Case Study on GE & Jack Welch success StoryAshis Kyal
Jack Welch led a two-decade transformation of GE through restructuring initiatives and an emphasis on performance. He focused the company on its most profitable business lines by selling over 200 businesses and making over 370 acquisitions. Welch also downsized GE's workforce significantly through job cuts and attrition. His strategies centralized command, removed layers of bureaucracy, and aimed to create a culture of innovation and responsiveness where employees at all levels could contribute ideas. Key initiatives included the boundaryless organization, six sigma quality improvement, and developing leaders through competency reviews and training. Overall, Welch significantly reshaped GE into a more competitive and efficient global conglomerate.
Nike ethics vs reputation in #me too eraNilesh Chugh
- Several senior women executives at Nike resigned due to workplace harassment. An internal survey found harassment cases that were ignored by HR. Parker terminated 11 executives but was criticized for protecting reputations over ethics.
- Female employees faced harassment, exclusion from promotions and product categories, and a "frat boy culture". HR ignored complaints and saw women as the problem.
- While Nike vowed changes, its growth declined as credibility issues arose from contradicting messages. A SWOT analysis found strengths in size but weaknesses in diversity and swift response to complaints.
Written in 1960, the article revolutionized the thought processes of business managers who were narrowly focused on the products they sold—they were short-sighted or myopic, as Levitt calls it.
It is important to define an industry by asking a simple question—“what business are we in?
To ensure growth, companies must define their business properly based on customer needs and desires. Businesses are actually customer satisfying institutions/entities.
my·o·pi·a
lack of imagination, foresight, or intellectual insight
Hindustan Unilever Limited (HUL) is India's largest Fast Moving Consumer Goods company touching the lives of two out of three Indians with over 35 brands. HUL aims to create a better future by helping people feel good, look good and get more out of life. It focuses on diversity and inclusion in its workforce of over 16,000 employees. HUL promotes organizational behavior through open communication, training programs, and motivating its employees by encouraging innovation, volunteering opportunities, and a focus on work life balance.
RR Kabel project report including company profile, pestle analysis, swot analysis, competitors and survey based on awareness and feedback of customers through questionnaire.
Whirlpool Corporation is a leading global manufacturer and marketer of major home appliances. It owns multiple appliance brands that are sold worldwide. Whirlpool focuses on product innovation and sustainability to strengthen its market position. Recent strategic initiatives include developing smart, connected appliances and reducing the environmental impact of manufacturing. While the home appliance industry was negatively impacted by the 2008 recession, sales have rebounded in recent years as the economy recovers.
YILI is the largest dairy company in China and Asia. It has over 60,000 employees, 75 production bases across China, and generates over $7 billion in annual revenue. YILI has numerous dairy product brands that serve different age groups, and holds the number one market share in China for liquid milk, yogurt, and ice cream. The company has received many honors and awards for its products, business operations, and social responsibility efforts. YILI looks to continue its expansion both within China and globally through projects in New Zealand and partnerships with large dairy companies abroad.
Case Study on GE & Jack Welch success StoryAshis Kyal
Jack Welch led a two-decade transformation of GE through restructuring initiatives and an emphasis on performance. He focused the company on its most profitable business lines by selling over 200 businesses and making over 370 acquisitions. Welch also downsized GE's workforce significantly through job cuts and attrition. His strategies centralized command, removed layers of bureaucracy, and aimed to create a culture of innovation and responsiveness where employees at all levels could contribute ideas. Key initiatives included the boundaryless organization, six sigma quality improvement, and developing leaders through competency reviews and training. Overall, Welch significantly reshaped GE into a more competitive and efficient global conglomerate.
Nike ethics vs reputation in #me too eraNilesh Chugh
- Several senior women executives at Nike resigned due to workplace harassment. An internal survey found harassment cases that were ignored by HR. Parker terminated 11 executives but was criticized for protecting reputations over ethics.
- Female employees faced harassment, exclusion from promotions and product categories, and a "frat boy culture". HR ignored complaints and saw women as the problem.
- While Nike vowed changes, its growth declined as credibility issues arose from contradicting messages. A SWOT analysis found strengths in size but weaknesses in diversity and swift response to complaints.
Written in 1960, the article revolutionized the thought processes of business managers who were narrowly focused on the products they sold—they were short-sighted or myopic, as Levitt calls it.
It is important to define an industry by asking a simple question—“what business are we in?
To ensure growth, companies must define their business properly based on customer needs and desires. Businesses are actually customer satisfying institutions/entities.
my·o·pi·a
lack of imagination, foresight, or intellectual insight
Hindustan Unilever Limited (HUL) is India's largest Fast Moving Consumer Goods company touching the lives of two out of three Indians with over 35 brands. HUL aims to create a better future by helping people feel good, look good and get more out of life. It focuses on diversity and inclusion in its workforce of over 16,000 employees. HUL promotes organizational behavior through open communication, training programs, and motivating its employees by encouraging innovation, volunteering opportunities, and a focus on work life balance.
RR Kabel project report including company profile, pestle analysis, swot analysis, competitors and survey based on awareness and feedback of customers through questionnaire.
Whirlpool Corporation is a leading global manufacturer and marketer of major home appliances. It owns multiple appliance brands that are sold worldwide. Whirlpool focuses on product innovation and sustainability to strengthen its market position. Recent strategic initiatives include developing smart, connected appliances and reducing the environmental impact of manufacturing. While the home appliance industry was negatively impacted by the 2008 recession, sales have rebounded in recent years as the economy recovers.
YILI is the largest dairy company in China and Asia. It has over 60,000 employees, 75 production bases across China, and generates over $7 billion in annual revenue. YILI has numerous dairy product brands that serve different age groups, and holds the number one market share in China for liquid milk, yogurt, and ice cream. The company has received many honors and awards for its products, business operations, and social responsibility efforts. YILI looks to continue its expansion both within China and globally through projects in New Zealand and partnerships with large dairy companies abroad.
This document provides information about Philips and Matsushita (later Panasonic). It discusses how Philips became a leading consumer electronics company through building national organizations around the world and focusing on innovation. However, it struggled with high costs as it outsourced more manufacturing. Matsushita surpassed Philips by producing low-cost, high-quality standardized products and being a fast follower. Both companies struggled with changing their cultures and structures as international companies.
1. Dr. Narendran faces a dilemma in deciding how to commercialize a new herbo-mineral formulation developed by Dr. Ramkumar that treats cardiovascular issues.
2. The options are publishing the findings, licensing the product to a private firm, having IMC manufacture and market it, or entering a royalty agreement with an entrepreneur.
