...5/31/2011 LEVERAGING CLOUD COMPUTING FOR GREATER BUSINESS AGILITY Ramesh Shanmuganathan Executive Vice President / Group CIO 1 John Keells Group 4 th June 2011 AGENDA TODAY’S BUSINESS CONTEXT DEMYSTIFYING CLOUD COMPUTING WHY CLOUD COMPUTING? WHAT ARE MY OPTIONS? WHAT DO I NEED TO CONSIDER? HOW DO I GET ON BOARD? CRITICAL SUCCESS FACTOR KEY TAKE AWAY! 2 TODAY’S BUSINESS CONTEXT 3 1 5/31/2011 Today’s Business Context ►Global competition ►Rampant Change ►Faster flow of information and communication ►Increasing Business Complexity ►Pervasive Globalisation 4 Forces Driving the New Economy ►Knowledge : Intellectual Capital ►Change : Continuous rapid and complex ►Globalization : in R&D, technology, production, trade, finance, communication and information, which has resulted in opening of economies, global hypercompetition and interdependency of business. 5 IT NEEDS TO ADAPT TO THE BUSINESS CONTEXT Robust IT, Services, and Solutions based Foundation Dynamically adapts to changing business conditions Tightens link between IT and business objectives Anticipate and rapidly respond to new market requirements Create and capture new opportunities Includes: Technology, Services and Solutions 6 2 5/31/2011 IT NEEDS TO DELIVER DECISION READY INFORMATION 7 “4” critical Qs “Data is exploding “New business & and it’s in silos” process demands ” I Need Insight How can we take advantage of the wealth...
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...1) As it has been mentioned in the case, American Home Products (AHP) is a successful and a highly expanding company that produces a host of products in four separate business lines: prescription drugs, packages drugs, food products, and housewares and household products. The success of the company is mainly due to its outstanding marketing department. In fact, instead of investing money in research and development in order to create new and innovative products, the company prefers to avoid taking risks and market products that are smart extensions of products already marketed by competitors. AHP is a very conservative and risk averse company, so the way it operates its business aligns well with the culture of the company. Another important thing is that for a long time, the company was under a tight financial control and a very conservative capital structure policy. In fact, it operates with an almost debt-free balance sheet in order to avoid any financial risk. currently, AHP seems to have no business risk but may face a certain risk in the long run. Based on the ratios shown on the attached sheet, AHP should not worry about business risk since its working capital is very healthy ($1472.8 million) and cash excess $233 million. The high ROA, high profit margin, low current-to-asset ration and 49.71 collection days show that AHP can generate cash quickly, thus it can maintain current high growth rate. However, its decreasing annual sales growth from 14.1% in 1978 to 8.8% in 1981...
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...Debt and Value: Beyond MillerModigliani Aswath Damodaran Stern School of Business Aswath Damodaran 1 The fundamental question: Does the mix of debt and equity affect the value of a business? Assets Existing Investments Generate cashflows today Includes long lived (fixed) and short-lived(working capital) assets Expected Value that will be created by future investments Assets in Place Debt Liabilities Fixed Claim on cash flows Little or No role in management Fixed Maturity Tax Deductible Growth Assets Equity Residual Claim on cash flows Significant Role in management Perpetual Lives Different Value? Different Financing Mix? Aswath Damodaran 2 Approaches to Valuation Discounted cashflow valuation, relates the value of an asset to the present value of expected future cashflows on that asset. Relative valuation, estimates the value of an asset by looking at the pricing of 'comparable' assets relative to a common variable like earnings, cashflows, book value or sales. Contingent claim valuation, uses option pricing models to measure the value of assets that share option characteristics. Aswath Damodaran 3 Valuation Models Asset Based Valuation Discounted Cashflow Models Relative Valuation Contingent Claim Models Liquidation Value Stable Replacement Cost Two-stage Three-stage or n-stage Current Equity Firm Sector Option to delay Option to expand Young firms Option to liquidate Equity in...
