was founded in 1938 in Korea as an exporter of dried fish and agricultural products. It entered manufacturing after the Korean War to help rebuild the economy, first producing sugar and fabrics. In the 1960s, Samsung expanded into electronics and chemicals, establishing its electronics division in 1969. Since then, it has become a global leader in electronics, being the first to develop numerous technologies such as DRAM memory chips, LCD screens, Blu-ray players, and flash memory. Today, Samsung Group is organized into various business units focusing on areas like displays, semiconductors, and mobile communications.
Philips underwent many structural changes throughout its history in response to changing market conditions and leadership priorities. The latest changes under CEO Boonstra in the 1990s aimed to increase shareholder value by refocusing on core businesses, improving processes, and increasing profitability. However, Philips still faced challenges like intense competition in consumer electronics from Japan and later China, difficulty achieving consistent profits in North America, and ensuring smooth transitions during periods of restructuring and shift in strategies. Future success would require identifying core competencies, analyzing business portfolios, and balancing regional and global priorities through continued organizational evolution.
Lenovo adopted several strategies to maintain its leadership in the Chinese PC market and expand globally. It acquired IBM's PC division in 2004, gaining global market share, management skills, and ThinkPad/ThinkCentre brands. Lenovo also sponsored the 2006 Olympics and acquired European electronics firms Medion and CCE to strengthen its presence outside China. In China, Lenovo partnered with the government, avoided trade restrictions, offered competitive pricing and services, and catered to different customer segments. Going forward, Lenovo will focus on its "Protect and Attack" strategy through innovation, branding, and expanding beyond PCs into smartphones, tablets, and other connected devices. It faces challenges expanding further globally and competing against established players like HP and Dell
Louis Gerstner arrived at IBM in 1993 to turn the struggling company around. He made two key decisions - to reverse the plan to break up IBM and shift the company away from being a PC maker. Under Gerstner's leadership, IBM underwent a successful turnaround through strategies like focusing on individual business units, prioritizing customers, reengineering processes, and selling non-core assets. Gerstner's strong leadership and strategic focus on customers are credited with saving IBM. However, changes to employee benefits were unpopular. Overall, Gerstner successfully changed IBM's direction and restored profitability through decisive strategic moves.
This document discusses multinational enterprises and provides examples of several multinationals. It defines a multinational enterprise as a company headquartered in one country that has operations in one or more other countries. The top 500 multinationals account for 80% of global foreign direct investment. Multinationals draw on common resources and strategically link together affiliates. Examples discussed include Cemex, Solectron, BMW, Levi Strauss, Canon, and CNN.
This document provides an overview of the personal computer industry and analyzes several major PC makers, including Dell, Inc. It discusses the industry definition, history, key trends, market share and financial performance. For Dell specifically, it outlines the company's business model, management, strategy, financials, stock performance and valuation. Dell has been highly successful using a direct sales model and focusing on efficiency and customer service.
This document provides an overview of Ubisoft's marketing planning and international operations from 1986 to present. It discusses Ubisoft's origins creating its first game in 1986 called Zombie. It outlines Ubisoft's expansion creating Rayman in 1995 and becoming a multinational company by 2002. The document also analyzes the video game industry trends, Ubisoft's challenges coordinating global development and marketing, and provides a SWOT analysis and solutions for Ubisoft moving forward.
Originally presented at XP2024 Bolzano
While agile has entered the post-mainstream age, possibly losing its mojo along the way, the rise of remote working is dealing a more severe blow than its industrialization.
In this talk we'll have a look to the cumulative effect of the constraints of a remote working environment and of the common countermeasures.
A presentation on mastering key management concepts across projects, products, programs, and portfolios. Whether you're an aspiring manager or looking to enhance your skills, this session will provide you with the knowledge and tools to succeed in various management roles. Learn about the distinct lifecycles, methodologies, and essential skillsets needed to thrive in today's dynamic business environment.
Colby Hobson: Residential Construction Leader Building a Solid Reputation Thr...dsnow9802
Colby Hobson stands out as a dynamic leader in the residential construction industry. With a solid reputation built on his exceptional communication and presentation skills, Colby has proven himself to be an excellent team player, fostering a collaborative and efficient work environment.
Employment PracticesRegulation and Multinational CorporationsRoopaTemkar
Employment PracticesRegulation and Multinational Corporations
Strategic decision making within MNCs constrained or determined by the implementation of laws and codes of practice and by pressure from political actors. Managers in MNCs have to make choices that are shaped by gvmt. intervention and the local economy.
Sethurathnam Ravi: A Legacy in Finance and LeadershipAnjana Josie
Sethurathnam Ravi, also known as S Ravi, is a distinguished Chartered Accountant and former Chairman of the Bombay Stock Exchange (BSE). As the Founder and Managing Partner of Ravi Rajan & Co. LLP, he has made significant contributions to the fields of finance, banking, and corporate governance. His extensive career includes directorships in over 45 major organizations, including LIC, BHEL, and ONGC. With a passion for financial consulting and social issues, S Ravi continues to influence the industry and inspire future leaders.
Integrity in leadership builds trust by ensuring consistency between words an...Ram V Chary
Integrity in leadership builds trust by ensuring consistency between words and actions, making leaders reliable and credible. It also ensures ethical decision-making, which fosters a positive organizational culture and promotes long-term success. #RamVChary
Org Design is a core skill to be mastered by management for any successful org change.
