a) What strategy did your team decide to adopt during the renewal stage of the simulation?
Our team chose a best-cost provider strategy.
b) How did the strategy work?
The strategy started out a little rocky -as it normally does. However, we got everything under control and had a couple of rollovers to analyze where we were at relative to the competition. Eventually we determined that renewing a organziation is more difficult than it seems and it would have helped to have some more support from Mike's Bike and more time to figure out how to continue to keep the strategy going. We determined that too many changes was not the way to go. It was best to keep the changes to a minimum and when we made changes we made them incremently and slowly. We found that we had quite a bit of cash that we needed to use and so we used this cash to create a new bike line which helped jump start our company.
c) What concepts from the course did you see reflected in the game play?
It seemed that everything was slow and in decline in this part of the simulation. There was a need to keep a close eye on the competition prior to making any decisions. It was not a good idea to copy the competition. For example, all groups entered the BMX market right away, but only one group (the one that made the best first decisions) captured the market. The rest of us were left in the dust to pick up the pieces. There was also a need to change a number of things (not all at once) but over time. For example, bike's that we've had for years were revitalized with new specs and pricing. Change was the key to making the company stay afloat.
d) What could your team do differently if you were to play the simulation again?
Pay more attention to the competition and try to think about what he/she is doing. Scenario planning and what if would have helped us stay away from disasters that we would later being trying to dig ourselves out of.
Thursday, November 1, 2007
MBA755 - Reflections on Module 6 Concepts
a) What is it that appears to make implementation of a renewal strategy so difficult?
A renewal strategy is difficult because it is taking a company that has been used to a certain way of doing things and changing those things. It is a common fact that many, if not most, people do not like change, or resist change. When an organization is trying to change itself, not just one person or one department, just imagine the amount of effort must be put forth. All the right stakeholders must be on board with the renewal strategy in order for the revitalization to happen. What if one person disagrees or doesn't think the strategy will work? The amount of weight that is put on the person or group trying to make the change is enormous.
b) Which of the identified implementation pitfalls have you oberved in your own experience with organizations?
The main thing I see is lack of follow-through and communication. For example, the leader(s) may say things like we are going to change the way the company operations. We are going to consolidate departments and operating segments and merge our systems together to work as one - this has been the most recent statement I've heard. However, this was 2 months ago and I have yet to hear anything further. I've participated in several meetings in which the strategy was to renew the organization, but the meetings were often dull, boring, and lacked participation from the group. No one knew what to do or to say. We could only agree that change needed to be made, we just didn't know how to change.
c) How did the pitfalls impact the overall outcome of the change implementation?
In my experience, change did not happen. In my current situation I have not heard any follow-up nor was there any indication that change was about to happen. I think we lack the direction and leadership needed to make any significant changes right now, no matter how hard we want the organization to become alive again.
d) What elements of the implementation process seem particularly relevant to your own experience?
In my own experience I would say that managing operating procedures are most relevant. With this I mean making sure policies and procedures are updated on a regular basis and that they match with the new renewal strategy. In addition, I have been responsible for gaining support and motivation for my own employees. These are the employees that would actually be implementing any new policies and procedures. Many of the employees are hourly and do not necessarily have an opportunity to speak to the top executives of an organization, so I serve as as sort of communication liasion for them.
e) How does communication fit into implementation planning?
Communication is everything! If the organization is expected to be renewed, it will need all of its resources and departments to follow-through and without communication they will not know what they are expected to do. Communication is also a good way to get the employees motivated about upcoming changes and renewal efforts. Communication will link the entire plan together - in today's organizations there are so many channels to communicate that to not communicate is almost impossible.
f) Which aspects of change theory seem particularly useful during renewal implementation? Why do you think so?
I would say that all aspects are useful in renewing an organization and throughout the implementation process. I think one of the best is to design supportive reward systems. There are going to be bumps and bruises along the path to renewal, so it is important to make sure that the organization is constantly rewarding thos personnel that are doing an excellent job - this will only further encourage others to do the same, or weed out those that do not want to be part of the renewal effort.
g) What could you do differently as a result of your learning in implementing change in your own organization?
I would definitely encourage more communication and follow-through. I think when change is wanted, there needs to be a more definitive plan - not just a few people stating that the organization needs help and something needs to be done. It means more than a few key individuals gathering in a conference room to say "I want to see..." "what about...?" etc. Questions need answers and this is what I need to keep on top of.
My simple answer - and probably most effective - is to ask questions! Ask questions, ask questions, ask questions!!!...and communication!
