...diversification in the goods and services sectors, and develop new exporters across the various sectors of interest and new markets. Therefore I am now fully responsible for leading and directing staff with various skill sets in international relations, trade treaty negotiations, trade promotions, research, marketing, project management, human resources, export capacity building and trade negotiations. Being a XXX year old executive thrust at the apex of my company the ARU MBA was particularly attractive to me for the following reasons: (a) The 9 months Fast Track option meant that I could complete the program within the shortest possible time frame; (b) The focus on Strategy, Leadership and Innovation meant that I would gain the necessary knowledge and skills set that would coincide with my practical experience and make me a well- rounded manager both in experience and qualification; (c) I would get the chance to network with other executives and share my new experience; and (d) I felt that an MBA would add legitimacy to me being in the current position of Acting CEO For me this represents a time for self-renewal in my personal goals and career. I had reached the point of inflexion in my contribution and career as Financial Executive as represented below by the red line in Figure 1: S-Curve and I am now entering a new paradigm of renewal as represented by the blue line. Figure 1: The Author’s S-CURVE of Personal Growth Path Performance Performance New...
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...a larger audience. Also has affordable gaming options for more economic situations (the 2DS, which is about $70 cheaper than the standard 3DS but lacks the hinged clamshell design.) “Nintendo | SWOT Analysis | BrandGuide | MBA Skool-Study.Learn.Share. (n.d.). Retrieved October 11, 2014, from http://www.mbaskool.com/brandguide/consumer-electronics/5382-nintendo.html” Weaknesses: Only a few noteworthy titles, namely The Legend of Zelda and Mario. Nintendo also has yet to establish itself in emerging economies. There has also been a difficulty enforcing copyrights and patents, leading to “knock off” products. “Nintendo | SWOT Analysis | BrandGuide | MBA Skool-Study.Learn.Share. (n.d.). Retrieved October 11, 2014, from http://www.mbaskool.com/brandguide/consumer-electronics/5382-nintendo.html” Opportunities: Selling products as digital downloads is an easy way to cut costs and increase revenue, as well as an increase in cooperation with third party software developers leads to more high quality games. Nintendo also has improved Wi-Fi capabilities to be used for online play with their consoles. Nintendo also has a significant R&D capabilities to be employed in unique ways such as their technological innovations. “Nintendo | SWOT Analysis | BrandGuide | MBA Skool-Study.Learn.Share. (n.d.). Retrieved October 11, 2014, from http://www.mbaskool.com/brandguide/consumer-electronics/5382-nintendo.html” Threats: An immediate threat is the threat of substitution. With the rise of mobile...
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...INNOVATION IS WHOSE JOB? WHAT IS INNOVATION; A PRODUCT OR A PROCESS? A lot of thought and research has gone into the topic of Innovation. It is one subject that carries several definitions and opinions. The most common one being that Innovation is the act of coming up with new (mostly radical) ideas in form of products or a new technology. This particular definition paints a picture of some sort of paradigm shift from the conventional way of doing things. Today, however, Innovation has been found to encompass a wide range of business activities from pricing to costing models and service delivery options. In this regards, the guy that came up with the idea of turning wood into chairs is not more innovative than the guy that came up with the idea of putting cushions on it and/or how to market it and earn profit. The 5 Myths of Innovation addresses the basic assumptions generally made about Innovation. The authors seek to examine these assumptions and comment on its validity based on research and reported experience at the companies studied. The first myth is about The Eureka Moment. This talks about that áh’ feeling most often associated with a flash of insight or original idea. The article further states that a lot of companies organize big brainstorming events, ideation workshops, or innovation jams to try and come up with that sterling idea that will shake the world. As most often happens, nothing gets done after all these. The article makes a claim that the reason behind...
