There are five questions in this assignment. I just need to do the question 3 only one. Make a simple PPT and a speech. The first file is the requirement, and the other two are workshop 4 and 5.
Presentation Title Here MAN302 Week Four – Strategy and Technology 1 Copyright Notice COPYRIGHT COMMONWEALTH OF AUSTRALIA Copyright Regulations 1969 WARNING This material has been reproduced and communicated to you by or on behalf of Kaplan Higher Education pursuant to Part VB of the Copyright Act 1968 (the Act). The material in this communication may be subject to copyright under the Act. Any further reproduction or communication of this material by you may be the subject of copyright protection under the Act. Do not remove this notice 2 Week 4 Objectives 1. Identify how technology development supports the value chain 2. Identify disruptive and exponential technologies and how they impact, and will continue to impact, companies' strategic development in the future 3. Explain the key attributes of an exponential organisation 3 Technology • Internet Connected Devices – 2004: 500 Million – 2014: 8 Billion – 2025: 50 Billion – 2030: 1 TRILLION! • We now have the Internet of Things … the disruption of EVERYTHING! Internet of Things and Business Strategy 5 Reference: IBM Think Academy. 2015 September 3. How It Works: Internet of Things. ONLINE: https://www.youtube.com/watch?v=QSIPNhOiMoE ACTIVITY: Watch the Video How do you think the “Internet of Things” will impact a company’s strategy? Think about this from a competitive advantage point of view as well. https://www.youtube.com/watch?v=QSIPNhOiMoE Technological developments are not only the fastest unfolding but the most far-reaching in extending or contracting opportunity for an established company. ~ Kenneth R. Andrews 6 Technology Development and the Value Chain • Technology development supports the value chain – Includes process equipment, research and product design and development, and servicing procedures – Can enable a company to produce its products and services more efficiently and effectively – Can assist a company to differentiate its products and services 7 Technology as an Intangible Asset • Value is usually not evident on a company’s balance sheet • Includes intellectual property: copyrights, trade secrets, trademarks and patents – Can be a company’s key source of market value 8 Disruptive Technology • Technology that appears with little warning and has a significant impact on how business is conducted in an industry • Has a macro-environmental influence Activity With 2-3 other people, discuss how disruptive technologies have impacted various industries. Give specific examples. 9 Exponential Technologies Listen to futurist Peter Diamandis explain and give examples of the impact of exponential technologies in the future of business. CoreNet Global Team. 2017 August 14. Peter Diamandis - Exponential Technology. ONLINE: https://www.youtube.com/watch?v=bVpDpP3Ug8Y https://www.youtube.com/watch?v=bVpDpP3Ug8Y Activity • From the previous video, what are examples of exponential technologies? • How will it affect the future in the way we do things in work and in life? 11 Exponential Organisation (ExO) • By embracing exponential technologies (and having an exponential mindset), exponential organisations can be created. – One whose impact (or output) is disproportionately large – at least 10x larger – compared to its peers because of the use of new organisational techniques that leverage accelerating technologies (Ismail, 2014, p. 18) Exponential Organisations • Leverage external resources to achieve their objectives (Ismail, p. 45) – Maintain a very small core of employees and facilities – Enlist their customers and leverage offline and online communities – Float atop the existing and emerging infrastructure rather than own it – Grow at incredible rates because they aren’t dedicated to owning their market – they ENLIST it to their purposes • Two drivers for ExO’s to achieve a high level of scalability – Some aspect of the product has been information-enabled – Major business functions have been transferred outside of the organisation to users, fans, partners, or general public Exponential Organisations One of the key issues in an exponential world … is that whatever understanding you have today is going to rapidly become obsolete, and so you have to continue to refresh your education about the technologies and about the organisational capabilities. ~ John Hagel 15 Technological Paradigm Shifts • Shifts in new technologies that revolutionises the structure of the industry, dramatically alters the nature of competition, and requires companies to adopt new strategies in order to survive. • Established companies can deal with paradigm shifts by investing in technology or setting up a stand-alone division to exploit technology. 16 The Demise of Kodak Watch the video and answer the questions on the following slide. Open Innovations. 2014 February 24. Piter Diamandis: "Disruption and innovation - the way of Kodak. ONLINE: https://www.youtube.com/watch ?v=_Fk7v6SK8tY https://www.youtube.com/watch?v=_Fk7v6SK8tY Activity • What percentage of Fortune 500 companies today will no longer exist in 10 years time? • If you started a company in the 1920's, how many years, could you run that company (on average without it being disrupted)? • Today, what is the average life of a Fortune 500 company? • What does Diamandis state is the new 'rule’? • What could Kodak have done to be in a leader in digital photography? 