3. Licensing the product for a one-time fee of Rs. 50,000-75,000 is recommended as it fulfills IMC's objectives, provides the highest financial gain, and encourages further research.
The document discusses Michael Porter, a renowned expert in strategy and competitiveness. It provides biographical details on Porter, noting he was born in 1947 and received degrees from Princeton and Harvard. It also lists some of Porter's major awards and contributions, including defining concepts like competitive advantage, five forces analysis, and the value chain. The document then covers several of Porter's strategic frameworks and emphasizes the importance of having a clear and differentiated strategy that makes tough choices to compete successfully.
Cisco Systems is a large networking company founded in 1984 that generates over $40 billion in annual revenue. It has a dominant position in routers and switches with over 70% market share. However, competition from HP, Juniper, and others poses threats. Cisco's strengths include its strategic partnerships and acquisitions strategy, while weaknesses include lack of brand recognition in consumer markets and high prices. In the long term, Cisco aims to improve its position in consumer products and capitalize on opportunities in smart grid technology and cloud computing.
Change management is an approach to transitioning individuals, teams, and organizations from their current state to a desired future state. It involves managing the people-side of change using processes, tools, and techniques to achieve business goals. The typical change management process contains three phases - preparing for change, managing change through implementation, and reinforcing change to ensure it takes hold. This case study will examine how Toyota used change management for the first launch of one of their new vehicle models.
Project Shakti is HUL's initiative to increase rural distribution and provide income opportunities for women. It selects villages and recruits local women entrepreneurs called Shakti Ammas to sell HUL products door-to-door. Products are affordably priced in small packages. Shakti Ammas earn a commission on sales and make Rs. 1000-1500 per month on average. The program aims to cover 100,000 villages and 600 million consumers by 2010.
Distribution Management- Godrej Security Solutions Sohil Ghoghari
The document discusses Godrej & Boyce's distribution channel for its security products. It has 19 branches across India managed by zonal offices. Products reach consumers through company stores, distributors, retailers and e-commerce sites. There are gaps in inventory management and logistics. Retailers are mostly satisfied but want timely deliveries and increased margins. The channel manager coordinates between the company and partners to achieve sales targets and ensure customer satisfaction.
This document discusses the implementation of management information systems at Maruti Suzuki, the largest automobile manufacturer in India. It provides an overview of the Indian automobile industry and reasons for implementing MIS. It then discusses some of the key information systems implemented at Maruti Suzuki, including Hyperion for financial transactions, Oracle for purchasing, HR, and a customer interaction system. The document outlines problems faced prior to implementing an ERP system and benefits gained from its implementation.
Rajat Gupta was a corporate director at Goldman Sachs and McKinsey who was found guilty of 3 counts of securities fraud for relaying confidential boardroom information from Goldman Sachs to hedge fund manager Raj Rajaratnam at Galleon Group. Wiretaps revealed Gupta discussing Warren Buffett's investment in Goldman Sachs and the company's quarterly losses with Rajaratnam. Rajaratnam then traded on this insider information for profit. Gupta faced up to 20 years in prison but was ultimately sentenced to 2 years.
The presentation summarizes the internship of three MBA students at Batas Organization in Pokhara, Nepal. Batas Organization has 14 subsidiaries focused on automobiles, finance, energy, travel, and retail. The interns worked in HR, Mahindra sales, and ASB Automobiles sales departments, performing tasks like customer service, document preparation, and data entry. Key lessons included time management, accounting software skills, and the importance of discipline, punctuality, and cooperation in the workplace. Feedback for the organization and university was provided to improve internship guidance and coordination between parties.
The document discusses various growth strategies that companies can pursue, including internal growth strategies like market penetration, market development, and product development as well as external strategies like mergers & acquisitions, strategic alliances, and joint ventures. It defines key terms, compares different types of mergers and acquisitions, and discusses the benefits and challenges of joint ventures.
The document discusses Blue Ocean Strategy, including:
1) Definitions of strategy, tactics, and examples of strategy frameworks and tools. Blue Ocean Strategy is based on studying companies that created new demand through value innovation.
2) Renée Mauborgne and W. Chan Kim are introduced as the authors of Blue Ocean Strategy. Their research looked at what separated successful companies that created blue oceans from less successful competitors.
3) Key concepts of Blue Ocean Strategy are outlined, including creating uncontested market space to make the competition irrelevant, rather than competing head-to-head in existing red oceans. Analytical tools and frameworks for analysis and planning like the Strategy Canvas and Four Actions Framework are also introduced
The document is a chapter from a human resources textbook that discusses various strategic human resource challenges that companies face. It covers topics like the changing business environment, workforce trends, organizational challenges, and individual challenges for HR managers. It provides examples and discusses issues like globalization, technology changes, diversity, work-life balance, and matching the right people to jobs and organizations. It also questions test the reader's understanding of these challenges and how HR can address them.
This is a very brief PPT which gives an insight into the various issues that ONGC india was facing @ 2001 , the time when mr subir raha joined the company , and the various impetus as given by Mr raha which saw Ongc grow. It also looks into the various factors which led to Mr raha's dispute with the GOI.
BCG matrix,Activity mapping,Porter's Five forces,Blue Ocean strategy & core ...Sarad
This presentation consists of the overall analysis of Havell's India Limited By considering these Fundamentals like BCG matrix,Strategic Activity mapping of its operations,Porter's five forces, Blue Ocean Strategy.
The document analyzes Apple's decreasing smartphone market share and discusses recommendations to address key issues. It performs an internal and external analysis of Apple's strengths, weaknesses, opportunities, and threats. To address being the #2 smartphone maker behind Samsung, the document recommends focusing marketing on India, the world's fastest growing smartphone market. To address losing its tech advantage, it recommends acquiring Lytro, a camera company, to implement its light field technology in iPhones. The recommendations include negotiating with Lytro in 2013, manufacturing iPhones in Indian factories in 2014, and acquiring Lytro for $20 million plus a premium in 2015 while attacking the Indian market.
The document provides an overview of ITC Limited, a diversified company in India. It discusses ITC's various business segments including cigarettes, food, personal care, hotels, paper, and agribusiness. It also summarizes ITC's financial performance in recent years, showing increasing revenues and profits across most business segments. Finally, it attempts to suggest future strategies for ITC, such as further diversifying away from tobacco into non-tobacco FMCG and agriculture through mergers and acquisitions.
The document summarizes the four phases of an effective persuasion campaign for organizational change: (1) Setting the stage to convince employees change is needed, (2) Creating a frame to help employees understand plans, (3) Managing mood by balancing good and bad news, and (4) Reinforcing good habits. It provides an example of Beth Israel Deaconess Medical Center's turnaround led by Paul Levy, who used these phases to successfully implement changes and turn a $50 million annual loss into profitability.
