Learning Journal MCaruso

Question 1a.

2007-06-20T18:34:00.002-07:00

1a What is it that appears to make implementation of a renewal strategy so difficult?

I think the single most difficult part of implementing a renewal strategy is overcoming prior habits and patterns. This may not always be the case because if the right people are in the right positions of the business, then the need for change or renewal is most likely understood and supported. If not fully supported by all functional areas or personnel then the needed changes will be harder to implement.

Question 1b.

2007-06-20T18:34:00.001-07:00

1b Which of the identified implementation pitfalls have you observed in your own experience with organizations?

Communication and support; I seen great ideas just fizzle out because either not enough or not the right support was behind the initiative. Acceptance by top management and then communication of this level of support and commitment is needed to marshal the team into action.

Question 1c.

2007-06-20T18:33:00.001-07:00

1c How did the pitfalls impact the overall outcome of the change implementation?

Well, by not have the right support behind the renewal idea, meaning the support of top management, there was little driving force for others to jump on board. Therefore the governing habits all ready in place and the inertia behind them denied the chances of a successful implementation.

Question 1d.

2007-06-20T18:32:00.000-07:00

1d What elements of the implementation process seem particularly relevant to your own experience?

I find proper planning and strategizing is needed to a successful implementation of a renewal effort. Secondly, and not very far behind the first ideas I noted is the need for review and course correction if any is needed. Therefore planning and outlining the implementation plan, and proper follow-up will provide the needed support for a successful implementation.

Question 1e.

2007-06-20T18:31:00.000-07:00

1e How does communication fit into implementation planning?

Well…. The above parts of this question speak specifically to the need for communication. I consider it a top priority.

Question 1f.

2007-06-20T18:30:00.000-07:00

1f Which aspects of change theory seem particularly useful during renewal implementation? Why do you think so?

I found one reference we were given particularly insightful with respect to renewal efforts. In the text “Good to Great”, the study refers to the necessary act of supporting a successful renewal program is first make sure you have the right people in the right positions in the company. If the right people are in place, and they are all A players, then let them figure out what the renewal strategy and plan should be; let them buy into the ideas they construct. This will give the plan even more support because they want to see their ideas in action and successful.

Question 1g.

2007-06-20T18:29:00.000-07:00

1g What could you do differently as a result of your learning in implementing a change in your own organization?

I think a communication plan is needed as an integral part of the plan. This communication plan will include timing of the plan to ensure all groups optimize all available resources.

Question 2a.

2007-06-20T18:28:00.000-07:00

2a What strategy did your team decide to adopt during the renewal stage of the simulation?

Our team reviewed the company from an internal standpoint and then looked at the competition and marketplace. From these reviews we opted to increase the value of our existing products to make them more attractive to customers (enhancement strategy) and with the emerging BMX market we opted to develop an entirely new product (transformational strategy).

Question 2b.

2007-06-20T18:27:00.000-07:00

2b How did the strategy work?

We were flawless in our analysis and implmentation of our renewal strategies. Our Firm increased market share from 20 % to 70% with a corresponding dynamic increase in shareholder value.

Question 2c.

2007-06-20T18:26:00.000-07:00

2c What concepts from the course did you see reflected in the game play?

Obviously the initial strategy for renewal; enhancement and transformational strategies; but also the competitive review of what was happening in the marketplace was critical to our success. Mapping what the competition did each period impacted what decisions we did. Our renewal goal was to grow the company which we did, but we needed to out flank our competitors to do it.

Question 2d.

2007-06-20T18:25:00.000-07:00

2d What could your team do differently if you were to play the simulation again?

Based on the decisions made by competing firms and the way the market place evolved; nothing. We made the right decisions for our company based on careful analysis.

Question 1.

2007-06-19T18:59:00.000-07:00

1. What trend and pattern information does your organization pay attention to?

Our organization is purely reactive to significant external competitive forces within the commodity markets we sell into. Trends we look at are typically short term trends; those that affect the pricing structures of our raw materials. Impacts like political forces in China or decisions by our Department of Commerce drive pricing of raw materials in our markets. We respect to our market segments, we have a high dependency on the housing and construction markets therefore these markets are tracked to help budgeting efforts.

Question 2.

2007-06-19T18:58:00.000-07:00

2. Could scenario planning be effectively used in your organization?

I think to some extend all organizations use scenario planning but more for short range planning as compared to long range strategic thinking. As an example we anticipate changes in exchange rate impact but only over the course of one budget cycle. Longer range thinking or planning might prove interesting and helpful in certain areas of our business… for instance where to take our levels of customer service. Since our industry follows other primary industries, scenario planning on how to bring our business faster to speed with respect to customer service would be a benefit.

Question 3.

2007-06-19T18:57:00.000-07:00

3. In what ways could you personally use scenario planning?

I am considering looking at scenario planning from a personal standpoint; starting with financial planning. I would like to see how different investments over time would look and at the same time provide a sense of how I would “enjoy” those investments.

Question 4.