A renewal strategy is difficult because it is taking a company that has been used to a certain way of doing things and changing those things. It is a common fact that many, if not most, people do not like change, or resist change. When an organization is trying to change itself, not just one person or one department, just imagine the amount of effort must be put forth. All the right stakeholders must be on board with the renewal strategy in order for the revitalization to happen. What if one person disagrees or doesn't think the strategy will work? The amount of weight that is put on the person or group trying to make the change is enormous.
b) Which of the identified implementation pitfalls have you oberved in your own experience with organizations?
The main thing I see is lack of follow-through and communication. For example, the leader(s) may say things like we are going to change the way the company operations. We are going to consolidate departments and operating segments and merge our systems together to work as one - this has been the most recent statement I've heard. However, this was 2 months ago and I have yet to hear anything further. I've participated in several meetings in which the strategy was to renew the organization, but the meetings were often dull, boring, and lacked participation from the group. No one knew what to do or to say. We could only agree that change needed to be made, we just didn't know how to change.
c) How did the pitfalls impact the overall outcome of the change implementation?
In my experience, change did not happen. In my current situation I have not heard any follow-up nor was there any indication that change was about to happen. I think we lack the direction and leadership needed to make any significant changes right now, no matter how hard we want the organization to become alive again.
d) What elements of the implementation process seem particularly relevant to your own experience?
In my own experience I would say that managing operating procedures are most relevant. With this I mean making sure policies and procedures are updated on a regular basis and that they match with the new renewal strategy. In addition, I have been responsible for gaining support and motivation for my own employees. These are the employees that would actually be implementing any new policies and procedures. Many of the employees are hourly and do not necessarily have an opportunity to speak to the top executives of an organization, so I serve as as sort of communication liasion for them.
e) How does communication fit into implementation planning?
Communication is everything! If the organization is expected to be renewed, it will need all of its resources and departments to follow-through and without communication they will not know what they are expected to do. Communication is also a good way to get the employees motivated about upcoming changes and renewal efforts. Communication will link the entire plan together - in today's organizations there are so many channels to communicate that to not communicate is almost impossible.
f) Which aspects of change theory seem particularly useful during renewal implementation? Why do you think so?
I would say that all aspects are useful in renewing an organization and throughout the implementation process. I think one of the best is to design supportive reward systems. There are going to be bumps and bruises along the path to renewal, so it is important to make sure that the organization is constantly rewarding thos personnel that are doing an excellent job - this will only further encourage others to do the same, or weed out those that do not want to be part of the renewal effort.
g) What could you do differently as a result of your learning in implementing change in your own organization?
I would definitely encourage more communication and follow-through. I think when change is wanted, there needs to be a more definitive plan - not just a few people stating that the organization needs help and something needs to be done. It means more than a few key individuals gathering in a conference room to say "I want to see..." "what about...?" etc. Questions need answers and this is what I need to keep on top of.
My simple answer - and probably most effective - is to ask questions! Ask questions, ask questions, ask questions!!!...and communication!
Saturday, October 27, 2007
MBA755 - Reflections on Module 5 Concepts
a) What trend and pattern information does your organization pay attention to?
To be completely honest, I do not know. I would assume that since we are working in the healthcare industry we would pay attention to the trends affecting healthcare, distribution, technology, and treatment. However, after being with the company for over a year now, I have not seen any changes that flow with the change of the healthcare industry. For example, there have been several laws enacted by the government regulating the transport (distribution) of all drugs (Pedigree laws) and many other healthcare distributors have already gone ahead and tailored their businesses to be compliant. However, we have just scratched the iceburg of what needs to be done. This seems to be the case with many other areas - we start a project and never finish it. It may be ok to say that my company may follow trends in healthcare, but does nothing to adjust accordingly.
b) Could scenario planning be effectively used in your organization?
Absolutely! I think that scenario planning needs to be used in our company. Although there is a certain cetainty that healthcare distribution will always be needed based on the fact that there will always be people sick, in car accidents, and in need of treatment via drugs, medical devices and supplies. However, there are several items that could happen to make our line of healthcare service obsolete or configured to not be relevant to how business is done today. I was thinking that vendors could start selling direct to hospitals, fire departments etc. if they enable lean manufacturing across the board. The main reason they use wholesalers is because they don't have the storage to keep their products and it is costly to store these items. In addition, manufactureres don't have the capabilities to distribute at a low scale like we do; however, changes and advances in technology may soon allow for this. Plus with Pedigree, manufacturers may be forced to operate in this new way!
c) In what ways could you personally use scenario planning?