This document summarizes a study report on the supply chain operations of Haier appliances' warehouse in Hyderabad. The main objectives of the study were to understand the warehouse's supply chain operations, cost control measures, distribution network, and inbound/outbound operations. It also aimed to analyze the role of third-party logistics in Haier's warehouse operations. Key findings include that Haier uses a third-party for transportation, warehouse management, and staffing. The warehouse supplies dealers across Telangana based on sales planning. Suggestions focus on optimizing warehouse space, reducing truck detention times, and controlling inter-branch stock transfers.
Haier is a Chinese appliance manufacturer that was founded in 1984 and has become the top appliance brand in China and fourth largest in the world. The company was started by Zhang Ruimin who took over a failing refrigerator factory. Through a focus on quality and technology improvements, Haier was able to become the dominant brand in China. In the late 1990s and 2000s, Haier pursued an international expansion strategy, first focusing on difficult markets like Europe and the US before expanding globally. Through acquisitions and establishing local operations, Haier has been able to grow significantly internationally and now generates around 30% of revenue overseas.
This document provides information about Philips and Matsushita (later Panasonic). It discusses how Philips became a leading consumer electronics company through building national organizations around the world and focusing on innovation. However, it struggled with high costs as it outsourced more manufacturing. Matsushita surpassed Philips by producing low-cost, high-quality standardized products and being a fast follower. Both companies struggled with changing their cultures and structures as international companies.
1. Dr. Narendran faces a dilemma in deciding how to commercialize a new herbo-mineral formulation developed by Dr. Ramkumar that treats cardiovascular issues.
2. The options are publishing the findings, licensing the product to a private firm, having IMC manufacture and market it, or entering a royalty agreement with an entrepreneur.
3. Licensing the product for a one-time fee of Rs. 50,000-75,000 is recommended as it fulfills IMC's objectives, provides the highest financial gain, and encourages further research.
The document discusses Michael Porter, a renowned expert in strategy and competitiveness. It provides biographical details on Porter, noting he was born in 1947 and received degrees from Princeton and Harvard. It also lists some of Porter's major awards and contributions, including defining concepts like competitive advantage, five forces analysis, and the value chain. The document then covers several of Porter's strategic frameworks and emphasizes the importance of having a clear and differentiated strategy that makes tough choices to compete successfully.
Cisco Systems is a large networking company founded in 1984 that generates over $40 billion in annual revenue. It has a dominant position in routers and switches with over 70% market share. However, competition from HP, Juniper, and others poses threats. Cisco's strengths include its strategic partnerships and acquisitions strategy, while weaknesses include lack of brand recognition in consumer markets and high prices. In the long term, Cisco aims to improve its position in consumer products and capitalize on opportunities in smart grid technology and cloud computing.
Change management is an approach to transitioning individuals, teams, and organizations from their current state to a desired future state. It involves managing the people-side of change using processes, tools, and techniques to achieve business goals. The typical change management process contains three phases - preparing for change, managing change through implementation, and reinforcing change to ensure it takes hold. This case study will examine how Toyota used change management for the first launch of one of their new vehicle models.
Project Shakti is HUL's initiative to increase rural distribution and provide income opportunities for women. It selects villages and recruits local women entrepreneurs called Shakti Ammas to sell HUL products door-to-door. Products are affordably priced in small packages. Shakti Ammas earn a commission on sales and make Rs. 1000-1500 per month on average. The program aims to cover 100,000 villages and 600 million consumers by 2010.
Distribution Management- Godrej Security Solutions Sohil Ghoghari
The document discusses Godrej & Boyce's distribution channel for its security products. It has 19 branches across India managed by zonal offices. Products reach consumers through company stores, distributors, retailers and e-commerce sites. There are gaps in inventory management and logistics. Retailers are mostly satisfied but want timely deliveries and increased margins. The channel manager coordinates between the company and partners to achieve sales targets and ensure customer satisfaction.
This document discusses the implementation of management information systems at Maruti Suzuki, the largest automobile manufacturer in India. It provides an overview of the Indian automobile industry and reasons for implementing MIS. It then discusses some of the key information systems implemented at Maruti Suzuki, including Hyperion for financial transactions, Oracle for purchasing, HR, and a customer interaction system. The document outlines problems faced prior to implementing an ERP system and benefits gained from its implementation.
Rajat Gupta was a corporate director at Goldman Sachs and McKinsey who was found guilty of 3 counts of securities fraud for relaying confidential boardroom information from Goldman Sachs to hedge fund manager Raj Rajaratnam at Galleon Group. Wiretaps revealed Gupta discussing Warren Buffett's investment in Goldman Sachs and the company's quarterly losses with Rajaratnam. Rajaratnam then traded on this insider information for profit. Gupta faced up to 20 years in prison but was ultimately sentenced to 2 years.
The presentation summarizes the internship of three MBA students at Batas Organization in Pokhara, Nepal. Batas Organization has 14 subsidiaries focused on automobiles, finance, energy, travel, and retail. The interns worked in HR, Mahindra sales, and ASB Automobiles sales departments, performing tasks like customer service, document preparation, and data entry. Key lessons included time management, accounting software skills, and the importance of discipline, punctuality, and cooperation in the workplace. Feedback for the organization and university was provided to improve internship guidance and coordination between parties.
The document discusses various growth strategies that companies can pursue, including internal growth strategies like market penetration, market development, and product development as well as external strategies like mergers & acquisitions, strategic alliances, and joint ventures. It defines key terms, compares different types of mergers and acquisitions, and discusses the benefits and challenges of joint ventures.
The document discusses Blue Ocean Strategy, including:
1) Definitions of strategy, tactics, and examples of strategy frameworks and tools. Blue Ocean Strategy is based on studying companies that created new demand through value innovation.
2) Renée Mauborgne and W. Chan Kim are introduced as the authors of Blue Ocean Strategy. Their research looked at what separated successful companies that created blue oceans from less successful competitors.
3) Key concepts of Blue Ocean Strategy are outlined, including creating uncontested market space to make the competition irrelevant, rather than competing head-to-head in existing red oceans. Analytical tools and frameworks for analysis and planning like the Strategy Canvas and Four Actions Framework are also introduced
The document is a chapter from a human resources textbook that discusses various strategic human resource challenges that companies face. It covers topics like the changing business environment, workforce trends, organizational challenges, and individual challenges for HR managers. It provides examples and discusses issues like globalization, technology changes, diversity, work-life balance, and matching the right people to jobs and organizations. It also questions test the reader's understanding of these challenges and how HR can address them.