2007-06-19T18:56:00.000-07:00

4. What do you see as the principal disadvantages of employing the scenario approach to strategic planning?

I have to partially agree with the text in the amount of time and human resources a large scale scenario planning endeavor would require. I guess it really depends on your business, markets and industry as to how scenario planning would help and what resources could be appropriated to support the program. Maybe smaller scale scenario planning events, say interdepartmental sessions might prove beneficial if the topics were broad enough.

Question 1.

2007-06-03T21:08:00.002-07:00

1. How could you use a Renewal Options diagram to better support the mission of your present organization?

Use of this diagram allows for the examination of each stakeholder area to determine if a renewal event would benefit the company. For instance with respect to customers does downstream additions outweigh consolidation? With suppliers does it behoove the business to move upstream in the supply chain or force consolidation? All great ideas when looking at business renewal.

Question 2.

2007-06-03T21:08:00.001-07:00

2. When thinking about your own organization, which renewal choices seem to the most relevant?

Supplier consolidation, competitive consolidation and additional partners from a strategic alliance standpoint… looking at enhancement and reframing product renewal strategies these efforts make sense.

Question 3.

2007-06-03T21:07:00.000-07:00

3. What factors define a realistic renewal choice for you?

Future position of the business with respect to improving competitive advantages and profitability.

Question 4.

2007-06-03T21:06:00.001-07:00

4. What could be the best way or ways to communicate renewal options to organizational leaders so that they are really heard?

By spending time and preparing a constructive plan worthy of taking the time of management to review. A well thought out plan is needed with details including cost / benefit analysis.

Question 5.

2007-06-03T21:05:00.002-07:00

5. What practical uses do you see for situational analysis in your life?

The first things which come to mind are career choices and maybe even major purchases like a home. A possible trap, certainly for me, is paralysis by analysis. If I were to do rigorous examination in areas of my life, I often find myself stopping and just doing. I could easily spend enormous amounts of time planning therefore a certain level of understanding is needed and a decision must be made. I often think I all ready employ variants of situational analysis as learned in this class in my personal life. With an engineering background, analysis is sometimes the bane of my existence.

Question 1.

2007-06-03T21:05:00.001-07:00

1. What long term trends are likely to significantly impact the industry your organization is in over the next three years?

I would have to say the primary trend to impact our business resides in the environmental trends. As a metals producing company, many of our divisions are energy intensive and in some cases the byproducts of manufacturing are less than desirable. The impact to the atmosphere with industrial companies will be taken into consideration as climate controls are enacted.

Question 2.

2007-06-03T21:04:00.002-07:00

2. How could you use the force field analysis tool in your own work life?

The force field analysis is simply a force balance diagram. By examining a particular desirable future situation, a balance between the forces impeding change versus those needed for change can be outlined. Once completed a concentrated effort to change the force balance to create a desired results can be done. This could be applied to one’s career…. If higher paying position is desired, then an outline of what needs to change to overcome the forces holding you in place can be completed.

Question 3.

2007-06-03T21:04:00.001-07:00

3. How would you go about making a business case for renewal in your own organization?

Simply done but harder to sell the concepts…. First identify an area in need of renewal, develop a renewal option plan along with the necessary resources to enact the plan… and then see if management is first interested and second able to support the plan. Knowing the right people to gain support is important for success.

Question 4.

2007-06-03T21:03:00.000-07:00

4. What items would show up as being both urgent and important if you constructed an urgency versus importance matrix related to organizational renewal for yourself? Important but not urgent?

Wow… what a question. Not even sure where to start on this but I will have to keep it simple. Urgency: needing to keep focused on completing my education in business. Coupled with this is the need to determine what I wish to do with my career… consider owning my own business… local company employment… educational teaching assignment… Important is planning for a fiscally secure future for myself and my family. This will require management of resources and discipline to stay on course.

Question 1.

2007-05-20T20:09:00.001-07:00

1. What's distinctive about the renewal stage of the organizational lifecycle?

The renewal stage is like a stalled growth stage, with the beginnings of a downward spiral. Loss of market share and erosion of profits occur along with organization issues such as lack of enthusiasm.

Question 2.

2007-05-20T20:08:00.002-07:00

2. What organizations that you are familiar with seem to be in the renewal stage? Why do you think so?

I’ve worked in the metals industry for almost 18 years now, and it seems every company I’ve worked for in this industry was continually renewing themselves. Most recently my current company is desperately trying to reinvent itself before the markets are totally lost to our competition. International competition was only 5-10% ten years ago and now account for over 60% of the market share in our markets.

Question 3.

2007-05-20T20:08:00.001-07:00

3. What characteristics make a leader effective during this phase?

A leader who is engaged and forward thinking; by this I mean a leader who understands the business and is able to read the future to plot the best course forward. In our company there have been individuals who were adamant about not moving outside this country to secure a low cost supply. These decisions almost bankrupt our company and in part are the reasons we are struggling so hard today.

Question 4.

2007-05-20T20:07:00.002-07:00

4. How would you recognize an organization in this stage?

Slow to respond to market forces such as product and service innovations. Products which have slowly eroded away from a value and profit standpoint. A company content with their success and spending too much time enjoying it.

Question 5.