Org Topologies™ in its essence is a two-dimensional space with 16 distinctive boxes - atomic organizational archetypes. That space helps you to plot your current operating model by positioning individuals, departments, and teams on the map. This will give a profound understanding of the performance of your value-creating organizational ecosystem.
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
Ganpati Kumar Choudhary Indian Ethos PPT.pptx, The Dilemma of Green Energy Corporation
Green Energy Corporation, a leading renewable energy company, faces a dilemma: balancing profitability and sustainability. Pressure to scale rapidly has led to ethical concerns, as the company's commitment to sustainable practices is tested by the need to satisfy shareholders and maintain a competitive edge.
Public Speaking Tips to Help You Be A Strong Leader.pdfPinta Partners
In the realm of effective leadership, a multitude of skills come into play, but one stands out as both crucial and challenging: public speaking.
Public speaking transcends mere eloquence; it serves as the medium through which leaders articulate their vision, inspire action, and foster engagement. For leaders, refining public speaking skills is essential, elevating their ability to influence, persuade, and lead with resolute conviction. Here are some key tips to consider: https://joellandau.com/the-public-speaking-tips-to-help-you-be-a-stronger-leader/
3. Introduction
Introduction Problem Change Conclusion
SONY
Founded by Masaru Ibuka and Akio Morita in 1946
Headquarter- Minato, Tokyo, Japan
1950- Japan’s first
magnetic tape
recorder
1955- Japan’s first
transistor radio. The
TR-55 Launched
1960- Worlds first
direct view portable
TV (TV8-301),
launched
1966- Launches first
cassette tape
recorder TC-100
1979- Launches its
first stereo cassette
player “Walkman”
1982- Worlds first CD
Player The CDP-101
launched
•8mm
camcorder,
Handycam
CCD-TR55
launched
1989
•New company
Structure at
Sony
Corporation
1994
•VAIO: First
home use PC
•broadcast use
HD cam corder
1997
•New Bravia
brand
2005
•Worlds first
OLED TV
2007
•Discontinued
VAIO laptops
and PCs
2013
4. Problem
External Forces
• Massive Corporate Financial Losses
• Global recession and strong Yen
• Strong competition
Internal forces
• Lack of internal communication
• Losing Innovative edge
Introduction Problem Change Management Conclusion
5. Change Management
Sony’s CEO
8 step process for
leading change
Current situation
Introduction Problem Change Management Conclusion
6. Change Management - Sony’s CEO
Nobuyuki Idei
1998 - 2005
Sir Howard Stringer
2005 - 2012
Kazuo Hirai
Feb 2012 - Present
Introduction Problem Change Management Conclusion
7. Change Management - Sony’s CEO
Nobuyuki Idei
Taking Advantages of the New technology
Creating Partnership
Cost efficient policy
Restructuring the Organization
Developing American – Style Corporate
Introduction Problem Change Management Conclusion
8. Leading Change - 8 step Process
Combine
Cutting – edge
technology
with
entertainment
content
Launch PS3
and PS
Network. (
Problems
caused by
hackers)
Action
Result
Introduction Problem Change Management Conclusion
Sense of Urgency1 Creating the Guideline Coalition2
Reviving
Sony
Consumer
product
service
business
Failed to
restructure
the TV
business
Action
Result
9. Leading Change - 8 step Process
Focus on 3
core sector :
Electronic,
game &
entertainment
Success at
Blue ray disk,
PS3 and movie
Picture
Action
Result
Introduction Problem Change Management Conclusion
Developing and change vision3 Communicating the vision for buy - in4
Restructuring
Plan
Cut 10,000
jobs and shed
a number of
unprofitable
division &
product
Action
Result
10. Leading Change - 8 step Process
Reinventing
consumer
product
service
Developing
the software
environment
to support
hardware
Action
Result
Introduction Problem Change Management Conclusion
Empowering broad – based action5 Generating short term wins6
Centralization
Top down
leadership
Respond faster
to change in
operating
environment by
focusing on
software and
service
Action
Result
11. Leading Change - 8 step Process
Not
creating
radical
changes
Internal
resistance
Action
Result
Introduction Problem Change Management Conclusion
Never Letting Up7 Incorporating change in to culture8
Focus on
Kaizen
Incremental
increase in
market share
Too slow to
adapt to new
market
opportunities
Action
Result
12. Current situation
Kazuo Hirai
Vision of “ONE SONY”
Restructuring the organization
Focusing on Mobile, Entertainment and
Digital Imaging
Building partnership with Google
Introduction Problem Change Management Conclusion
13. Conclusion
Introduction Problem Change Management Conclusion
Traditional Organization New Age organization
Focus for action Specific problem Entire system
Time frame Gradual Fast
Learning Individual, Small group Whole organization
Information Limited Widely shared
16. Founded in
1937 by
Edwin
Land
Invented the
instant
imaging
technique in
1948
By 60’s, held a
monopoly in
imaging with
a 20pc market
share globally
At its peak,
had $3 bn
revenues,
21000
employees
Were spending
42pc of its
R&D budget
on digital
technology
Filed for
bankruptcy in
2001