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...MGT 573: Creativity in Business Prof. L. Gundry Paper 1: “Myths of Innovation” Reflection Sean W. Campbell Overall, I found the book very insightful, creative, and thought provoking. Ultimately, it confirmed thoughts we already had about innovation and how novel ideas were born, it merely highlighted them for amplified recognition. We know that ideas do not just come from nothing, it is a product of our experience in every-day life and work. Innovation and inventions usually attribute their beginnings to already existing ideas and methods. The author, Scott Berkun, provides detailed ideas on how to foster innovation and creativity within the workplace. It’s also interesting to also realize Berkun’s own ideas about innovation came from past experience and knowledge of the process of creation. By studying how inventors and innovators worked and thought in the past, he was able to make educated and well-thought arguments towards the creation of the “myths.” So, what is Berkun’s message for managers? As Socrates once said, “The only true wisdom is knowing you know nothing.” This definitely applies to managers: the myth that managers know what to do. Subordinates take for granted that their superiors know what they are doing in the context of their business. While it is true that managers have the power to accomplish decisions others can’t, there exists the myth that they have the wisdom or experience to to do it effectively. We often place faith in our supervisors...
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...Running head: Unit 2 Assignment 1 Unit 2 Assignment 1 Erica Burnette December 1, 2012 MBA 6006 Dr. Douglas Buck The process of changing organizational culture is a long-term and difficult process. There is an undeniable resistance to change the former way to the new and evolving way of doing business. As businesses continue to expand in the global markets, it will require a strong leadership commitment to change the vision of what the goal of change will be in order to sustain continuous innovation. In the excerpt of Vineet Nayar’s, “Recasting the Role of CEO: Transferring the Responsibility for Change. How Leaders Tap the Creative Energy of Employees”, it demonstrates the concept that if management can remove itself and allow employees to lead that the collaboration process will lead to continuous and sustaining innovation. This assessment will explore the transformation that Nayar implemented within HCLT to change the organizational structure, culture, and processes to support and sustain innovation in the changing global markets. Recasting the Role of CEO is as it states is the role reversal change that Nayar implemented to change the organizational structure of thinking within his organization. From that trend he developed and equally important initiative call Employee First Councils which evolve from EPIC. As Nayar points out he saw that his organization would need to...
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...MGT 550B MANAGING THE INNOVATION PROCESS Course Introduction Managing the Innovation Process Panos Kouvelis Emerson Distinguished Professor of Operations & Manufacturing Management INSTRUCTOR BACKGROUND INFORMATION Managing the Innovation Process Panos Kouvelis Emerson Distinguished Professor of Operations & Manufacturing Management PANOS KOUVELIS Emerson Distinguished Professor of Operations and Manufacturing Management Director of Boeing Center on Technology, Information & Manufacturing Sr. Associate Dean & Director of Executive Programs Has Always Been a Good Student !! (avoided “real life” as much as possible) B.S., Mechanical Engineering, NTUA M.S., Industrial & Systems Eng., USC MBA, USC Ph.D., Operations Management, Stanford Loves to Teach 4 years, Business School, UT Austin 5 years, Fuqua School of Business, Duke 14 years, Olin School of Business, Wash.U. (My wife has decorated my home office walls with nicely framed teaching awards, “most popular professor at Olin, ***Bus. Week ranking”) Managing the Innovation Process Panos Kouvelis Emerson Distinguished Professor of Operations & Manufacturing Management PANOS KOUVELIS (cont’d.) Consults Frequently (to any firm having money & troubles to spare) Recent “victims”: Solutia, Duke Hospital, IBM, Aerofil Tech., Express Scripts, LHB Ind., Reckitt & Beckinser, Boeing, Ingram Micro, MEMC, Spartech, MECS, Maxim, Bunge, Smurfit Stone, and Emerson. Writes a lot (“publish or perish”)...
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...Article Review Managing the New Product Development process: Strategic Imperatives Aditi Rana Ankita Khaniya Ashish Silwal Sujal Dhungana Managing Operations and Technology, MBA Term II Arjun Shrestha February 24, 2013 Background: Published by “Academy of Management”, Melissa A. Schilling and Charles W. L. Hill have co-authored the article is “Managing the New Product Development process: Strategic Imperatives”. This article has been extracted from “The Academy of Management Executive (1993-2005), Vol. 12, No. 3 (Aug., 1998), pp. 67-81”. “Managing the new product development process: Strategic imperatives” explores into the new product development (NPD) process and the strategies involved with it. Unprecedented importance goes into the study and implementation of the NPD process by various departments of businesses, and it has become a key driver of competition between firms in majority of industries. Researchers have tried to conclude on strategies that could be key to enhance the NPD process. Two major factors have been found to go into consideration for the creation of those strategies: maximizing the fit of products/services with customer needs, and, minimizing the lead-time to the market. Although it may appear that these two factors might create conflicting mandates in a business; researchers have increasingly found indications that businesses may employ...