Ok so I'm assuming this is not business related and relative to my personal life. If so - great, if not, I will need re-assess my response :) I would say that scenario planning is a good way to plan for the future. What if I do not choose to stay with business? What if there is no longer a need for my type of field in the future? What if there are more requirements for education in the future? I don't know if these are valid questions, because I have not thought of doing any scenario planning - I do more forecasting (i.e. this is what is going to happen and this is how I am going to do it). However, I could see how this scenario planning could be helpful. I am now coming up with the idea of planning for the future with children - what if I have one, twins, triplets? College education, raising children, ideologies? What are my thoughts, what will happen if one gets sick, what if I get sick?
d) What do you see as the principal disadvantages of employing the scenario approach to strategic planning?
Scenario planning does not forecast or provide an accurate prediction into the future (Immell, 2005). Also, any company that is heavily engaged in projects and technology advancements should not delve into scenario planning - strategic planning is better. Also, scenario planning does not let you use financial figures to make decisions - they are more stories than anything. Debating is a big part of scenario planning, so if companies do not have time to debate of if the top executives do not support scenario planning, it will not work, strategic planning is the route to go.
To be completely honest, I do not know. I would assume that since we are working in the healthcare industry we would pay attention to the trends affecting healthcare, distribution, technology, and treatment. However, after being with the company for over a year now, I have not seen any changes that flow with the change of the healthcare industry. For example, there have been several laws enacted by the government regulating the transport (distribution) of all drugs (Pedigree laws) and many other healthcare distributors have already gone ahead and tailored their businesses to be compliant. However, we have just scratched the iceburg of what needs to be done. This seems to be the case with many other areas - we start a project and never finish it. It may be ok to say that my company may follow trends in healthcare, but does nothing to adjust accordingly.
b) Could scenario planning be effectively used in your organization?
Absolutely! I think that scenario planning needs to be used in our company. Although there is a certain cetainty that healthcare distribution will always be needed based on the fact that there will always be people sick, in car accidents, and in need of treatment via drugs, medical devices and supplies. However, there are several items that could happen to make our line of healthcare service obsolete or configured to not be relevant to how business is done today. I was thinking that vendors could start selling direct to hospitals, fire departments etc. if they enable lean manufacturing across the board. The main reason they use wholesalers is because they don't have the storage to keep their products and it is costly to store these items. In addition, manufactureres don't have the capabilities to distribute at a low scale like we do; however, changes and advances in technology may soon allow for this. Plus with Pedigree, manufacturers may be forced to operate in this new way!
c) In what ways could you personally use scenario planning?
Ok so I'm assuming this is not business related and relative to my personal life. If so - great, if not, I will need re-assess my response :) I would say that scenario planning is a good way to plan for the future. What if I do not choose to stay with business? What if there is no longer a need for my type of field in the future? What if there are more requirements for education in the future? I don't know if these are valid questions, because I have not thought of doing any scenario planning - I do more forecasting (i.e. this is what is going to happen and this is how I am going to do it). However, I could see how this scenario planning could be helpful. I am now coming up with the idea of planning for the future with children - what if I have one, twins, triplets? College education, raising children, ideologies? What are my thoughts, what will happen if one gets sick, what if I get sick?
d) What do you see as the principal disadvantages of employing the scenario approach to strategic planning?
Scenario planning does not forecast or provide an accurate prediction into the future (Immell, 2005). Also, any company that is heavily engaged in projects and technology advancements should not delve into scenario planning - strategic planning is better. Also, scenario planning does not let you use financial figures to make decisions - they are more stories than anything. Debating is a big part of scenario planning, so if companies do not have time to debate of if the top executives do not support scenario planning, it will not work, strategic planning is the route to go.
Sunday, October 21, 2007
MBA755 - Reflections on Module 4 Concepts
a) Which of the change models you were introduced to seems to make sense to you? Why?
I believe that the normative-reeducative approach seems to make the most sense to me. In previous years, such as the industrial and agircultural ages other change models would have made sense and have been more effective, but today, I believe the most effective model would be the normative-reeducative. This change attempts to change the attitudes and ideas of the people. It attempts to change for the long-term and gives employees the opportunity to become a part of the change. They are not forced to change and punished if they do not, they are not thought of as machines who come to work and act like a robot and then go home. They are asked rather than told and educated rather than forced. The renewal effort is successful if all parties can participate and buy into the effort, if coercion is used the entire event may be ruined.
b) What criteria seem to be particularly appropriate for use in selecting an option for organizational renewal? How could your choice vary if the organization was a non-profit? A unit of government? A for-profit enterprise?