2007-05-20T20:07:00.001-07:00

5. Which of the conceptual tools for renewal presented in this module are of particular interest to you? Why?

I like the renewal strategy matrix and the renewal options and possibility maps. While complicated, they give an individual a vantage from every aspect of the business.

Question 6.

2007-05-20T20:06:00.000-07:00

6. What else do you think that you will need to know in order to use these conceptual tools in your own work?

Accurate information for each segment of business is needed to properly use these tools to gain useful information. Therefore, support of management would be of value to enable data to be shared for the purpose of crafting renewal strategies.

Question 7.

2007-05-20T20:04:00.000-07:00

7. How could you use the ideas from the renewal stage to help you in your professional life?

Interesting question… I suspect giving this some additional thought might demonstrate a need to reinvent oneself to create more value for the hiring business.

Question 1.

2007-04-30T20:19:00.001-07:00

1. What are the key leadership characteristics needed to sustain a business initiative?

Strategic thinking with respect to markets, competition and internally competitive advantages are needed to position the business in the best position for the future. Communication skills, both internally and externally are needed to promote vision and mission in a consistent way. Ability to delegate authority and build trust in the organization; these actions build a strong culture.

I also think promoting an entrepreneurial culture is important to keep an organization on their toes with respect to advancing products to meet the changing requirements of the markets. This culture will be tolerant of mistakes and accept those made in the wake of continuous improvement. Focuse will be aimed at problem solving and not placing blame.

I like to point out our case study this class on Coca Cola; in his speech to 50 annicersary of the founding of Coca-Cola, Woodruff stated that feeling of success and the need to pat oneselve on the back for a job well done are in his opinion the most dangerous thoughts ever facing their organization. His attitude kept alive those driving forces which brought the company to that point in their history, and propelled them to even greater heights.

Question 2.

2007-04-30T20:18:00.000-07:00

2. How will your focus of study (Assignment 6-1: Capstone Experience Paper) impact your professional development plan (PDP)?

My focus is leadership; how to motivate people to those things expected with a business strategy. Within my PDP I set goals and expectations on how I would like to see myself upon graduation and where I intend on going in my career to gain additional business experience.

The impact of the course of study will be the completion of the leadership expectations I have of myself, and help position me for the next stage of my career.

Question 1.

2007-04-30T20:17:00.002-07:00

1. How comfortable are you as a leader in a mature organization?

The mature stage of a business need not be a time of complacency or a time when a culture becomes mired in “the same old way” of doing things. If leadership is actively participating in the business, then new ideas will continue challenge the organization so complacency doesn’t set it. I see the mature stage of a business not as a time to reward everyone for a job well done, but instead a greater focus is needed to continually renew the markets and competition for any necessary adjustments the business leadership might need to implement. I’ve heard from several reliable sources, including my coach, the mature stage of a company is the hardest to lead.
Therefore, to answer the original question, I believe I could find enough challenge in the mature stage of a company to find myself tasked with monitoring the business strategy and making necessary adjustments in the business course.

Question 2.

2007-04-30T20:17:00.001-07:00

2. Did you feel that you could concentrate on improving efficiencies while remaining flexible to the ideas of your team members?

Yes; I find I work very well with team members when there is interest on their part to produce a product we are all proud of. The current team we have for 745 is a very sound team, from a variety of backgrounds and all of us respect each others opinion. With everyone able to contribute in a positive way, when ideas come to surface they are all reviewed in the open for their value and the idea may stand as stated or it may evolve with other input. It was clear from our interactions we increased our efficiency as the class progressed. I think this is a natural occurrence with everyone wanting to complete the required work in the least amount of time, but with an eye on the level of quality we expect to turn in. Respect and trust are key points to note, because they go a long way to create a positive working environment for all team members.

Question 3.

2007-04-30T20:15:00.000-07:00

3. Are you attempting to expand your knowledge base with or increase your depth in the focus you select to study?

Increase my depth of knowledge; I have a basic understanding of business in a general sense, and I have interest in learning newer ideas, and finer details of how businesses become successful.

Question 1.

2007-04-22T20:53:00.000-07:00

Question 1: What is your belief concerning one person performing the multiple roles of creator, accelerator, and sustainer? Do you feel you are capable of performing all of these roles? If not, which do you think fits you best?

Based on our readings to date it seems the leadership-who-can-do-all is the exception not the rule. Leaders tend to have specific skill sets suitable for specific stages of a business. For instance the creation and growth stages are dynamic, fast business periods with many things happening at once and leaders have to be fast thinkers and creative in their ability to craft solutions to problems. Moving into a mature stage of a business, delegation with control is needed.

During our MBA classes 715, 725 and 735 I found myself getting wrapped up in the excitement of the ideas and trying to problem solve to further growth. I can truly understand the excitement these periods bring to leaders. This “high” is contrasted with 745 and mature companies. Sure there is continued innovation and growth but most resources are needed just to manage and control the core business. If I were to lead an organization in either of these stages, I would be at the front line where the rubber meets the road, and leave the actual managing of things and people to those who enjoy those activities.

Question 2.

2007-04-22T20:50:00.000-07:00

Question 2: Do you think it is possible to avoid making the decision of whether to rejuvenate the business or close it, indefinitely? If so, how? If not, why?

