Why consider an organization’s approach to IM/IT resources and services as an exercise in portfolio management? •forces you to relate specific IT investments with the associated business need(s) and value propositions •provides a framework and standardized lens for the assessment of all IM/IT investments as well as measures for valuing those investments •focuses on a methodology for the valuation of IM/IT projects that connects well with the understandings of enterprise business leaders and IT governance •allows for year to year measurement of changes in IM/IT investments versus the impact (attributed results generated) by those investments •allows for qualitative if not quantitative comparisons between various IM/IT investments pursued by business units within the same enterprise and conceivable between competing businesses within the same industry How does an IM/IT portfolio management methodology help to serve the needs of the greater organization and facilitate a better appreciation by the business of its IM/IT products and services? •the organization has the following information resource management needs: • o to transact o to manage, control, make tactical decisions o to innovate, transform, increase its strategic competitiveness o control costs and improve overall performance •the portfolio model tracks and measures IM/IT project and service value and performance in the very manner that the business thinks of and measures value in these and any other corporate investments; aligning the description of and thinking about IM and IT investments in this manner allows for a common basis for understanding •IT transactional value is all about cutting operational costs and/or improving the efficiency of existing operations. •IT informational value is all about enabling management, control, and decision making. •IT strategic value is all
This is the MOST important of all these points as without proper computing operations, this can hinder the productivity of each unit in the company. 2. Contain the capital
Strategy implementation 4 Long-term objectives should be all of the following EXCEPT B. continually changing. 5 The first step in strategic planning is generally A. developing a vision statement. 6 Business or military success is C. the product of both attention to changing external and internal conditions and the insightful adaptations to those conditions. 7 ________ allows firms to sell products, advertise, purchase supplies, bypass intermediaries, track inventory, and eliminate paperwork. B. E-commerce 8 What are enduring statements of purpose that distinguish one business from other similar firms?
However, with the increasing competition that offers the IT tools and attractive internet options for stock investment, RPD must align its services with the new technological demands. Therefore, the organization developed and implemented a new organizational strategy with the main goal of introducing eRPD, the organization`s on-line trading system. Furthermore, RPD created eRPD Oversight Committee to developing, controlling and implementing the On-Line Trading Department and (University of Phoenix, 2011). The following analysis will attempt to identify the organization`s issues and issue a problem statement. Issues and Opportunities Identification RPD has a well-established reputation as a trading
It is through this process that all of the members’ expertise and knowledge, along with other inputs, functioning in the group environment, manufacture an output. MGI’s team process seems ineffective, resulting a lot of conflicts among the subgroups of the MGI team and inability to complete the business plan. At the “launch” of the team in Mellon Hall on HBS campus, it was clear that the team did not have any specific role for each of the team members, nor was there a clear leadership arrangement. “..It seemed to me that Sasha saw our role as business plan writers, specifically for the contest, whereas Igor understood the need for us to help with vision and strategy.”
The Subject of leadership has been greatly described by the many scholars, researchers and authors, but still it’s a challenge to many companies. A good leadership is the most essential and competitive advantage in the organization than technology or finance or operations etc. A good leadership frames the company’s business strategy, operations, human and other resources like finances. A good trust worthy leadership is the most valuable assets to any company. Dysfunctional Leadership Behavior and Preventive Methods Negative leadership or dysfunctional leadership impacts to the organization with negative
Financial Ratio Analysis 4. Accountability Assessment management reporting using financial and accounting reports is a proven resource for organizational leaders. The outcomes of the assessment should be used to help identify organizational needs as well as management inefficiency. This assessment will clarify how well management has done based upon the financial and accounting reports which are contained in the 2009 Annual Report. Management Assessment Report: Wal-Mart Stores, Inc.
Table of ContentsPart One: Concepts and Techniques for Crafting and Executing Strategy Section A: Introduction and Overview Chapter 1: What Is Strategy and Why Is It Important? Chapter 2: Charting a Company's Direction: Its Vision, Mission, Objectives, and Strategy Section B: Core Concepts and Analytical Tools Chapter 3: Evaluating a Company's External Environment Chapter 4: Evaluating a Company's Resources, Capabilities, and Competitiveness Section C: Crafting a Strategy Chapter 5: The Five Generic Competitive Strategies Chapter 6: Strengthening a Company's Competitive Position Chapter 7: Strategies for Competing in International Markets Chapter 8: Corporate Strategy Chapter 9: Ethics, Corporate Social Responsibility, Environmental Sustainability, and Strategy Section D: Executing the Strategy Chapter 10: Building an Organization Capable of Good Strategy Execution Chapter 11: Managing Internal Operations Chapter 12: Corporate Culture and Leadership Part Two: Cases in Crafting and Executing Strategy Section A: Crafting Strategy in Single-Business Companies Case 1: Mystic Monk Coffee Case 2: Costco Wholesale in 2012: Mission, Business Model, and Strategy Case 3: Harry Lindsol's Textbook decision: An Ebook or a Traditional College Textbook Case 4: Sift Cupcake and Dessert Bar Case 5: Under Armour - Challenging Nike in Sports Apparel Case 6: lulumon athletica, Inc. Case 7: Coach Inc. in 2012: It's Strategy in the "Accessible" Luxury Goods Market Case 8: Tiffany's Little Blue Box: Does It Have Any Strategic Significance? Case 9: Panera Bread Company in 2012 - Pursuing Growth in a Weak Economy Case 10: Chipolte Mexican Grill in 2012: Can It Hit a Second Home Run? Case 11: Netflix in 2012: Can It Recover from Its Strategy Missteps? Case 12: Equal Exchange: Trading Fairly and Making a Profit Case 13: Google's Strategy in 2012 Case 14: Apple Inc. in 2012: Can it Sustain its
7. Discuss Porter’s industry analysis forces and how each force pertains to the Gap? • Please explain your answer. 8. Discuss the CEO’s turnaround strategy?
Conclusion The firm ability to ensure the uniqueness and the flexibility of its resources and capabilities is essential to manage uncertainties emerging from the external environment. Key concepts Mature Industry, Niche Market, Organizational Structure, Uncertainties, Resources, Capabilities, Organizational Capabilities, Distinctive Capabilities, Dynamic Capabilities, Competitive Advantage and Sustainability. Master Thesis Growth Through Innovation & International Marketing – Spring 2011 MOUFTARICH-PAPILLON-SIDDIQUE II -Taking the best of Uncertainty- Table of Content TABLE OF FIGURES