This is a very brief PPT which gives an insight into the various issues that ONGC india was facing @ 2001 , the time when mr subir raha joined the company , and the various impetus as given by Mr raha which saw Ongc grow. It also looks into the various factors which led to Mr raha's dispute with the GOI.
BCG matrix,Activity mapping,Porter's Five forces,Blue Ocean strategy & core ...Sarad
This presentation consists of the overall analysis of Havell's India Limited By considering these Fundamentals like BCG matrix,Strategic Activity mapping of its operations,Porter's five forces, Blue Ocean Strategy.
The document analyzes Apple's decreasing smartphone market share and discusses recommendations to address key issues. It performs an internal and external analysis of Apple's strengths, weaknesses, opportunities, and threats. To address being the #2 smartphone maker behind Samsung, the document recommends focusing marketing on India, the world's fastest growing smartphone market. To address losing its tech advantage, it recommends acquiring Lytro, a camera company, to implement its light field technology in iPhones. The recommendations include negotiating with Lytro in 2013, manufacturing iPhones in Indian factories in 2014, and acquiring Lytro for $20 million plus a premium in 2015 while attacking the Indian market.
The document provides an overview of ITC Limited, a diversified company in India. It discusses ITC's various business segments including cigarettes, food, personal care, hotels, paper, and agribusiness. It also summarizes ITC's financial performance in recent years, showing increasing revenues and profits across most business segments. Finally, it attempts to suggest future strategies for ITC, such as further diversifying away from tobacco into non-tobacco FMCG and agriculture through mergers and acquisitions.
The document summarizes the four phases of an effective persuasion campaign for organizational change: (1) Setting the stage to convince employees change is needed, (2) Creating a frame to help employees understand plans, (3) Managing mood by balancing good and bad news, and (4) Reinforcing good habits. It provides an example of Beth Israel Deaconess Medical Center's turnaround led by Paul Levy, who used these phases to successfully implement changes and turn a $50 million annual loss into profitability.
This document summarizes a study report on the supply chain operations of Haier appliances' warehouse in Hyderabad. The main objectives of the study were to understand the warehouse's supply chain operations, cost control measures, distribution network, and inbound/outbound operations. It also aimed to analyze the role of third-party logistics in Haier's warehouse operations. Key findings include that Haier uses a third-party for transportation, warehouse management, and staffing. The warehouse supplies dealers across Telangana based on sales planning. Suggestions focus on optimizing warehouse space, reducing truck detention times, and controlling inter-branch stock transfers.
Haier is a Chinese appliance manufacturer that was founded in 1984 and has become the top appliance brand in China and fourth largest in the world. The company was started by Zhang Ruimin who took over a failing refrigerator factory. Through a focus on quality and technology improvements, Haier was able to become the dominant brand in China. In the late 1990s and 2000s, Haier pursued an international expansion strategy, first focusing on difficult markets like Europe and the US before expanding globally. Through acquisitions and establishing local operations, Haier has been able to grow significantly internationally and now generates around 30% of revenue overseas.
An analysis of the impact of total quality management on employee performance...nihad341
This document provides an overview of a research study analyzing the impact of total quality management (TQM) on employee performance at McDonald's in the UK. The study aims to assess TQM dimensions and their role in improving employee performance. It will use interviews, surveys, and financial data from McDonald's to analyze the relationship between TQM practices like management commitment, training, and employee focus, and indicators of employee performance. The research design is exploratory in nature, using random sampling of 150 employees and customers each from 10 McDonald's locations. Limitations include potential bias in qualitative data and not assessing all McDonald's stores.
Haier presentation Taking Chinese company GlobalAniqa Komal
Haier is a Chinese appliance manufacturer that was founded in 1984 and has become the largest in China and 4th largest globally. The company was started by Zhang Ruimin who took over a failing refrigerator factory. Under his leadership, Haier focused on quality, diversified its product range through acquisitions, and has pursued international expansion aggressively since 1999. Key to Haier's success has been its organizational culture that emphasizes problem solving, innovation driven by customer needs, and rapid product development. The company also stresses social responsibility through various charitable initiatives. To sustain its growth, Haier should continue emphasizing its brands abroad while innovating and promoting its status as a Chinese company at home.
This document is a literature review on total quality management (TQM) as an organizational culture in local government. It discusses the meaning, definition, history and importance of TQM and its relationship to ISO 9000 standards. It also examines how TQM principles can be applied differently in business versus government contexts. The review analyzes TQM's potential to help governmental organizations improve service quality and meet public needs by transforming organizational culture and continually improving processes. Challenges to quality in the public sector discussed include inherent monopolies reducing competition and incentives for improvement. The literature suggests TQM can help address these issues and serve as a strategy for public entities to exceed customer expectations.
This document analyzes the social media presence and engagement of major US health insurance companies in September 2014. Blue Cross Blue Shield had the most Facebook fans and YouTube subscribers. Kaiser Permanente had the most Twitter followers. Aetna's post encouraging people to share fitness photos received the highest activation rate on Facebook. Blue Cross Blue Shield's post about making a bug-repelling candle received the most retweets. Cigna's video of its foundation director taking the ALS Ice Bucket Challenge received the most YouTube views that month.
Hiring time-vs-money a better more affordable way to Hire.Jamilah N. Lawry
I am an independent recruiter working with RecruitLoop, a curated community of professional recruiters who help companies hire faster and smarter. RecruitLoop connects professional recruiters with clients who have hiring needs and the recruiter bills by the hour. We save our clients 80% from traditional fees.
Our approach enables clients to have as little or as much involvement in the recruitment process as they wish.
Would you have time to jump on a quick call to chat about your hiring needs?
Thanks,
Jamilah Lawry
The document provides 4 essential marketing tips: 1) Know your audience in depth to better sell your product or service. 2) Create a strategic marketing plan with goals and steps to achieve them. 3) Observe other successful and less successful marketing companies to learn what works. 4) Hire a passionate and knowledgeable marketing team through an extensive interview process. The tips are meant to help gain publicity and attract customers for a business or product.
This document provides guidance on content marketing strategies on a shoestring budget. It recommends analyzing target audiences and competitors, creating a content framework based on upcoming trends and hooks, generating ideas using brainstorming techniques, producing content by hiring freelancers, and promoting content through outreach to journalists and bloggers. The focus is on curating existing content to create listicles, mindmaps, flowcharts and DIY infographics to earn links from referring domains on a low budget.