If leaders become focused more on the internal dynamic without an eye on the markets or competition, they may miss critical signs needed to change course. There might be other issues with avoiding or missing a decision point regarding the future of a business: maybe the cash is just not there to turn things around. Maybe the interest on the part of the owners is not there to infuse both effort and resources into the business.
From another angle maybe the business need not close but a continually downsizing to reach some point of new business equilibrium. This might be the case if competition is well positioned in the market and by changing competitive strategies a company can still remain in business but with a different focus.

Question 1.

2007-04-15T19:45:00.001-07:00

Question1: In mature organizations, there is quite often a need to reduce labor surpluses. What would you suggest as other means by which to accomplish this objective rather than with layoffs?

One particular strategy we employ in our Mikes Bikes simulation, and I would think in some cases it would work in the real work, is to modify product or service pricing in the market place to increase volume. For instance when we adjust our pricing downward in the simulation, we see more sales requiring more labor to produce.
The adjustments made in labor within mature organizations, is one method of reducing expenses; are there other places to reduce costs? Our company scaled back areas like benefits in favor of keeping jobs. Monthly premiums were increased and the company portion reduced to cut expenses. Company cars were eliminated at certain levels and a car allowance paid to the employee; this reduced the company liability exposure while reducing expenses. Reducing headcount should be a last resort for corporations because of the effects it typically has on the remaining organization.

Questions to class...

2007-04-15T19:44:00.000-07:00

Question 2: If by chance your mature organization established a “no layoff” policy, what advantages would this provide the company? Are there disadvantages? Which would you advocate and why?

If employees felt secure in their jobs then they might become complacent. A policy such as this would have to accompany a policy which states only high performance employees will be retained. This is the only way to cut deadwood and keep the employee base vibrant and creative. Set high expectations and offer a no-layoff policy, both would serve to build morale within the supporting ranks.

Question 3.

2007-04-15T19:43:00.000-07:00

Question 3: We know that fast growing companies need more working capital than those growing more slowly or not at all, as in mature companies. What strategy would you use to ensure sources of cash as incoming cash flow is delayed, and fixed costs continue, and paydays come every week?

Our company forecasts our immediate cash needs up to 6 months into the future; we look at all receivables and if any accounts begin to fall outside the agreed to terms then we start making calls. In a couple of cases we didn’t have the cash to meet our demands so our parent company provided the necessary cash with our stock to support the inter-company loan. If we found an advantage to reduce inventory to free up cash, we did it. Some of our vendors could be contacted to allow for slightly longer terms to help out. The list to support cast demands is as creative as you can be,

Question 1.

2007-04-10T20:34:00.001-07:00

1. An integrated communication program is a good tool for promoting a plan, program, or product. Promotional tools, of which there are traditionally four, can be used within an integrated communicational program. What are these tools and how effective are any of them separately or collectively in strengthening marketing communications?

The promotional mix consists of Advertising, Personal Selling, Public Relations & Sales Promotions. Advertising is paid-for promotion which in non-face-to-face; personal selling if of a face-to-face nature; public relations captures public opinions and executes a program of action and information to earn public acceptance; sales promotions tempt consumers to buy now instead of later. The ICM is the unifying effort to pull together the promotional mix to create a consistent message for all stakeholders. During promotional activities, the importance of all promotional activities sending a consistent message cannot be understated.

Question 2.

2007-04-10T20:33:00.002-07:00

2. Should one of the intended objectives of a marketing communication program be effective word of mouth promotion? If so, how? If not, why?

I think a word of mouth campaign would work only if the message never became skewed but remained consistent with the marketing objective. This might be difficult to manage, but a possible way to measure the effectiveness is by soliciting feedback to determine if the message is being communicated as intended.

Question 3.

2007-04-10T20:33:00.001-07:00

3. Is there a danger in a mature organization such as Hopkins Printing in using one type of system for its knowledge management needs? Why or why not?

I have seen this many times with various organizations. Companies do get set in their ways with the managing of knowledge, never realizing how confining the system really is. The Hagen system they mentioned appears to format data into reports so decisions can be made. But what if the decisions are made the same way every month, every year… etc. Alternate methods of thinking could enhance their decisions and ultimately improve their competitive advantage.

Question 4.

2007-04-10T20:32:00.000-07:00

4. What significant use would knowledge management provide during the Mature stage of the lifecycle of an organization?

So much data is available that proper management is needed. As a mature company attempts to go after market share, each percentage point earned is hard to acquire. Therefore the quality and completeness of the knowledge is just important as the type of information.

Question 3.

2007-04-01T20:37:00.002-07:00

Question 3: Think of the products/services of your current organization. How can the products/services be enhanced to appeal to larger segments of the current markets?

Low-cost is one answer. Our largest market segment is commodity driven and cost is king. While we strive to differentiate ourselves through service and other value adders, when the markets turn downward we often don’t survive because we are not a low-cost producer.

Question 2.

2007-04-01T20:37:00.001-07:00

Question 2: Reflecting on your personal past experiences, discuss an idea you developed, only to have it fail after the implementation. Why could you not sustain it after the implementation?