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...Leveraging Human Potential Roderick Robinson GM500 Management Theories and Practice November 1, 2015 DR. Patricia Wolf Kaplan University Introduction The purpose of this writing is to assess a situation and describes specific organizational initiatives that I could implemented as a HRM to appreciate diversity and leverage of Human potential. After the completion of this assignment I should be able to demonstrate a better understanding of competitiveness and collaboration in a global economy. Daft (2013) Diversity is all the ways in which people differ. The dictionary definition of diversity states that its an inclusion of individuals representing more than one national origin, color, religion, socioeconomic stratum, sexual orientation, in the workplace. Hitchcock (2012) Leveraging Human Potential involves two basic elements--one is having leaders or managers who have a desire and the skills to bring the most and the best out of their teams. The other element is having a team that has the desire to grow and the willingness to experience the rights of passage involved in that growth. Research show that there is a lot of humility that is required for personal and professional growth. As a result, leaders who are going to facilitate this growth must work the triangle of pushing their team mentally, helping their team grow the competencies necessary for growth, hold them accountable for their progress, and be there to support them when they...
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...COLLEGE OF LAW, GOVERNMENT & INTERNATIONAL STUDIES UNIVERSITI UTARA MALAYSIA INTERNATIONAL BUSINESS POLICY GFMA 3103 GROUP C TOPIC: LEVERAGING RESOURCES AND CAPABILITIES: CASES OF ASIA MULTINATIONAL FIRMS Lecturer in charge: Prof. Dr. Mohamad Hanapi bin Mohamad Prepared by Resources and capabilities and organization structure Resource is an input to the production’s process. It may be tangible, as in the assets of the company that can be seen or quantified. Human resources, funds and physical plant and equipment are examples of these tangible assets. Resources may also be intangible, such as reputation or a stock of patents and copyrights Capabilities on the other hand refer to a company’s ability to make use of its resources in a highly productive manner. Both resources and capabilities are sources of competitive advantage and can be imitated. An organizational capability is a company's ability to manage resources, such as employees, effectively to gain an advantage over competitors. The company's organizational capabilities must focus on the business's ability to meet customer demand. In addition, organizational capabilities must be unique to the organization to prevent replication by competitors. Organizational capabilities are anything a company does well that improves business and differentiates the business in the market. Developing and cultivating organizational capabilities can help small business owners gain an advantage in a competitive...
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...------------------------------------------------- Creating and Sustaining Competitive Advantage by leveraging the power of Human Capital ------------------------------------------------- ------------------------------------------------- “The most important thing that a person in a leadership position can do is ask what needs to be done. And most importantly, make sure that what needs to be done is clearly understood by every single employee in the enterprise” – Peter Drucker The greater velocity of information has accelerated the pace of everything in business. The complexities of increasingly discerning customers, thinning product differentiators, price-wars are forcing organizations to continuously innovate to create an edge over competition. And this is not all… The most significant trend affecting business that transcends all companies is about the ‘experience’ associated with the brand. Today, you don’t sell a product or service but in fact an experience that is not just unique, differentiated but also successfully delivers across all touch points of the organization. Delivery of such kind of experience requires a set of loyal, motivated and passionate employees who understand that their growth and success is linked with that of the organization. So, do you think employees in your organization can emphatically say “YES” to the following straight questions:- 1. I am treated with dignity and respect by everyone in the office? 2. I am provided with all the resources...
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...Leveraging VAS with Franchise Business Model Sonu Jain ,Vivek Rao Alcatel-Lucent – Plot 406, Udyog Vihar Phase-3, Gurgaon, India Sonu.jain@alcatel-lucent.com , vivek.rao@alcatel-lucent.com Introduction Telecommunications service providers expect business model transformation to be the primary source of value over the next coming years. It is a forgone conclusion that value collaboration with external partners will be critical as they structure these new business models. In this changing landscape, the winners will be those companies that understand consumers' needs and focuses on usability, actually giving control back to the users. To provide such a consumer-centric experience both technology and content would be equally important. Revenues from content-related services would be generated either in the form of subscription-based revenue or through advertising. Even the advertisement needs to be relevant to the customer. Motivation This whitepaper attempts to bring forward a new business model to cater to such changing scenario. The central theme is to push the customer interaction and engagement as close to the customer as possible so that it can become more customers centric and relevant. [pic] Figure 1 Figure 1 shows best way to address this gap using franchises. A transformation from the existing SILO architecture towards a layered architecture which is a mix of franchisee model. While preparing this new model we have extensively researched and...