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...Adam Miller MBA 6008 Unit 2 Assignment 1 January, 26 2015 \ The Transformation : To understand the reasoning for transforming of HCL, we must first outline the environment that made the transformation necessary. There were several global trends that influenced the need for Nayar to create a more innovative organization. According to Nayar, when he was appointed to be CEO, the company's revenues were growing by about 30% a year and were some 765 million, which on the surface would be great however, it was losing market share and their competitors were growing at 10% or 20% faster rate each year, not to mention, the IT services industry was changing rapidly. “Customers didn't want to work with an undifferentiated service provider that offered discrete services; they wanted long-term partners that would provide end-to-end services”.(Nayar, 2010) Disruptive innovation: Nayar understood, in order to make the change he would have to convince not only the board, executives and managers but, the frontline employees as well. How would he accomplish this? Nayar described it in two parts point A (acknowledgement) and point B (Identifying)...
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...LEVELS OF CORPORATE PLANNING AND INNOVATION Name: Institution: Date: Executive Summary One student in an Executive MBA class based his response on introduction of a self scanner in checkout terminals in a British supermarket to an assignment that required them to link a significant innovation that an organisation had introduced with strategic change in the organisation. The student failed the assignment. This report will examine the reasons why the student failed by looking at the differences between strategic, tactical and operational planning. The report analyses what causes the strategic changes in an organisation and what qualifies as strategic change. The report also discusses innovation and the different levels of innovation. This report also discusses whether the student was right to classify self-scanner checkout terminals as a significant innovation that could be linked to strategic change in the organisation. Table of Contents Executive Summary 2 1 Introduction 4 1.1 Business Policy 4 1.2 Strategic Change 4 2 Strategic, Tactical and Operational Planning 5 2.1 Statement of the Objective 5 2.2 Differences between Strategic, Tactical and Operational Planning 5 3 Innovation 8 3.1 What is Innovation? 8 3.2 Impact of innovation on growth strategies 10 4 Conclusion 11 Introduction This report will identify reasons the student failed his assignment...
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...EDHEC MBA, Suzana Gorea Reaction Paper: Session 4 – Informal Organization: Culture Word Count: 595 ------------------------------------------------------------------------------------------------------------------------------------“Culture isn’t just one aspect of the game, it is the game. In the end, an organization is nothing more than the collective capacity of its people to create value.” states Lou Gerstner, the man who turned around a failing IBM in the ‘90s. Just at about the same time and just as IDEO’s founders, Gerstner focused, above all things, on the customers’ profiles and needs, and built an internal organization capable of delivering on a daily basis on those needs. A second most important principle both organizations applied is the “one-stop shop” format, delivering on the “at the end of the day, in every industry there is an integrator” prophecy. IDEO took the perspective to a superior level: it integrated and seamlessly aligned its business strategy, its innovative market proposition that went beyond the “specialist” approach of traditional consultancies, with its processes, capabilities, human capital and architecture to create the ultimately innovative business proposition culture. Refuting the traditional mindset of “predefined series of orderly steps”, the idea of design/ ecosystem/ integrative thinking encapsulates the very essence of a human-centered product development disruptive strategy. What is incommensurably striking about IDEO is the degree to which...
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...Assane DIOUF MBA-Bronx Campus MG- 800 Case 4 : WL Gore Introduction W.L. Gore started as a small company in their basement and has grown into a giant manufacturer with the company’s products being used globally in almost all sectors, including automotive, aerospace, chemical processing, electronic, manufacturing, healthcare, military, and textile industries. W. L Gore and Associates is best known around the world for producing high performance fabrics, medical products and electronics using polytetrafluorethylene; an artificial fiber referred to as PTFE. The company was founded by Wilbert L. Gore (Bill) and Genevieve Gore in 1958 after Bill left his job at DuPont. Today, W.L. Gore with the guidance of the Gore Family is renowned for not only the products that they produce, but also for their unique culture and design that has set the pace for which others such as Google try to emulate Swot The first and most apparent strength of the W.L. Gore company is its diversity of products. The company is able to market to a variety of industries on a global level, including electronics, medical industry, IT, aeronautics, and telecommunications. This diversity affords the company some protection financially should there be any negativity in a given market segment. Another important strength of the company is its strong growth and financial performance over the long-term. According to the information presented, it has been profitable for 37 years and has consistently ranked...