Failure is often associated with poor planning or changing terrain once the project is initiated. I have experienced both types of failures and with my experiences I know to not keep my head to table and plan away. I seek counsel as often as possible and set measurable metrics to keep a project or idea in sight. After implementation I have seen projects fall apart owing to those left in charge not feeling any ownership in the endeavor. Therefore considerations are needed to what happens once the project is handed off.

Question 1.

2007-04-01T20:35:00.000-07:00

Question 1: Consider your own leadership traits. Do you more closely fit with the creative nature from MBA 715, the organizational nature of MBA 725, the growth nature of MBA 735, or the mature nature of MBA 745? Explain your response.

I enjoy change. I like being part of teams who are charged with creating positive change. Therefore based on this acknowledgement I would be inclined to think the creation or growth stages are more to my liking. As noted in class conversations I am working for a company trying very hard to restructure itself and rebuild. I have found my last three years with this company extremely challenging with plenty of new ideas being sought out and implemented. We have launched a new venture into Mexico and now are positioning ourselves for a JV in China. So, I seek change and it looks to me it can come in many different packages.

2007-03-21T04:50:00.000-07:00

What are the key leadership characteristics needed to lead an organization during growth?

An effective leader during the growth stage of a business must understand the importance of communication both internally and externally to the business. The methods of communication must take into consideration the various viewpoints of each social change period to maximize the potential and impact of the messages being communicated. This leadership associated with business growth must implement systems and organizational change within the company to plan, launch and monitor the business changes during the business expansion. As successful expansion is witnessed, leadership must decentralize decision making to support future expansion. The role of leadership as it moves from creation to maturity is one of a lessening internal role and gradually moving to more of an external support system to the business.

Question 3.

2007-03-18T22:25:00.000-07:00

Question 3: As a company grows, will its competitive advantages change? Have you seen this happen in your place of business? Is this good or bad? Explain your responses.

I have to believe the advantages will change as the position of the company changes. As resources are applied to specific business areas and goals, the return will be an increase in intellectual property which directly implies an change in competitive advantage.

Question 2.

2007-03-18T22:24:00.000-07:00

Question 2: What are your personal competitive advantages? What do you do better than your counterparts in your current job? In your industry? Compared to workers in general (in and out of your field of expertise)?

I have several competitive advantages both from a personal standpoint and within the industry I am working within. First of all I have experience, both from a technical standpoint but also a business standpoint. I understand what it takes to be profitable, and the need for profitability. I know how to manage people… to gain the most from a talented group. In short I see myself a leader of others…. Both for the betterment of a collective group and the individual.

Question 1.

2007-03-18T22:23:00.000-07:00

Question1: Even if you are not the top decision maker of an organization, why is it important to understand your organization's competitors?

This question is posed as if the person reading it or the employee being considered is committed to the organization. Often times employees are in the mix not for the collective good but instead only for a paycheck. I sometimes ask myself why is this; I can remember times in my earlier career days where I have felt like this and in reflection it has to do with how I am treated by the company. I am I recognized for what I do and can do? Does the company show interest in my efforts and career journey? Mostly no, and I think this is a failing of most companies. We’ve studied companies, great companies like Southwest Airlines (SWA) who have forged a culture envious of those outside the company but yet in the same industry. Why? They were able to connect to a common thread within the fabric of human needs… people need a level of security in life, especially at this day in age where companies are redefining themselves. SWA told it like it was, and how a company needed to be to survive in the low-cost airline business. Employees made the decision to bet on the strategic because mostly they knew something different was needed than what the big corporations were selling in terms of future benefits. My congratulations to the management of SWA, they earned their compensations. But with respect to knowing the competition at every level of the corporation, for a company employee who is committed to corporate strategy of improvement and growing the business: it only makes sense. If everyone understands what is needed to win in a given business environment, then the right things get done. The choices are aimed at a goal, the incremental business achievements are directed toward winning instead of just doing.

Question 3.

2007-03-10T20:32:00.000-08:00

3. How will your preference of the four-lens approach impact your ability or desire to assist new employees in becoming acclimated to the culture of your organization?

I am very analytical and therefore I would offer more logical and factual information to a new employee joining our company. I would be less (but not completely devoid) personal until I was able to get to know the new employee, but I would be able to offer my support if needed in other areas.

Question 2.

2007-03-10T20:31:00.000-08:00

2. How can you work to improve the internal marketing activities at your organization? This is a biggie with respect to the organization I currently work for.

We have such a low morale and internal support of the company in general it first would require upper managerial support of any internal marketing effort to make improvements. But this could be achieved and I would first start by outlining a consistent message to the employees which would promote positive results of our company. A communication strategy would have to be developed and outlined to be effective. Cross-functional teams would have to be part of the development of the communication strategy to provide the necessary support of the program at the operational level.

Question 1.

2007-03-10T20:30:00.000-08:00

1. How will your knowledge of information management help you in your future projects and proposals?

I consider myself relatively savvy when it comes to information and knowledge management. I’ve learned to understand the importance of information and instead of keeping a tremendous amount of information in my head I have trained myself to efficiently store and retrieve information. I think this is a focus of the future, efficient knowledge management. This ability to manage information will assist future projects and proposals by including sufficient information which is both relevant and supportive of the effort.