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...Anne-Christine Ayed Innovation and Research Manager Leveraging on-line consumer clubs to identify innovation white spaces January 26, 2009 Copyright DBA Apparel – All rights reserved DBApparel : The company Global Designer, Marketer and Manufacturer of Branded Women's and Men's Apparel Products. 14 brands, 3 categories including: Intimates (50%) Underwear (20%) Hosiery/Socks (29%). Wants to stay the European leader With strong brands Focusing on customers and consumers Known for its ability to Innovate. aca – jan 09 2 DBApparel : Innovation When related to lingerie and hosiery technical products, the criteria for innovative offerings are: - new materials/processes - new product construction - new presentation/packaging that - do not exist in competitive products - bring added value to consumers - could be protected by intellectual property aca – jan 09 3 Innovation Board Sponsored by the CEO and composed of business VP’s, Operations VP, R&D and Brands Directors Ship Products IDEA MANAGEMENT TOOL BOX SHAPING / PROPOTYPING PRODUCTS CONCEPTS PORTFOLIO EXECUTION TECHNICAL PROJECTS PORTFOLIO Brainstormi ng Incubate ideas Screening Gate 0 Development Provides a forum for firm wide 1. Trends exchange of innovative ideas Outsourced if no IP Autun or Manila if IP 2. Market needs studies Tracks and cultivates Product Concept Projects Portfolio innovative ideas across the BU’s Removable...
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...Today’s knowledge and service-based economy offers innumerable opportunities for well-run companies to increase profits through strategic outsourcing.1 Emphasis is rapidly shifting from outsourcing parts, componentry, and hardware subsystems toward the even greater unexploited potentials that intellectually-based systems offer:2 Obtaining higher value, more flexible, and more integrated services than internal sources can offer. Improving the company’s capacities to stay current and to innovate by interacting with “best in world” knowledge sources. Achieving cross-divisional coordination and shareholder value gains that the company — for internal structural or political reasons — could not otherwise achieve. Outsourcing Knowledge-Based Services The drivers for these trends are formidable. As the service sector has grown to embrace 80 percent of all U.S. employment, specialized service firms have become very large and sophisticated relative to the scale and expertise that individual staff and service groups have within integrated companies — whether in services or manufacturing (see Table 1). These specialists can develop greater knowledge depth, invest more in software and training systems, be more efficient, and hence offer higher wages and attract more highly trained people than can the individual staff groups of all but a few integrated companies. Given this greater knowledge depth and wider range of customer interactions, they can also become much...
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...Transforming the Business ------------------------------------------------- LIT Role: John Wong, lead partner of sourcing Goal: Find ways to improve efficiency across Global Consultancy Canada through sourcing Timing: ------------------------------------------------- Company Background * Works in the professional services industry * Provide services like consulting, taxation, and accounting Strategic Sourcing There are 3 types of strategic sourcing of business services; 1. Business Process Outsourcing (BPO) Turning over the management of a particular business process to a third party 2. Knowledge Process Outsourcing (KPO) Subset of BPO that focuses on outsourcing high end knowledge based services 3. IT Outsourcing (ITO) Transferring computer or Internet relate work to other organizations There are 4 types of strategic sourcing models; 1. Onshore Outsourcing 2. Offshore Outsourcing 3. Insourcing 4. Captive Centre 5. Business can also consider staff augmentation (staff drawn from another company or third party vendor) 6. Another option is shared services model (services previously delivered locally are centralized and delivered by an internal or third party provider) GC Practice * GC provided consulting services to companies interested in pursuing strategic sourcing * Through past jobs, GC developed a strong reputation in the marketplace GC Strategic Sourcing Engagement * The Canadian arm of GC...
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...Trade leveraging policy to push exports on anvil Our Economy Bureau 3 September 2004 New Delhi: A day after doling out sops to exporters, commerce and industry minister Kamal Nath today said that the government would bring out a trade leveraging policy apart from a special package for textiles, tea and coffee sectors to further push up exports. "India is one of the few countries in the world which will have incremental growth in its human skill resources in the coming years. We have never leveraged trade. I am going to work on trade leveraging policy. We have to see trade not only as a foreign exchange earner but also as a net employment generator," Nath said at a FICCI seminar on the foreign trade policy. Since the multi-fibre agreement is coming to an end in 2005, the minister said that the government would look at the entire textile chain and come out with a textile policy. Nath said that his ministry would also organise a seminar on textiles in the next one month to discuss issues emerging in the post quota regime. Stating that the days of government subsidising inefficiency were over, Nath said that the industry would have to match the strength of its competitors in order to achieve a quantum jump in its exports. He said issues like the inverted duty structure needed to provide a level playing field to the domestic industry particularly under regional and bilateral agreement would be addressed soon. The minister also admitted that infrastructure was the weakest...