There are several criteria for an organization to consider prior to making a renewal choice. It seems that most renewal efforts are the result of a company's desire to make more money. For example, GM has been losing money and now it is starting to see a turnaround in its renewal efforts to market smaller cars in India and alternative fuel cars elsewhere. Another example, is the renewal efforts of Coke. It has just launched its "vitamin" tapped Diet Coke drink to compete with healthy energy drinks that have been taking over the market. These companies want to stay in the competition and staying in the competition means making more money. If the organization were non-profit - the idea for renewal would be to make more money through donations. Perhaps the organization is not synchronized and needs a new organizational structure to get people motivated to go out and host fundraising events. The only way the organization can stay alive is through monetary donations, once again money is a factor. With government - these organizations rely on budgets from their constituents to stay afloat, but on top of that they must be effective in what they do. The people they serve must see a need for giving more of their money (taxes) to these organizations.
c) In what ways does the renewal stage apply to a project instead of an organization?
If a large corporation is doing well, yet a project has not been doing well - the obvious answer is that the project needs rejuvenation, maybe not the company. I don't know how else to respond to this question. For example, when I worked at Cardinal Health, I was a project analyst. They brought me on to a Pedigree (drug-tracking) project because they were at a standstill. They couldn't come up with a way to create a system to track products. Every avenue seemed to have been taken, but still no solutions. The company was doing well, and this project was not impacting most of the organizations subsidiaries or groups. The obvious response was to bring in new leadership and a new direction for the project, not the entire organization.
d) What are some other ways to make the renewal option choice other than by comparison against pre-selected criteria? Under what conditions may these ways be preferable?
Does instinct count? Many times an organization may be doing well, but if it continues to be on the same path - the success may surely run out. A good example, is the video gaming business. What if Nintendo never came out with anything other than its original gaming system? Would it still be successful? No! But how does it know to put out newer and better systems each year and upgrades almost every month? It has taken the approach that it needs to be competetive now with the XBox and Playstation. It was losing profits for quite some time because it failed to continue to innovate and create. Now it is leading the industry with the Nintendo Wii (expected to not meet demands for a heavy Christmas season).
e) What traps await the renewal option decision maker?
Failure! Of course, with any new take on an organization there is a risk involved. What if the people of the organization fail to recognize the need for change? What if I can't motivate the organization to renew itself? What if I make the wrong renewal decision? What if its too late? How many people should be involved? What changes do I need to make? There may be financial crisis', loss of support, the overwhelming feeling of renewing an entire organization.
f) How does the process of making renewal apply to your own life?
I'm assuming this question relates to my own career. Making renewal can help strengthen my core resume by building on current strengths and changing my weaknesses into strenghts. The renewal options can help identify when an organzation is trouble and needs a renewal. I would be able to identify how the competition is doing and if they are in a renewal phase or not. This information can help build a stronger corporation and a stronger me :)
I believe that the normative-reeducative approach seems to make the most sense to me. In previous years, such as the industrial and agircultural ages other change models would have made sense and have been more effective, but today, I believe the most effective model would be the normative-reeducative. This change attempts to change the attitudes and ideas of the people. It attempts to change for the long-term and gives employees the opportunity to become a part of the change. They are not forced to change and punished if they do not, they are not thought of as machines who come to work and act like a robot and then go home. They are asked rather than told and educated rather than forced. The renewal effort is successful if all parties can participate and buy into the effort, if coercion is used the entire event may be ruined.
b) What criteria seem to be particularly appropriate for use in selecting an option for organizational renewal? How could your choice vary if the organization was a non-profit? A unit of government? A for-profit enterprise?
There are several criteria for an organization to consider prior to making a renewal choice. It seems that most renewal efforts are the result of a company's desire to make more money. For example, GM has been losing money and now it is starting to see a turnaround in its renewal efforts to market smaller cars in India and alternative fuel cars elsewhere. Another example, is the renewal efforts of Coke. It has just launched its "vitamin" tapped Diet Coke drink to compete with healthy energy drinks that have been taking over the market. These companies want to stay in the competition and staying in the competition means making more money. If the organization were non-profit - the idea for renewal would be to make more money through donations. Perhaps the organization is not synchronized and needs a new organizational structure to get people motivated to go out and host fundraising events. The only way the organization can stay alive is through monetary donations, once again money is a factor. With government - these organizations rely on budgets from their constituents to stay afloat, but on top of that they must be effective in what they do. The people they serve must see a need for giving more of their money (taxes) to these organizations.
c) In what ways does the renewal stage apply to a project instead of an organization?