Question 3.

2007-03-04T21:17:00.001-08:00

If factors are changing rapidly, which is common in growth organizations, when do leaders find the time to “reflect” on the mistakes to make corrective action?

They have to train themselves to reflect otherwise it just doesn’t happen; they become caught up in the thick of small things.. reactive instead of proactive. I find this aspect of my career and life the most challenging. But I have learned patterns are important.

Question 2.

2007-03-04T21:16:00.000-08:00

Reflecting on your past professional life, briefly describe one mistake you have made in your professional career. What have you learned from that mistake?

While I enjoy engineering, I believe the metals industry is a very difficult industry for the period of time I’ve been employed within in it. In retrospect some other engineering applications are more exciting with respect to new technologies and cutting edge stuff. While I’ve been part of innovations within the metals industry, it’s just not a earth moving or sexy. Metal is metal… you make it, form it, weld it and use it.

Question 1.

2007-03-04T21:15:00.000-08:00

Look at your own organization. How has supply and/or demand changed at your organization within the past year? What factors impacted or instigated the change?

Our companies largest market segment we supply into is related to the water heater industry. With the slow down in the new home construction we’ve started to see a drop in the business. Surprisingly over 9M water heaters are sold in North America every year, with 80% of those units going into replacement usage. So another slowdown in demand is due to competition in the water heater market itself. As products are being offered with longer and longer warranty periods, it effectively pushes out the demand for product. The large retailers like Home Depot and Lowes both expect to remain competitive so if one manufacturer promotes a longer life product, the entire industry moves almost in unison.

Question 3.

2007-03-04T21:12:00.001-08:00

Will the decision-makers’ preference of the four lens impact his or her decision making based on the financial models reviewed in this module? Why?

I have to think so… I am very analytical and I have to see the numbers work before I can make a supportive decision. I met other people who rely less on the numbers and go with the gut feel more than I would. So yes, our perspective in life most certainly influences our decision making abilities.

Question 2.

2007-03-04T21:11:00.000-08:00

Does the risk level of a leader come into play when making such financial decisions? How so?

Any corporate has limited resources and it’s the responsibility of the managing team to allocate those scare resources in a responsible way. They have to be accountable for in making the best decision at the time for the allocation of funds. Either they can make mistakes, not have a contingency plan or external forces might change the whole landscape. In any of those they are accountable because they are in charge and stakeholders are counting on their intellectual and knowledge to make the right decision.

Question 1.

2007-03-04T21:09:00.000-08:00

How will your knowledge of the financial concepts help you in your future projects and proposals?

I thought this weeks module as the most interesting so far. I’ve been approached by my current employer with a potential project which will involve basically a P/L responsibility of a $40M operation with in our organization. There will be capital expenditures to grow the business so I really think the various calculations reviewed and the underlying concepts will come in very handy. I look forward to working with our accounting team to see what creative ideas we can come up with.

How do growth characteristics vary depending on the waves of change an organization experiences?

2007-02-18T19:24:00.000-08:00

Within each social change wave were attributes unique to the timeframe. Businesses in each change wave viewed and reacted to these social change waves accordingly. For instance in the industrial change wave, businesses looked at lowest cost production methods, continually driving costs down to increase profits. In the knowledge change wave businesses accumulated information almost needlessly. Finally in the judgment wave, businesses are trying to make sense of the environment (internally and externally) and trying to the best thing based on morals and taking the betterment of the world into consideration.

Since the growth stage involves determining a business direction, metrics of measurement and controls, I can easily understand why the change waves of an organization would influence the growth process. Each wave will impact the growth strategy differently owing to each perspective and outlook. The industrial wave organization would examine the growth strategy from the perspective of lowest cost alternatives while the judgment wave organization will strive to first make the right choice of the growth plan to decide if it fit with the company, community moral and ethical outlines.

Have you experienced growth in your current or other employment? What factors led you to believe you did or did not experience growth?

2007-02-18T19:23:00.000-08:00

I was part of a team charged with introducing a new product to the market. This product was targeted to an existing market area we already sold into, but the attributes of this new product were greater than anything else at the time. So we put together our strategic product plan, laid the groundwork and launched the product. During the first year we focused activities toward getting the product information out, but after the first year we exhausted our budgets and just set the product on the normal course as other products; typical advertising, trade show activities, etc. But over the next couple of years it was interesting (and rewarding) to watch sales increase. As they did I interacted more with our operational group to maintain proper inventory levels, and product mix. Additional resources were allocated to support the growth initiative. More training for sales groups, additional monies for brochures and website exposures and an additional strategic alliance to add an additional channel.
The fact we watched sales increase over a period of time, needed additional resources, the effect on different functional units lead me to the conclusion we experienced growth.

What personal skills would you need to improve upon to be successful in your endeavors?