What to Look for When Hiring a B2B Content Marketing AgencyMike Pitt
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive functioning. Exercise causes chemical changes in the brain that may help protect against mental illness and improve symptoms.
The document discusses a report from Invoca about how call intelligence technology allows marketers to analyze phone call data. The report analyzed over 100 customers across several industries. It found that using call intelligence, marketers increased call volumes by 28% on average in 2014 by understanding when and why people were calling. Marketers also improved lead quality by understanding which campaigns drove calls and conversions. Marketers using call intelligence exceeded ROI goals by achieving a 47% increase in revenue from phone calls year-over-year.
Atos - The Future of Work - InfographicParis, Bezons
The latest technological trends and developments, as well as the growing prevalence of millennials, are impacting the world of work. In a recent series we explored the future of work, from how companies can thrive in the digital workplace to the ways we’ll be working in 2020 and the different types of organisation we can expect to see.
Read the story on the Ascent Website: http://ascent.atos.net/ready-future-work/
Beyond Pricing takes a look at occupancy in London to illustrate how supply and demand of Airbnbs in London is always changing and highlights how day of week, seasonality, and local events affect the pricing strategy for Airbnbs.
KFC uses various Total Quality Management techniques to ensure consistent quality and customer satisfaction. These include benchmarking processes against competitors, involving employees in quality initiatives, and continuously improving operations. Some specific TQM methods applied are Six Sigma to identify and measure processes, JIT to reduce cycle times, HACCP for food safety management, and ISO 9001 certification. Implementing these TQM practices throughout all levels of the organization helps KFC maintain its competitive edge.
Celebrities Who Have Lived with Mental IllnessCary Byrd
They are more than just a pretty voice, an acting talent, or a brilliant mind. Many celebrities and well-known people of today and throughout history struggle with mental illness, and relatively few people know, even with these individuals living in the public eye. These influential individuals lead incredibly successful lives regardless of having to live with what can sometimes be crippling illnesses.
Over 43 million Americans battle with some form of mental illness; fortunately, there are ways that people can cope with their illnesses and lead successful lives instead of allowing their illnesses to control them.
Living with a mental illness does not mean that an individual’s abilities are limited. These celebrities of past and present are proof that great things are possible.
The document discusses the results of a survey on recruiting healthcare professionals. It finds that healthcare professionals are increasingly looking for new jobs and learning about openings through social media and professional events. The top attributes they want in recruiters are transparency, being proactive, and understanding the medical field. While compensation is important, culture and mission are also strong motivators. The document presents a case study of Mercy Health System that has successfully used Glassdoor to attract candidates and lower costs compared to traditional advertising.
This presentation discusses the Satyam accounting scandal. It provides background on Satyam, describing it as a large, successful Indian IT company. It then summarizes what happened in the scandal, including the CEO confessing to creating fake invoices of 71.36 billion rupees. The presentation analyzes how the scandal occurred, noting the CEO created the fraud and the auditors from PwC failed to detect fake cash accounts. It raises questions about the roles of investors, the board, government, and accounting standards in preventing such a scandal.
The document provides details about Whirlpool Corporation's initiatives to develop innovation as a core competency. It summarizes that Whirlpool faced stagnation in the late 1990s due to a lack of innovative products. It hired a consultancy firm to help establish an innovation culture and trained employees as innovation coaches and mentors. The results of these organizational development efforts showed in consistent revenue growth since 2002 and innovative products accounting for $800 million in sales in 2005, up from $10 million in 2001.
A Sharing of Gary Hamel's Book
Part 1: Facing up to the revolution
Part 2: Finding the revolution
Part 3: Igniting the revolution
Part 4: Sustaining the revolution
The end of bureaucracy Introduction Haier, based in Qingdao, Chi.pdfadwitanokiastore
The end of bureaucracy
Introduction
Haier, based in Qingdao, China, is currently the worlds largest appliance maker. With revenue
of $35 billion, it competes with household names such as Whirlpool, LG and Electrolux.
Haiers success is the result of a root-and-branch overhaul of its once-traditional management
model. Having long viewed bureaucracy as a competitive liability, Zhang Ruimin, Haiers CEO,
has for a decade led an effort to build a company where everyone is directly accountable to
customers. Employees are energetic entrepreneurs, and an open ecosystem of users, inventors
and partners replaces formal hierarchy.
1. From monolithic businesses to micro-enterprises
Large corporations often consist of a few dominant businesses, each with its own orthodoxy
about strategy, customers and technology.
These tightly integrated entities and their monocultures make a company vulnerable to
unconventional competitors and blind it to new kinds of opportunities. To avoid that risk, Haier
has divided itself into more than 4 000 micro-enterprises (MEs), most of which have 10 to 15
employees. To be sure, some MEs, particularly in manufacturing, have larger payrolls, but even
in them, decisions are made by small autonomous teams.
MEs are key to Zhangs goal of building the worlds first company for the internet age. MEs are
free to form and evolve with little central direction, but they all share the same approach to
target-setting, internal contracting, and cross-unit coordination.
2. From incremental goals to leading targets
In most organisations, there is little that supports bold thinking and doing. Not so at Haier.
Every ME is charged with pursuing ambitious goals for growth and transformation, known
internally as leading targets. Rather than taking last years performance as a starting point,
objectives are set outside in. A dedicated research unit collects product-by-product statistics on
market growth rates around the world and then uses that data to establish targets for the MEs.
3. From internal monopolies to internal contracting
In most organisations, a significant percentage of employees are insulated from market forces.
They work in functions that are, in essence, internal monopolies, such as human resources,
research and development, manufacturing, finance, information technology, and legal affairs.
However inept or inefficient these internal providers may be, they cannot be fired by the units
they serve. At Haier, every ME is free to buy services, or not, from other MEs. (If an ME
believes that an external provider would better meet its needs, it can go outside for services.)
Senior executives virtually never interfere with internal negotiations.
4. From top-down coordination to voluntary collaboration
How does a company with more than 4 000 independent operating units synchronise major
investments in technology and facilities? How does it build cross-business capabilities such as
manufacturing automation?
Haier has a different approach: organ.
Companies that have prospered over long periods of time through multiple product life cycles and several generations of leadership. six years of intensive, qualitative research on what makes winning companies exceptional and different including their practices and habits.
This document summarizes a report on finding new business opportunities for strategic growth. It discusses how identifying new opportunities is challenging but important for companies. It presents a framework called the "New Business Traffic Lights" to help screen opportunities. The framework evaluates opportunities based on their potential value advantage, profit pool, leadership quality, and impact on existing businesses. The report applies this framework to case studies of companies that successfully expanded into new areas.