18 Massive Transformative Purpose (MTP) • ExO’s start with an MTP – Not a mission statement • MTP is the higher, aspirational purpose of the organisation – What do you ASPIRE to accomplish? • Creates the Power of Pull – The community forms around the ExO – Begins to operate on its own ultimately creating its own community, tribe and culture • Using Cisco as an example – Mission Statement: “Shape the future of the Internet by creating unprecedented value and opportunity for our customers, employees, investors, and ecosystem partners.” – MTP: “Connecting everyone, everything, everywhere – all the time” Massive Transformative Purpose (MTP) TED Ideas worth spreading Google Organise the world’s information Quirky Make invention accessible Singularity University Positively impact one billion people Massive Transformative Purpose (MTP) Major Characteristics of ExO’s • SCALE – external attributes • IDEAS – internal attributes Major Characteristics of ExO’s • Not every ExO has all ten attributes but the more it has, the more scaleable it tends to be. • Minimum of 4 implemented attributes will achieve the ExO label and have you accelerate away from your competition. I D E A S I - Interfaces – Algorithms and automated workflows that route the output of SCALE externalities to the right people at the right time internally D - Dashboards – A way to measure and manage the organisation E – Experimentation – Testing assumptions and constantly experimenting with controlled risks A - Autonomy – Self-organising, multi-disciplinary teams operating with decentralised authority S – Social Technologies – Reduce the distance between obtaining (and processing) information and decision-making – Leverage community to build out ideas S C A L E S – Staff On Demand – Must leverage personnel outside the base organisation in order to create and run a successful ExO C – Community & Crowd – Produce trait-based communities that share intent, beliefs, resources, preferences, needs, risks, etc. A – Algorithms – A process or set of rules to be followed in calculations or other problem-solving operations, especially by a computer L – Leveraged Assets – Collaborative consumption - instead of owning it, lease it, share it, etc. – Example: Amazon Web Services (cloud), TechShop E – Engagement – User engagement imperative, comprised of digital reputation systems, games, and incentive prizes; – Provides opportunity for positive feedback loops Activity • Choose one of the following companies (ExOs) and determine their MTP and which of the SCALE and IDEAS attributes they utilise to be an ExO. – AirBnB – Netflix – Uber – Amazon 26 Technology Aversion • Wickham Skinner reminds us that “a persistent pattern seen in the autopsies of the major operating crises of large corporations and of the final failures of many small companies is the inability of one or more key managers to understand and to manage the technological component of their businesses.” Activity: Discuss the following… • What strategies could you put into place to ensure key managers understand the importance of the technological components in the company in order no to become another ‘Kodak’? 27 Technology / ICT • Though it is an industry in its own right, technology permeates through every business: micro, small, medium and large. • Management jobs around technology – Chief Information Officer (CIO) – Chief Technology Officer (CTO) 28 Technology and Business Strategy 29 Reference: Sarder, R. 16 September 2014. Trends in IT and Business Strategy by Phil Weinzimer, Author of the Strategic CIO. ONLINE: https://www.youtube.com/watch?v=9fteix6COb8 Activity: Watch the Video What will be the roles of the CIO and the CTO in the future? What opportunities do you see there will be for yourself with regards to your career embracing the understanding of technology’s impact on strategic management? https://www.youtube.com/watch?v=9fteix6COb8 Summary • Disruptive technology appears with little warning and has a significant impact on how business is conducted in an industry. • Exponential organisations (ExOs) are those whose impact (or output) is disproportionately large – at least 10x larger – compared to their peers because of the use of new organisational techniques that leverage accelerating technologies. • ExOs have 11 (including the Massive Transformative Purpose [MTP]) attributes that make up the acronym SCALE and IDEAS. A minimum of 4 of these attributes need to be met for an organisation to be an ExO. 30 Any Questions? 31 Presentation Title Here MAN302 Week Five – Business Level Strategy 1 Copyright Notice COPYRIGHT COMMONWEALTH OF AUSTRALIA Copyright Regulations 1969 WARNING This material has been reproduced and communicated to you by or on behalf of Kaplan Higher Education pursuant to Part VB of the Copyright Act 1968 (the Act). The material in this communication may be subject to copyright under the Act. Any further reproduction or communication of this material by you may be the subject of copyright protection under the Act. Do not remove this notice 2 Week 7 Objectives 1. Define business level strategy 2. Explain the differences among business level strategies 3. Explain Blue Ocean Strategy 3 Business-Level Strategy • An integrated and coordinated set of commitments and actions the firm uses to gain a competitive advantage by exploiting core competencies in specific product markets (Hanson, et al., p. 106) • Choices are important • Long-term performance is linked to the firms’ strategies – e.g. MySpace vs Facebook 4 • Every firm must form and use a business-level strategy but not all must use corporate-level, mergers / acquisitions, etc.