If a large corporation is doing well, yet a project has not been doing well - the obvious answer is that the project needs rejuvenation, maybe not the company. I don't know how else to respond to this question. For example, when I worked at Cardinal Health, I was a project analyst. They brought me on to a Pedigree (drug-tracking) project because they were at a standstill. They couldn't come up with a way to create a system to track products. Every avenue seemed to have been taken, but still no solutions. The company was doing well, and this project was not impacting most of the organizations subsidiaries or groups. The obvious response was to bring in new leadership and a new direction for the project, not the entire organization.
d) What are some other ways to make the renewal option choice other than by comparison against pre-selected criteria? Under what conditions may these ways be preferable?
Does instinct count? Many times an organization may be doing well, but if it continues to be on the same path - the success may surely run out. A good example, is the video gaming business. What if Nintendo never came out with anything other than its original gaming system? Would it still be successful? No! But how does it know to put out newer and better systems each year and upgrades almost every month? It has taken the approach that it needs to be competetive now with the XBox and Playstation. It was losing profits for quite some time because it failed to continue to innovate and create. Now it is leading the industry with the Nintendo Wii (expected to not meet demands for a heavy Christmas season).
e) What traps await the renewal option decision maker?
Failure! Of course, with any new take on an organization there is a risk involved. What if the people of the organization fail to recognize the need for change? What if I can't motivate the organization to renew itself? What if I make the wrong renewal decision? What if its too late? How many people should be involved? What changes do I need to make? There may be financial crisis', loss of support, the overwhelming feeling of renewing an entire organization.
f) How does the process of making renewal apply to your own life?
I'm assuming this question relates to my own career. Making renewal can help strengthen my core resume by building on current strengths and changing my weaknesses into strenghts. The renewal options can help identify when an organzation is trouble and needs a renewal. I would be able to identify how the competition is doing and if they are in a renewal phase or not. This information can help build a stronger corporation and a stronger me :)
Monday, October 15, 2007
MBA755 - Reflections on Module 3 Concepts
a) How could you use a Renewal Options diagram to better support the mission of your present organization? A renewal options diagram will diagnosis any particular areas that the organization is struggling or is in need of renewal. A diagram can help point out specific areas that the company can start to focus on. This type of diagram is also used as a visual aid and can assist in gaining support of the key individuals within the organization. It is one thing to just talk about what can happen or what is happening, but it is something completely different to actually see what the company is going through. This type of diagram also fosters creativity and can help all members of an organization think about alternatives to renewal and the diagram can assist in documenting the possibilities.
b) When thinking about your own organization, which renewal choices seem to the most relevant? I have been with my organization a little over a year and have noticed that since we are a private company, hardly any information is shared. We do certain benchmarking analysis at the distribution level, but this hardly tells us anything when we do not have COGS, profit margins, or sales levels to compare the data too. I think there are so many opportunities for the company to undergo, but the first step is to get new leaders in the top positions of the organization. I have been reading a lot lately about renewal in organizations and one thing that is common in almost all of these organizations is that the leaders have changed. Being a private company, I don't think it should be any different. The owner's are related and have been working with the same strategy for quite a while - they grow through mergers and acquistions. They continue to purchase mroe and mroe companies and do not think about what they are going to do with them once they acquire them. This has led to very segmented parts of the company and many employees do not know what is going on. The health care market is so large and it is not going away anytime soon, so to say the least the organization picked the right market to go after - it now needs a strategy to keep its position. With this said I think it is wise to approach a renewal phase with an enhancment and reframing strategy. It is taking what it has built the organization upon and expanding it.
c) What factors define a realistic renewal choice for you? A realistic renewal choice depends on the organization and what it is willing or not willing to take a risk in. In addition, it depends on the the type of market it is in and what it can do to make the strategy options work. For example, if I was a leader at Dunkin Donuts - I probably would not choose a strategy of selling automobiles. Ok so this is a stretch - but there are certain strategies that are better fitting for different organizations. Also, an organization's resources need to be examined. What kind of finances does it have to back a renewal? Where are its strenghts and where are its weaknesses. I think a good brainstorming session is necessary prior to making any renewal strategy.