2007-02-18T19:22:00.000-08:00

Interesting question: the first skill which comes to mind is the ability to make faster decisions. As a trained engineer I look for as much data as possible, turn it inside out, chart and model before coming to a decision. I’ve learned by experience the business world just doesn’t allow time for this type of behavior. I have to train myself to determine the importance of each decision, collect all the data possible in the shortest amount of time and then decide and move on.
Other personal skills include delegation of control. I can delegate but I find myself checking and following up on delegated activities more than I need to. I have to develop trust. This will come from surrounding me with competent people who I don’t have to worry about. In my job today I would with what I often term “B” players. People I don’t have control over and I must work with as a condition of my employment.
I feel I have the organizational skills and the selling and promotional skills needed in business.

A. Why is it important to understand the factors that impact cash flow?

2007-02-02T19:12:00.000-08:00

Cash flow issues are notable issues in most companies that fail. Companies need to monitor their cash flow to meet current obligations. Monitoring cash flow indicates where cash comes from and how it is spent. Cash pays salaries, suppliers and taxes, therefore running out of cash by having it locked up in other assets (accounts receivables, inventories, etc) could stop an otherwise promising business endeavor. Cash flow statements can determine a business’s ability to pay interest and principal to creditors and dividends to shareholders.

A (i). How can the factors vary based on the waves of change?

2007-02-02T19:11:00.000-08:00

The industrial change wave provided the impetus for controlling costs and the informational change wave provided more knowledge on drivers of costs. The next wave or judgment wave provides ideas on what to monitor. Each social change wave has with it a different perspective; therefore a different influence on the cash flow factors is possible.

B. Does a leader’s lens perspective impact the benchmarks he or she identifies as critical for the organization and the analysis of such benchmarks?

2007-02-02T19:09:00.000-08:00

Certainly… the leader will have a perception of what benchmarks should be used to help manage the business. If their background is more related to the competitive perspective then their focus will be more on best practices and competing to set the benchmarks. If more systems oriented then the focus will be on how to measure and improve as compared to benchmarking activities.

C. Many organizations use the balanced scorecard approach… Why is it important to obtain different evaluations? Would you recommend this approach?

2007-02-02T19:06:00.000-08:00

I would support this approach because each functional area will have their own perspective on how to reach goals outlined in the strategic plan and measured by the balanced scorecard. It relates to the 4 lens perspective we’ve discussed, each area will approach the topic differently. By allowing this type of process you allow each functional area to help interpret the plan, and of course this will improve commitment to the ideas. This gives accountability to each area for developing and meeting the metrics.

1. How do you communicate your desire for a strategic alliance? to another organization? How would persuade them to strategically align with you?

2007-01-27T11:50:00.000-08:00

Communication to another organization about forming a potential strategic alliance must be under formalized conditions with persuasive data demonstrating the benefit to both companies. If an existing relationship is in place, informal meetings could help “float” concepts to see what level of interest they find. To be successful in persuading or selling the concept, a clear understanding of the benefits, boundaries of the partnership, and the real intent as to the “why” the initiating company wants to do the deal.

2. How does a leader keep well-informed of what is happening in the marketing channels that may have a direct impact on the business activities?

2007-01-27T11:49:00.000-08:00

Businesses are moving fast, and changes happen in a blink of an eye. A leader must have methods and metrics in place to monitor the effectiveness of marketing channels. There must be an additional connection to any potential changes to marketing channels in the future; for instance pending regulatory changes which might limit or cease a particular channel activity.

3. As an effective leader, why would it be important for you to establish an IMC internally within your organization?

2007-01-27T11:47:00.000-08:00

The ICM is connected to the strategic direction of a company, at least it should be. Once channel are designed and implemented, internal communication is needed for the team to see how the strategic plan is being implemented. This will keep everyone on the same page so to speak, but it will open the door for any additional ideas which might come up from the team.

Do policies limit the creative tendencies of leaders?

2007-01-21T07:31:00.002-08:00

I have to believe they could. The policies must be aligned to the strategic plan, which leaders must support. If creativity produces an idea which could provide a competitive advantage to the business, a leader must lobby to either alter or adopt a different strategic plan which will spur the creation of another supporting policy.

How can an organization establish policies yet still foster creativity and innovation?

2007-01-21T07:31:00.001-08:00

The organization must be adaptable to change, and quickly. Therefore policies must be able to support changes, and in an efficient and effective way. Having this approach to guiding polices will continue to support the business changing requirements to keep the business on a competitive course.

Are policies and procedures viewed in different capacities by leaders of different waves of change?

2007-01-21T07:30:00.002-08:00

Of course… As an example a leader from the industrial change wave will be interested in the capacity of control and continuous improvement. A leader from the judgment wave looks at the principles and impact of policies and procedures.

Why is cultural understanding essential in establishing knowledge management within an organization?

2007-01-21T07:30:00.001-08:00

Culture will have different methods and preferences for using and managing knowledge. Therefore an understanding of what methods are supported (even preferred) by a cultural environment will facilitate the process of knowledge management.

How do the more rapidly changing effects impact the culture of organizations?

2007-01-21T07:29:00.000-08:00

An organization must be able to accept change and do so as rapidly as possible. Nothing is constant but “change” itself. Continual process improvement must span all parts of the organization in order to be responsive to both external and internal change. If the culture understands change is for the good…. Then there would be less resistance when it comes.