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...An Innovation in the aura of INDIAN banking sector A PAPER FOR THE 5th INTERNATIONAL CONFERENCE ON “ROLE OF INNOVATION IN BUSINESS” BY AUTHORS Mrs. Samiya Mubeen MBA Al-Ameen Institute of Management Studies (Affiliated to Bangalore University) Opp: Lalbagh Main Gate Hosur Road Bangalore-560027 Email Id:write2samiya@gmail.com Mobile: +91 9972336355 & Mr.Abdul Rizwan Shariff MBA,M.com,DBM (ICWAI) Al-Ameen Institute of Management Studies (Affiliated to Bangalore University) Opp: Lalbagh Main Gate Hosur Road Bangalore-560027 Email Id: rizoo.shariff@gmail.com Mobile: +91 9900519754 An Innovation in the aura of INDIAN banking sector ABSTRACT Innovation happens out of dire necessity Innovation is a continuous change management process which is often messy and chaotic, striving to succeed amidst the complex silos in financial institutions • Successful innovation is determined by a combination of factors The most successful financial institutions initiate a myriad of strategic and operational changes, involving processes and technology, workflows, changes in network distribution and service delivery to implement successful innovations. Financial institutions go through distinctive stages in innovation Depending on the maturity of the market; banks go first through product innovation, then progress to sales innovation and market share innovation and eventually focus on customer service innovation. Banking in india has become more innovative in the last two years 90% of...
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... | | | |Student Number |1136741 | | | | | | | | |Module code |12-13S20BSHR044-6 |Assignment No. |1 | | | | |Module Title |Mobilizing Creativity and Innovation | | | | | | |Module Tutor |Pauline Loewenberger & Sathya Narayanan | | | | | | |Due Date |09.05.2013 | | | | | | | | |[pic] ...
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...relatively low- cost to convert plastics into high-value refined products such as wax, greases, and lubricating oils. Its technology has awarded them Canada’s most Innovative Company of 2010 in the clean tech sector. It is the first company to synthesize waxes from recycled plastics. According to the CEO of Greenmantra technologies Mr. Pushkar Kumar, his early environment and the technological advance led him to this innovation and break through recycling process. He said, “I grew up in India, where I witnessed a world with almost no recycling or waste utilization. It seemed as if plastics were piling up everywhere, but nobody could find a use for them. Knowing that plastics contain hydrocarbons, I wanted to find a way to recover the energy within them, but to do so in an environmentally friendly way. After years of experimentation and development, Greenmantra’s innovative depolymerization process can finally put to good use the millions and millions of tons of disposed plastics found around the world”.(Stoneburgh,2013) Mr. Kumar is a metallurgical, chemical engineer and a MBA holder who is been working on this plastic conversion process for years in India. In fact, Kumar’s father is also a chemical engineer and the father- son duo has worked together on this technology in India. At their family garage in India they developed this catalytic prototype technology (Nesseth,2014).Plastic to oil conversion has been adopted globally by many companies using catalytic pyrolysis, a process in...
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...The Role of Leaders in Innovation Saran Crenshaw MBA 6006 September 7, 2014 Innovation. It’s the lifeblood of our global economy and strategic priority for virtually every CEO around the world (Dyer et al., 2011). What is Innovation? The process of translating an idea or invention into a good or service that creates value or for which customers will pay. To be called an innovation, an idea must be replicable at an economical cost and must satisfy a specific need. Innovation involves deliberate application of information, imagination and initiative in deriving greater or different values from resources, and includes all processes by which new ideas are generated and converted into useful products. In business, innovation often results when ideas are applied by the company in order to further satisfy the needs and expectations of the customers (www.businessdictionary.com). Leaders must learn how to create an organizational climate where others apply innovative thinking to solve problems and develop new products and services. It is about growing a culture of innovation, not just hiring a few creative outliers. How can you help others to think differently and work in new ways to face challenges? What can be done to innovate when all resources are stressed and constrained? How can you stay alive and stay ahead of the competition? (Bunchner & Horth, 2014). Leadership is a process of social influence, which maximizes the efforts of others, towards the achievement...
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