d) What could be the best way or ways to communicate renewal options to organizational leaders so that they are really heard? The worst way to communicate a renewal strategy is without proof or some sort of evidence that demonstrates why change is necessary. Data and facts will be necessary to make the top executives believe that a change is necessary. It is also a good idea to provide information about the competition and what they are doing. Once executives understand where the company is and where it is headed will make for easier decision making, especially if all of the facts are presented. It is also a good idea to gain the support of other key indivduals within the company. Get all the right people involved or individuals that can help make the change happen.
e) What practical uses do you see for situational analysis in your life? I could see using these types of analysis to determine all possible solutions for a situation. It is hard to see other angles of a situation when you are most likely in one quadrant of the whole-brain business model. For example, a very structured individual may lack the creativity that it takes to make the right decision. These types of models foster creativity and will help find more than just one answer to a problem.
b) When thinking about your own organization, which renewal choices seem to the most relevant? I have been with my organization a little over a year and have noticed that since we are a private company, hardly any information is shared. We do certain benchmarking analysis at the distribution level, but this hardly tells us anything when we do not have COGS, profit margins, or sales levels to compare the data too. I think there are so many opportunities for the company to undergo, but the first step is to get new leaders in the top positions of the organization. I have been reading a lot lately about renewal in organizations and one thing that is common in almost all of these organizations is that the leaders have changed. Being a private company, I don't think it should be any different. The owner's are related and have been working with the same strategy for quite a while - they grow through mergers and acquistions. They continue to purchase mroe and mroe companies and do not think about what they are going to do with them once they acquire them. This has led to very segmented parts of the company and many employees do not know what is going on. The health care market is so large and it is not going away anytime soon, so to say the least the organization picked the right market to go after - it now needs a strategy to keep its position. With this said I think it is wise to approach a renewal phase with an enhancment and reframing strategy. It is taking what it has built the organization upon and expanding it.
c) What factors define a realistic renewal choice for you? A realistic renewal choice depends on the organization and what it is willing or not willing to take a risk in. In addition, it depends on the the type of market it is in and what it can do to make the strategy options work. For example, if I was a leader at Dunkin Donuts - I probably would not choose a strategy of selling automobiles. Ok so this is a stretch - but there are certain strategies that are better fitting for different organizations. Also, an organization's resources need to be examined. What kind of finances does it have to back a renewal? Where are its strenghts and where are its weaknesses. I think a good brainstorming session is necessary prior to making any renewal strategy.
d) What could be the best way or ways to communicate renewal options to organizational leaders so that they are really heard? The worst way to communicate a renewal strategy is without proof or some sort of evidence that demonstrates why change is necessary. Data and facts will be necessary to make the top executives believe that a change is necessary. It is also a good idea to provide information about the competition and what they are doing. Once executives understand where the company is and where it is headed will make for easier decision making, especially if all of the facts are presented. It is also a good idea to gain the support of other key indivduals within the company. Get all the right people involved or individuals that can help make the change happen.
e) What practical uses do you see for situational analysis in your life? I could see using these types of analysis to determine all possible solutions for a situation. It is hard to see other angles of a situation when you are most likely in one quadrant of the whole-brain business model. For example, a very structured individual may lack the creativity that it takes to make the right decision. These types of models foster creativity and will help find more than just one answer to a problem.
Sunday, October 7, 2007
MBA755 - Reflections on Module 2 Concepts
a) What long term trends are likely to significantly impact the industry your organization is in over the next three years?
Regulatory and compliance issues are increasingly become an issue with the healthcare distribution industry. With recent counterfeit drug cases being uncovered in the United States the DEA and FDA have joined forces with the states to make it harder to distribute drugs. There have been new Pedigree laws that require the tracking of all drugs starting from the manufacturer. The latest requirements have already put several wholesalers out of business because the cost associated with becoming compliant have been too much for these businessess. In addition, our company is very sales oriented, but this is not the direction of most industries these days. Businesses want to purchase their healthcare supplies from businesses that are easy to work with and cheap. Our prices are way too high for consumers and they are only anticipated to rise as healthcare costs rise.
b) How could you use the force field analysis tool in your own work life?
The ideal state of our company and our mission is to become the number one distributor of drugs/medical devices to the pre-hospital market. I could take this goal and create the forces for change (competition, demand, rising costs of retaining key employees, etc.) and the forces against change (rising drug prices, lack of R&D, high-cost of technology) and then determine what can be changed so that our business can reach this goal. I do not believe, for example, that an outside sales force is going to be the key for survival. I believe that a strong Internet site, competitive prices, and low-cost operations are the key to surviving.
c) How would you go about making a business case for renewal in your own organization?