Is it necessary for the culture of an organization to keep pace with the rapid changes?

2007-01-21T07:27:00.000-08:00

Definitely… our case study on Lexington Labs is an excellent example where the earlier culture generated admirable sales numbers. When changes in the regulation and selections of drugs changed, Lexington Labs did not make the necessary organizational changes to support the changing environment. In fact the CEO even noted how their major competitor Cutler used a team approach to sales and they were very successful. Sounds like time for a new CEO who is awake.

d. Can this relationship also be connected to the organizational structure? Explain and provide an example.

2007-01-15T04:41:00.000-08:00

Core competencies which give a company a competitive edge must remain center place in the organizational structure. These activities require resources, decision-making influence and organizational impact. Any strategic change with respect to outsourcing business activities is likely to change the business, and often times changes in the organizational structure are needed to support these new activities. Of importance is protecting the core competencies by making sure they have the necessary resources to do their job.

An example from my company would be outsourcing financial activities we currently do internally now. Our company structure is mechanistic and hierarchical, and accounting practices are not critical to competitive position in the marketplace.

c. How does the identification of outsourcing opportunities relate to core competencies and competitive advantages?

2007-01-15T04:40:00.001-08:00

Before looking at outsourcing options all critical activities of a business need to be clearly defined. These activities must remain internal to an organization otherwise a risk of losing market position could happen. Often times critical business activities are linked with a business’s core competencies and intellectual properties. Therefore keeping them internal to an organization will keep their competitive advantage. Only non-critical activities should be considered for outsourcing.

b. How do your personal experiences, prejudices, and expectations impact your ability to objectively select the best candidates for a job or project?

2007-01-15T04:39:00.000-08:00

One of the areas I can appreciate about my “business” self is the ability to see people for their abilities and not let personal prejudices cloud my decisions. I quickly ascertain an individual’s abilities and their aspirations of what they would like to accomplish. This information will allow me to select proper candidates for jobs and positions. This will proper seat a person a job where they are not over their head and they can contribute, which will not only provide value to the organization but will give the individual personal satisfaction. Knowing what an individual’s aspirations are will provide opportunities for growth and advancement, again giving the individual personal satisfaction and gaining the company addition talent skills.

a. Why is it necessary to look through the four lenses when developing an internal communication strategy?

2007-01-15T04:37:00.000-08:00

An important part of any communication exchange is having an understanding of the audience you communicating to. This will facilitate the communication process by providing information in a particular format and style which the audience is familiar with. This will generate interest and involvement in ideas, with ultimate support.

C. Think of the products and services of your current organization. How can the products and services be reclassified to identify different markets?

2007-01-07T09:28:00.000-08:00

My current company is primarily a commodity product company. I struggle with how to redefine our product base to identify different markets. We could redefine our service level and augment our products with a more directed service offering. This would entail polling our customer base to see what services they would like to have in addition to what we already offer, define what is economically feasible and design a implementation plan. Might be interesting to look at.

b. Discuss an idea you developed, only to have it fail during the implementation. Why did the implementation fail?

2007-01-07T09:17:00.000-08:00

Reflecting on past experiences I have to say the reason for my failed implementations resulted mainly from changing external forces. I can remember one project where funding was changed midstream due to fiscal year changes, leaving an inadequate amount of resources available to proceed with the planned implementation; the scaled down version ended up being a waste of time.

Other reflections bring about memories of lack of complete follow through on my part. I remember one project where the complexity was absolutely daunting... I became over whelmed with the whole project. I failed to break the project up into managable pieces and I failed to give up more control. I understand these issues with myself and tend to work more within a team setting; leading and building on the strengths of the group.

a. Consider your own leadership traits. Do you more closely fit with the creative nature from MBA 715 or the organizational nature of MBA 725?

2007-01-01T18:53:00.000-08:00

Reviewing the creation stage of the business cycle, I can see within myself the ability to generate ideas and gaining the needed support to realize the idea. I’ve only been successful with what I will call minor projects, or projects of little complexity as compared to starting a new business venture. When I look at what is involved in moving a business concept from the idea stage to the launch, I can feel somewhat inept based on the lack of social capital I have at this point in my career. While I have developed contacts throughout my business career, I stumble to think of pulling in favors to launch a business initiative. While daunting, I also understand everyone is willing to take risk to some degree. If I am passionate about what I think will work, I do have the confidence my social capital (network) would expand because of the faith others have in my ability. I am hard working, conservative (to a fault?) and reliable.

With respect to what I have read with regard to the content of MBA 725, organization nature is all I have known. I’ve worked for several corporations, large and small with only one time during my career did I work with a small consulting group: 4 people! So with respect of working within an organizational compound, I am experienced and feel most comfortable; but I’ve had and have many criticisms. Mainly due to the sluggishness of adopting change due to compliancy most employees develop over time within a structured organization. I feel that corporate America is in for one hell of a shock when China (and other countries) moves past us in overall national worth. Just a matter of time, and the tired and overworked (underemployed!) American workers will be manufacturing nothing but burgers!