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...Case Analysis of Intel Corporation – Leveraging Capabilities for Strategic Renewal Dorothy Thornton Concordia University Portland Technology is a constantly shifting market and Intel is an organization which has adapted their corporate culture and vision to meet the demands of these changes. In the 1980’s Intel’s vision was a performance driven organization focused on new product development with action orientation from the front lines (Bartlett & Nanda, 1994). According to John P Kotter (1995), “A vision says something that clarifies the direction in which an organization needs to move” (p. 63). Intel frequently moved in different organizational directions in the 1980’s to meet the needs of the company. The emerging primary challenge for Intel in the 1990’s was deciding where to make a technological investment in the company. Intel had been successful in the past due to their ability to leapfrog with technology. Intel needed to identify and allocate resources to the products that would allow Intel to remain at the heart of the computer industry. Although Intel had was profitable making microprocessors, they were also investing in other new technology such as the flash chips which had the promise to replace discs and disc drives. Intel needed to determine what technology to invest in to stay ahead of its competitors. This idea is supported in That Used to Be Us which explains American success by staying ahead of the technology curve. Intel’s organizational...
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...Technologies in hospitals are becoming the norm for more and more facilities around the world. Using technology for normal clinical workflows allows hospitals to improve quality of care, increase throughput, reduce costs, and optimize the patient experience. (Glaser 2009). Research was done at the Chester County Hospital in West Chester, PA to see how effective the use of technology to automate clinical workflow will go. Due to technology, the hospital saw an 82% decrease in hospital acquired Methicillin-Resistant Staphylococcus Aureus (MRSA). There was a significant decrease in catheter-associated urinary tract infections and the hospital was able to have enhanced documentation of pre-existing pressure ulcers. All of this is because of the IT improvements the hospital. The technology used for workflow has been an essential part in the healthcare IT industry. It is what makes process automation so strong. It builds a safety net around patient care processes and administrative processes (Glaser 2011). The automated process works well and relieves some pressures of workers. The system assists with decision-making, time management, and response to changes in patient information. Implementing workflow technology showed measurable improvements in the quality of patient care. Since 2003, Chester County Hospital has more than 75 clinical and support processes that are automated. This shows that IT can improve and modernize health care if a facility is willing to have a certain...
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...1. Introduction This paper aims at examining a case study of the Hispanic oriented broadcasting Company Entravision. With outdated customer inquiry strategies such as focus groups or interviews, Entravision slowly but surely fell behind in the ever more digitalized broadcasting market. Having found a market niche in the Hispanic market segment, Entravision set out to create a new Data analytics department called Luminar to utilize and profit from information gathered about the Hispanic core customership. The first segment argues whether and how Luminar is able to create value by implementing Big Data analysis. Consequently, this paper tries to clarify whether the obtained advantage can indeed be of a sustainable nature and thus allow for an independent and successful department within the Entravision construct. Furthermore, the data gathering capabilities are being analyzed to inquire into whether there is viable competitive power to benefit from the advantages mentioned priorly. Finally, having established the background for the undertaking, the paper will shed a light on how exactly the department would fit into the organizational structure and what benefits and pitfalls the embedment or independent venturing of Luminar would have. 2. Value Creation In order to asses the added value of Luminar to the mother enterprise Entravision this paper will provide a first outlook of the Latino segment in the US and then conclude with the Big Data analytics aspect, which comprises...
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...Leveraging Consumer Behavior Deep Adhvaryu D003 Agrima Bansal D013 Meghna Gupta D023 Shikha Parekh D043 Gursharan Singh D052 School Of Business Management, NMIMS, Mumbai, India The project aims to decipher how effectively Coca Cola Company has leveraged consumer behaviour in India. We have considered the challenges that India poses for the marketing of globally produced FMCGs (fast moving consumer goods) followed by observation of how the marketing of Coca Cola has been tailored for the Indian context and on its relative successes. Cultural Factors: Culture is the fundamental determinant of a person’s wants and behaviour (Philip Kotler). India has always been known for its cultural diversity. With a variety of cultures in India, Coca Cola faced a challenge in how to target across the cultural lines. Initially, they made the mistake of focusing on the American way of life but they realized their mistake quickly and started researching the Indian market in detail. They found that the 3A’s of availability, affordability and acceptability needed to be employed. Also, affordability was the biggest driver for desirability. Culture: Coca Cola discovered that the values of kinship and togetherness were universal across all cultures in India. So they decided to market coke as a drink for family get-togethers and parties. To achieve this, Coca Cola came up with a marketing campaign that showed Aishwarya Rai solving a feud between her parents with a Coke singing...
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