To make the case I stated above, I would create the force-field analysis along with a value-chain analysis and present recommendations for renewal. To make the business case I need to present it to key stakeholders including my boss and the corporate executives. However, since I am only working at the distribution level running one of 7 facilities, I would need to probably start with a smaller business case - I operations excellence - and present this as a start to my boss and then move from there.
d) What items would show up as being both urgent and important if you contructed an urgency versus importance matrix related to organizational renewal for yourself? Important by not urgent?
Important AND Urgent
Emails
Voicemails
Day-to-day operations at work
Incoming phone calls
Recalls
Important NOT Urgent
Projects
Schools assignments
Touch-base phone calls
General meetings
Regulatory and compliance issues are increasingly become an issue with the healthcare distribution industry. With recent counterfeit drug cases being uncovered in the United States the DEA and FDA have joined forces with the states to make it harder to distribute drugs. There have been new Pedigree laws that require the tracking of all drugs starting from the manufacturer. The latest requirements have already put several wholesalers out of business because the cost associated with becoming compliant have been too much for these businessess. In addition, our company is very sales oriented, but this is not the direction of most industries these days. Businesses want to purchase their healthcare supplies from businesses that are easy to work with and cheap. Our prices are way too high for consumers and they are only anticipated to rise as healthcare costs rise.
b) How could you use the force field analysis tool in your own work life?
The ideal state of our company and our mission is to become the number one distributor of drugs/medical devices to the pre-hospital market. I could take this goal and create the forces for change (competition, demand, rising costs of retaining key employees, etc.) and the forces against change (rising drug prices, lack of R&D, high-cost of technology) and then determine what can be changed so that our business can reach this goal. I do not believe, for example, that an outside sales force is going to be the key for survival. I believe that a strong Internet site, competitive prices, and low-cost operations are the key to surviving.
c) How would you go about making a business case for renewal in your own organization?
To make the case I stated above, I would create the force-field analysis along with a value-chain analysis and present recommendations for renewal. To make the business case I need to present it to key stakeholders including my boss and the corporate executives. However, since I am only working at the distribution level running one of 7 facilities, I would need to probably start with a smaller business case - I operations excellence - and present this as a start to my boss and then move from there.
d) What items would show up as being both urgent and important if you contructed an urgency versus importance matrix related to organizational renewal for yourself? Important by not urgent?
Important AND Urgent
Emails
Voicemails
Day-to-day operations at work
Incoming phone calls
Recalls
Important NOT Urgent
Projects
Schools assignments
Touch-base phone calls
General meetings
MBA755 - Reflections on Module 1 Concepts
a) What's distinctive about the renewal stage of the organizational lifecycle?
The renewal stage is about bringing an organization back to life again. In other phases of an organization the business is not in a state where it needs to worry about renwal. The business is either just starting up and full of chaos, growth, and sustainment. Now the organization is at a standstill and it needs to do something immediately or else face failure. The renewal stage may completely change how the business operates, what it does, and the market it reaches. However, this phase is not about completely changing the corporate strategy, but revitalizing the company and the strategy.
b) What organizations that you are familiar with seem to be in the renewal stage? Why do you think so? General Motors - it has been declining for the past several years and it has been trying several different techniques to regain a share of the market it once had. There have been price cuts, employee cuts, new types of cars (hybrids, FlexFuel), and new marketing campaigns. AT&T is also going through a renewal change. Once the largest phone (landline) provider, AT&T is now focusing its efforts on cell phones, especially with its recent purchase of Cingular. Another example is Continental Airlines. Continental has recently changed the way it does business. It gives every passenger first class service with more leg room, pillows, blankets, on-flight free meals, and on-line check-in. Their tickets are often exchangeable for other cooperative airlines (Delta, USAirways, etc). and they now have a radically different approach to flying.
c) What characterstics make a leader effective during this phase?
Leaders that are willing to make the changes necessary to keep the company going and are able to recognize when change is needed are going to make the most effective leaders during the renewal stage. The leader will be good at team building and gathering a consensus. Since change is almost inevitable in this phase, the leader will need to obtain the buy-in of key personnel within the organization. There may be a shift in leadership as the top executive feels it is necessary to gather the right team or a different team to lead the company through this phase.
d) How would you recognize an organization in this phase?
