52:620:530 D6 (Summer 2015) Arun Kumaraswamy Case preparation questions KTM – Ready to race (for general discussion in class) 1. Size up KTM (its strategy, resources/capabilities, organization and management) and its environment. How is it performing? 2. What growth options does it have? How does each growth option fit with its environment, strategy/resources/capabilities? How well can KTM deliver on each of these options? 3. What growth options should KTM pursue? Should it pursue organic
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of their CEOs. Both are unique, HP selecting the first woman to run their company and the Co CEOS running RIM. Both organizations suffered through business decisions that affected their products and the companies position in their market. Carly Fiorina tenure spanning from 1999 to 2005 was turbulent to say the least. The company needed a leader and thought they had found what they needed in her. The text will be one of the references that I will use along with Mike Cote’s article on the merger
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HP’s founders understood the value of innovation. The company succeeded, in part, by empowering small teams of developers to create innovative solutions. A team of 10 people collaborating with Canon created the revolutionary LaserJet printer. Six engineers designed HP’s successful blade server. During those years, HP looked a lot more like Apple and Google. The split will create two different companies within a large organisation that is lead by the same CEO, HP Inc. and Hewlett-Packard Enterprise
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1. Discuss the three most serious problems you have identified in the case. Defend why you think they are the most serious. One of the Hewlett-Packard’s most serious problems its lack of management. CEO Carly Fiorina didn’t provide enough direction. The strategic vision she was using to guide the company was unclear, and nobody in the company has any idea if it was being carried-out or not. Without a well-defined strategic vision for the company, employees had no motivation and no sense of organizational
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Intimidators Since when has being a difficult boss been a disqualifier for a job?” asked Nightline’s Ted Koppel after several abrasive, intimidating leaders of major corporations—Disney’s Michael Eisner, Miramax’s Harvey Weinstein, and Hewlett-Packard’s Carly Fiorina—fell from their heights of power. Picking up on what seemed to be a new trend in the workplace, the business media quickly proclaimed that the reign of such leaders was over. From now on, the Wall Street Journal predicted, “tough guys will finish
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Case 1 – (information technology the internet and changing strategies in the fashion world) Question 1. What business model and strategies is Zara pursuing? Answer – Zara uses IT to manage the interface between its design and manufacturing operations efficiently. Zara’s designers closely watch the trends in the high fashion industry and the kind of innovations that the major houses are introducing. Then, by using their information system, which are linked to their supplier and the low cost manufacturers
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they failed to make the merger suitable for their large employee base. The second step in Kotter model suggests leaders should form a coalition to convince people that change is necessary (cite web). Before the merger, Hewlett-Packard’s CEO, Carly Fiorina made significant changes to the company’s structure. Those changes were met with considerable, but subtle, employee resistance. Fiorina’s vision of HP creating a new interface with customers may have been was regarded as a radical change and
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Summary and discussion of Nicholas G. Carr’s article “IT Doesn’t Matter” published in 2003 by Harvard Business Review. IT Doesn’t Matter Carr’s main argument is quite simple. IT is extremely important within corporations, but IT has become a universal resource for firms. The basis for a sustained competitive advantage is scarcity, not ubiquity. Hence, IT has become a commodity and therefore it is no longer a strategic advantage – the significance of IT doesn’t matter anymore. He argues, “By
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Magazine Stopping The Sprawl At HP Posted on May 28, 2006 • Tweet • Facebook • LinkedIn • Google Plus • 0 Comments • Email • Print More from Businessweek The Three Factors That Will Decide the Fiscal Cliff One Year With Solar Energy at Home: Mostly Sunny Why We Like Crisp New Dollar Bills B-School Startups: Fulfilling a Dream With Ashesi University How To Tell If Your Electronics Are Needlessly Complicated: The Mom Test When Randy Mott joined Wal-Mart (WMT ) fresh out of
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Module 3 - Case Mgt 401 Trident University Module 3 - Case Mgt 401 IS CEO Meg Whiteman an example of internal or external succession at Hewlett-Packard and why? CEO Meg Whitman is an example of external succession at Hewlett-Packard. Hewlett-Packard went in search of a new CEO outside of the organization as a reaction to then CEO Leo Apotheker’s struggle to keep the $ 9.5 billion organization competitive, and a stock plummet of 47 percent. (Levy & Kucera, 2011) I venture to guess that
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