Corporate entrepreneurship refers to entrepreneurial behavior within existing organizations. It includes activities such as internal corporate venturing, intrapreneurship, and bending industry rules. Large companies are increasingly pursuing corporate entrepreneurship to drive innovation and growth, as standalone startups were once able to provide. Examples of successful corporate entrepreneurship initiatives include new product lines developed within Apple and Amazon bending traditional business models.
This document discusses entrepreneurial leadership style. It defines entrepreneurship and introduces entrepreneurial leadership as focusing on turning problems into economic and social opportunities by navigating uncertainty. It is appropriate when markets are declining, exploring new products/services, or requiring risk-taking and imaginative followers. Consequences include potential failure but also innovative products and job creation. Effective entrepreneurial leaders are passionate visionaries willing to take risks, as exemplified by Steve Jobs, Bill Gates, and Walt Disney.
Ikea - A case study in stimulating innovation and changeAnkit Uttam
IKEA is used as a case study of a company that successfully stimulates innovation and change. IKEA communicates its innovation strategy widely and partners everyone in developing the strategy. Some innovations IKEA has implemented include popup advertising, moving showrooms, and storage balconies. In contrast, Kodak failed to inject innovations into its products and lost market share as a result. The document outlines six ways companies can stimulate innovation, such as being open to new ideas, uncovering change champions, and allowing occasional failures by taking risks. Barriers to innovation include inadequate funding, closed-mindedness, and inflexible processes.
Here are a few key points on the importance of core competencies for an organization:
- Core competencies allow an organization to differentiate itself from competitors. They provide a
unique value or capability that is difficult for others to replicate. This can give the organization a
sustainable competitive advantage.
- Core competencies enable an organization to adapt to changing market conditions and customer
needs. They represent skills and knowledge that can be leveraged across multiple business areas.
- Developing and maintaining core competencies is important for long-term growth and success.
They underpin the organization's strategy and ability to enter new markets or develop new product
lines.
- Core competencies improve efficiency and reduce costs. They become
The document summarizes key chapters from the book "Built to Last" by Jim Collins. It discusses that visionary companies are built to last far beyond single leaders or products by carefully preserving their core ideology while continuously driving progress. They develop cult-like cultures around their ideology and grow management from within rather than hiring outsiders. Visionary companies also pursue ambitious long-term goals and continually try new approaches to improve.
The document discusses Kelly Services' efforts to foster a culture of innovation through assessing its current innovation capabilities and cultural traits.
[1] Kelly partnered with NC State's Center for Innovation Management Studies (CIMS) to administer surveys to better understand its innovation management maturity and cultural factors. The surveys assessed innovation competencies, management dimensions, and nine cultural traits known to indicate an innovative organization.
[2] The results highlighted Kelly's strengths and weaknesses in innovation management. To address gaps, the Office of Innovation took several actions like establishing an internal innovation community, recruiting innovation champions, creating an idea submission process, and linking innovation to new product development.
[3] A follow-up survey in 2014 showed gains
How to cook up meaningful innovation with an innovation lab.
The way businesses need to organize and behave has fundamentally shifted. Across industries, companies, and organizational functions, we have heard many of the world’s most innovative companies echo the same challenge: businesses must urgently embrace a more nimble and entrepreneurial approach in order to stay competitive. We call this challenge of how big companies can leverage scale while staying innovative “big entrepreneurship.” Incubating Innovation is one of five pieces in our report, Big Entrepreneurship, aimed at deconstructing some of the complex challenges around big entrepreneurship and provide actionable insights for business leaders.
This report was created by Fahrenheit 212, a global innovation strategy and design firm. We define innovation strategies and develop new products, services, and experiences that create sustainable, profitable growth for our clients. We challenge the belief that innovation is inherently unreliable and have spent the last decade designing the method, building the model, and assembling the minds to make innovation a predictable driver of growth for our clients' businesses.
Strategy is not complex. But it is hard. It’s hard because it forces people and organizations to make
specific choices about their future—something that doesn’t happen in most companies. Dr .Mahboob
Khan
This document provides details on 25 leading corporate incubators from around the world. It examines each incubator's focus industry, founding company, activities, entrepreneurship model, and type of innovation pursued. Brief descriptions are provided for each incubator, including their mission statements and notable startups generated. The incubators cover a wide range of industries like aviation, banking, retail, healthcare, automotive, and technology. They pursue both radical and core innovations that are adjacent to their parent companies' businesses. The document aims to provide insights on how corporations are using incubators as an innovation strategy.
The document outlines how large enterprises can adopt practices from lean startups to stay innovative and competitive. It discusses how Amgen created a new Advanced Device Technology team with a lean, startup-like approach to prioritize projects based on overall company value rather than individual product timelines. The team focuses on understanding Amgen's portfolio and delivery needs to develop technologies that drive company-wide value. The document argues that enterprises need to emulate lean startup qualities like flexibility, fast decision making, and a willingness to disrupt themselves in order to compete against newer, more agile competitors.
GROWTH AT WORK: The Benefits of Building Entrepreneurial Environmentsled4lgus
Entrepreneurial environments within organizations provide significant benefits. They stretch organizations beyond traditional boundaries, empowering them to create new market opportunities and mobilize resources accordingly. Entrepreneurial companies motivate employees to take calculated risks and pursue new ideas. While barriers to developing entrepreneurial cultures exist, organizations can overcome them by focusing on direction, architecture, and behaviors. Effective strategies include leadership commitment, incentives, employee flexibility, embracing failures, and workspace design. Leaders who champion entrepreneurship and provide resources for new ideas can foster the collaborative risk-taking cultures that enable breakthrough innovation.
The document discusses the importance of innovation as a core business concept. It argues that while most companies say they are committed to innovation, few can clearly describe their innovation systems. There is a mismatch between what companies say about innovation and what they actually do. The document encourages managers to take a broader view of innovation beyond just new products or services. True innovation requires rethinking the entire business model and all of its design variables. Companies must question their current business concepts and look for innovative ideas from across the organization to gain a competitive advantage.
This document discusses developing new business ideas. It covers characteristics of successful entrepreneurs, identifying business opportunities by finding gaps in the market and consumer needs. It also discusses evaluating business opportunities through research and determining market demand. Additionally, it addresses economic considerations, financing options, measuring potential success through sales estimates and profits, and putting the business idea into practice with a business plan. The document provides resources for further reading and research on business topics.
This document discusses management innovation. It begins by asking why management innovation matters and provides examples of companies like GE, DuPont, and Procter & Gamble that demonstrated innovative management practices. It defines management innovation as a significant change to how management work is performed. The document then discusses how to become a management innovator, including committing to big problems, searching for new principles, deconstructing orthodoxies, and exploiting analogies. Overall, the document promotes management innovation as a way for companies to gain competitive advantages.
Similaire à Success based on five foundations | London Business School (20)
Kuwait Petroleum Corporation: Transforming leadership for 2030 and beyondLondon Business School
This case study explores the custom programme developed by London Business School for the Kuwait Petroleum Corporation in conjunction with the National Technology Enterprises Company Kuwait. The study examines the scale and accomplishments of the programme, as well as the unique tripartite collaboration between the three key stakeholders that delivered its success.
Together, Microsoft and London Business School created The Public Sector Course: a customised programme, tailoring a Massive Open Online Course (MOOC) model for Microsoft’s public sellers specifically. The programme aims to empower participants to build trust and credibility with customers.
Learn more about our customised programmes: https://www.london.edu/programmes/executive-education/topic/executive-education-for-organisations/custom-programmes
Insight Summit 2017: Intelligent Risk Taking - Active vs passive investing
Active vs. passive – practitioner perspectives - Tim Hodgson, Head of the Thinking Ahead Institute, Willis Towers Watson
Presented at the third annual Insight Summit conference held on 7 November 2017 by London Business School’s AQR Asset Management Institute.
Insight Summit 2017: Intelligent Risk Taking
Portfolio construction today - Cliff Asness, Managing & Founding Principal, AQR Capital Management
Presented at the third annual Insight Summit conference held on 7 November 2017 by London Business School’s AQR Asset Management Institute.
Partners Capital is an investment management firm that provides its view of the future of private equity investing over the next 5 years based on historical trends and forecasts. It projects that private equity assets under management will increase from $4.5 trillion to $6 trillion from 2017 to 2021 as committed but uncalled capital grows 80% and net asset value increases due to strong returns. It also examines projected returns for large cap buyout funds under different earnings growth and valuation scenarios, finding returns of 6.7-12% are possible. The document provides context and sources for its projections primarily using data from Preqin and the firm's own models.
Insight Summit 2017: Intelligent Risk Taking - Active vs passive investing
Risk taking the ATP way - Kasper Lorenzen, Chief Investment Officer, ATP
Presented at the third annual Insight Summit conference held on 7 November 2017 by London Business School’s AQR Asset Management Institute.
Insight Summit 2017: Intelligent Risk Taking - Active vs passive investing
Is factor investing a bubble? - René M. Stulz, Everett D. Reese Chair of Banking and Monetary Economics, Ohio State University
Presented at the third annual Insight Summit conference held on 7 November 2017 by London Business School’s AQR Asset Management Institute.
Insight Summit 2017: Intelligent Risk Taking - Active vs passive investing
Sharpening the Arithmetic of Active Management - Lasse Pedersen, Professor of Finance, Copenhagen Business School and NYU; and Principal, AQR Capital Management
Presented at the third annual Insight Summit conference held on 7 November 2017 by London Business School’s AQR Asset Management Institute.
Insight Summit 2017: Intelligent Risk Taking - Active vs passive investing
Money management in equilibrium - Jonathan Berk, A.P. Giannini Professor of Finance, Graduate School of Business, Stanford University
Presented at the third annual Insight Summit conference held on 7 November 2017 by London Business School’s AQR Asset Management Institute.
The ten commandments of business innovation | London Business SchoolLondon Business School
From his new book Breaking Bad Habits, LBS's Freek Vermeulen explores the ten commandments your business must follow to reinvigorate your organisation.
http://www.freekvermeulen.com/
Corporate Governance Through Voice and Exit: Evidence from Standard Life Inve...London Business School
This document summarizes a study conducted by Marco Becht, Julian Franks, and Hannes Wagner on the corporate governance practices of Standard Life Investments (SLI), a large UK asset manager. The study analyzes SLI's stewardship activities like engagement with portfolio companies, issuing of governance health warnings, and influence of internal analyst recommendations on fund manager decisions. The results show that SLI has significant stewardship engagement, governance health warnings correlate with more active voice and eventual exit, and negative voting by SLI tends to precede increased likelihood of exit from investments.
Find out how Smurfit Kappa partnered with London Business School to design two precisely calibrated learning journeys that transformed participants from two distinct strands of leadership.
Systemic Risk in the Asset Management Industry - Michael Mendelson, Principal, AQR Capital Management
Presented at the AQR Asset Management Institute conference, Perspectives: Systemic Risk in Asset Management held on 26 April 2017 at London Business School.
Myths and Realities of ETFs and Index Investing - Ananth Madhavan, Managing Director, Global Head of Research for ETF and Index Investing, BlackRock
Presented at the AQR Asset Management Institute conference, Perspectives: Systemic Risk in Asset Management held on 26 April 2017 at London Business School.
Presented at the AQR Asset Management Institute conference, Perspectives: Systemic Risk in Asset Management held on 26 April 2017 at London Business School.
Together with London Business School (LBS), Nordea created the Strategic Leadership Programme to empower its next-generation leaders to: think strategically about the future and about customers; align functions and strategies to the overarching Nordea Future Relationship Bank Strategy; and build trust across the whole business.
Learn more about our customised programmes: http://bit.ly/2mzsMM5
Dan Cable recommends five books that can help people improve themselves and become better leaders. The books discuss developing optimism, changing one's mindset, forming good habits, and learning how small psychological changes can reshape one's perspective. Cable believes leaders must strive to better themselves through ideas in books that prompt self-reflection on improving one's character.
Unveiling the Dynamic Personalities, Key Dates, and Horoscope Insights: Gemin...my Pandit
Explore the fascinating world of the Gemini Zodiac Sign. Discover the unique personality traits, key dates, and horoscope insights of Gemini individuals. Learn how their sociable, communicative nature and boundless curiosity make them the dynamic explorers of the zodiac. Dive into the duality of the Gemini sign and understand their intellectual and adventurous spirit.
Brian Fitzsimmons on the Business Strategy and Content Flywheel of Barstool S...Neil Horowitz
On episode 272 of the Digital and Social Media Sports Podcast, Neil chatted with Brian Fitzsimmons, Director of Licensing and Business Development for Barstool Sports.
What follows is a collection of snippets from the podcast. To hear the full interview and more, check out the podcast on all podcast platforms and at www.dsmsports.net
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Zodiac Signs and Food Preferences_ What Your Sign Says About Your Tastemy Pandit
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Top 10 Free Accounting and Bookkeeping Apps for Small BusinessesYourLegal Accounting
Maintaining a proper record of your money is important for any business whether it is small or large. It helps you stay one step ahead in the financial race and be aware of your earnings and any tax obligations.
However, managing finances without an entire accounting staff can be challenging for small businesses.
Accounting apps can help with that! They resemble your private money manager.
They organize all of your transactions automatically as soon as you link them to your corporate bank account. Additionally, they are compatible with your phone, allowing you to monitor your finances from anywhere. Cool, right?
Thus, we’ll be looking at several fantastic accounting apps in this blog that will help you develop your business and save time.
NIMA2024 | De toegevoegde waarde van DEI en ESG in campagnes | Nathalie Lam |...BBPMedia1
Nathalie zal delen hoe DEI en ESG een fundamentele rol kunnen spelen in je merkstrategie en je de juiste aansluiting kan creëren met je doelgroep. Door middel van voorbeelden en simpele handvatten toont ze hoe dit in jouw organisatie toegepast kan worden.
Discover timeless style with the 2022 Vintage Roman Numerals Men's Ring. Crafted from premium stainless steel, this 6mm wide ring embodies elegance and durability. Perfect as a gift, it seamlessly blends classic Roman numeral detailing with modern sophistication, making it an ideal accessory for any occasion.
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HOW TO START UP A COMPANY A STEP-BY-STEP GUIDE.pdf46adnanshahzad
How to Start Up a Company: A Step-by-Step Guide Starting a company is an exciting adventure that combines creativity, strategy, and hard work. It can seem overwhelming at first, but with the right guidance, anyone can transform a great idea into a successful business. Let's dive into how to start up a company, from the initial spark of an idea to securing funding and launching your startup.
Introduction
Have you ever dreamed of turning your innovative idea into a thriving business? Starting a company involves numerous steps and decisions, but don't worry—we're here to help. Whether you're exploring how to start a startup company or wondering how to start up a small business, this guide will walk you through the process, step by step.
Navigating the world of forex trading can be challenging, especially for beginners. To help you make an informed decision, we have comprehensively compared the best forex brokers in India for 2024. This article, reviewed by Top Forex Brokers Review, will cover featured award winners, the best forex brokers, featured offers, the best copy trading platforms, the best forex brokers for beginners, the best MetaTrader brokers, and recently updated reviews. We will focus on FP Markets, Black Bull, EightCap, IC Markets, and Octa.
Best practices for project execution and deliveryCLIVE MINCHIN
A select set of project management best practices to keep your project on-track, on-cost and aligned to scope. Many firms have don't have the necessary skills, diligence, methods and oversight of their projects; this leads to slippage, higher costs and longer timeframes. Often firms have a history of projects that simply failed to move the needle. These best practices will help your firm avoid these pitfalls but they require fortitude to apply.
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Hamster Kombat' Telegram Game Surpasses 100 Million Players—Token Release Sch...
Success based on five foundations | London Business School
1. SUCCESS BASED ON
The world’s biggest white
goods manufacturer, Haier,
has become a benchmark
of innovative management.
Its success is based on
five foundations.
FIVE FOUNDATIONS
2. 2
Case study
The challenge of change is to instigate it from a position
of strength. Repeatedly companies attempt to change
things as their performance deteriorates. Not Haier.
Indeed, the more successful it has become, the greater
its apparent appetite for change.
CHANGE THEN CHANGE AGAIN1
3. 3
Case study
During the ‘80s, Haier built its
brand. In the ‘90s, it diversified
and thereafter localised R&D,
manufacturing and marketing.
Using technology, today it aims
to build a collaborative win-win
networked ecosystem.
CHANGE THEN CHANGE AGAIN – THE HAIER HOW
4. 4
Case study
Self-managed teams are the dynamos of constant
change at Haier. It’s thought that they create
organisational mess, a chaotic free-for-all of talent
and ideas. But this is the point at Haier: innovation
and leading-edge thinking is not a tidy business.
SMALL, SELF-MANAGED TEAMS2
5. 5
Case study
Haier’s 80,000 or so
employees have been
reorganised into over
2,000 self-organising units,
creating competition,
but also fuelling
entrepreneurship.
5
SMALL, SELF-MANAGED TEAMS – THE HAIER HOW
6. 6
Case study
“If, in the past, the mission of a company was to create
customers, today the mission should be to engage
customers from end-to-end,” said Zhang Ruimin, Haier’s
chairman. “The bosses are not customers, why should
the workers listen to them?”
USERS FIRST3
7. 7
Case study
Haier talks of moving
from “complete
obedience to
leaders” to “complete
obedience to users”.
Its future priority is to
meet the personalised
demands of its
consumers. In white
goods the only colour
is no longer white.
USERS FIRST – THE HAIER HOW
8. 8
Case study
The company is an open marketplace for ideas
and talent. The traditional pyramid structure has
all but flattened. “Haier doesn’t offer you a job but
offers you the opportunity to create a job,” runs the
company’s slogan.
CREATE A MARKETPLACE OF IDEAS4
9. 9
Case study
Haier has reinvented the role of managers
to become entrepreneurs and “makers”.
It has a “Win-win Model of Individual-
Goal Combination,” which means that both
employee and company objectives are on
the same trajectory. Haier employees identify
opportunities and an expert team is built to
develop the product or service, meeting the
user’s need.
9
CREATE A MARKETPLACE OF IDEAS – THE HAIER HOW
10. 10
Case study
Management is a magpie science, borrowing ideas from
psychology, sociology and elsewhere. Haier has proved
adept at borrowing ideas and giving them a fresh and
distinctive spin of its own.
BORROW AND ADAPT5
11. 11
Case study
After acquiring the Japanese company,
Sanyo White Goods in 2011, Haier rejected
the seniority-based compensation system it
inherited, instead, it rewarded people according
to how much value they created for users.
Managers who created value found themselves
promoted.
BORROW AND ADAPT – THE HAIER HOW
12. 12
Case study
Zhang describes a future Haier as a service-oriented
platform of innovative groups and creative individuals
with an array of Haier teams offering niche services
to customers. In this model the CEO is a coordinator
rather than a dictator, working with the consent of
self-managed teams.
21ST-CENTURY MANAGEMENT
Summary
13. 13
Case study
Collaborating with “communities of interest”
(users, academics, designers, competitors
and anyone who has useful insight), helps
creates bright ideas to develop new business
models. This is the Haier way: “The entire
world is our R&D department.”
It is 21st-century management.
21ST-CENTURY MANAGEMENT – THE HAIER HOW
Summary
14. The full article was published in
London Business School Review
Volume 26, Issue 1 2015.
Visit the website: www.london.edu/lbsr