Any organization that has made a change in corporate strategy could be identified as an organization that is going through a renwal phase in its lifecycle. For example, Fidelity was known for its 401(K) investments, but when the 401(k) exhausted its growth for Fidelity, the company had to come up with another strategy to keep it going. Another example is Southwest Airlines (SWA). SWA was known for its short-haul flights, but now has renewed its strategy to include long-haul flights with fast turnaround to reduce costs.
e) Which of the conceptual tools for renewal presented in this module are of particular interest to you?
I would say the one tool that I am most interested in is the ideas for renewal and how to recognize the changes that need to be made. Why are businesses forced into renewal? What is the cause for change? Is it the competition? Is it some regulatory change? I would like to learn more about identifying these changes and determining the next steps to take. The value-chain analysis and the force-field analysis are also good tools that help identify the strenghts and weaknesses of an organization and can help to clarify what needs to be done.
f) What else do you think that you will need to know in order to use these conceptual tools in your own work?
I would definitely need to learn more information regarding the companies. I believe that knowledge of the organizations for which I am working will be critical to the next steps that need to be made. A good idea of the competition and how they have handled any renewal strategies and how they have approached change in the environment.
g) How could you use the ideas from the renewal stage to help you in your professional life?
In my professional life I can take what I have learned and determine the lifecycle the organization is in or is headed toward. If I am a leader in one of these organizations I will be better prepared to handle the upcoming shifts. I think that knowledge of the lifecycle and the renewal stage is over half the battle of getting an organization through such a hurdle. For example, many leaders today are unaware of the changing environment and do not know how recognize when change is or is not needed.
The renewal stage is about bringing an organization back to life again. In other phases of an organization the business is not in a state where it needs to worry about renwal. The business is either just starting up and full of chaos, growth, and sustainment. Now the organization is at a standstill and it needs to do something immediately or else face failure. The renewal stage may completely change how the business operates, what it does, and the market it reaches. However, this phase is not about completely changing the corporate strategy, but revitalizing the company and the strategy.
b) What organizations that you are familiar with seem to be in the renewal stage? Why do you think so? General Motors - it has been declining for the past several years and it has been trying several different techniques to regain a share of the market it once had. There have been price cuts, employee cuts, new types of cars (hybrids, FlexFuel), and new marketing campaigns. AT&T is also going through a renewal change. Once the largest phone (landline) provider, AT&T is now focusing its efforts on cell phones, especially with its recent purchase of Cingular. Another example is Continental Airlines. Continental has recently changed the way it does business. It gives every passenger first class service with more leg room, pillows, blankets, on-flight free meals, and on-line check-in. Their tickets are often exchangeable for other cooperative airlines (Delta, USAirways, etc). and they now have a radically different approach to flying.
c) What characterstics make a leader effective during this phase?
Leaders that are willing to make the changes necessary to keep the company going and are able to recognize when change is needed are going to make the most effective leaders during the renewal stage. The leader will be good at team building and gathering a consensus. Since change is almost inevitable in this phase, the leader will need to obtain the buy-in of key personnel within the organization. There may be a shift in leadership as the top executive feels it is necessary to gather the right team or a different team to lead the company through this phase.
d) How would you recognize an organization in this phase?
Any organization that has made a change in corporate strategy could be identified as an organization that is going through a renwal phase in its lifecycle. For example, Fidelity was known for its 401(K) investments, but when the 401(k) exhausted its growth for Fidelity, the company had to come up with another strategy to keep it going. Another example is Southwest Airlines (SWA). SWA was known for its short-haul flights, but now has renewed its strategy to include long-haul flights with fast turnaround to reduce costs.
e) Which of the conceptual tools for renewal presented in this module are of particular interest to you?
I would say the one tool that I am most interested in is the ideas for renewal and how to recognize the changes that need to be made. Why are businesses forced into renewal? What is the cause for change? Is it the competition? Is it some regulatory change? I would like to learn more about identifying these changes and determining the next steps to take. The value-chain analysis and the force-field analysis are also good tools that help identify the strenghts and weaknesses of an organization and can help to clarify what needs to be done.
f) What else do you think that you will need to know in order to use these conceptual tools in your own work?
I would definitely need to learn more information regarding the companies. I believe that knowledge of the organizations for which I am working will be critical to the next steps that need to be made. A good idea of the competition and how they have handled any renewal strategies and how they have approached change in the environment.
g) How could you use the ideas from the renewal stage to help you in your professional life?
In my professional life I can take what I have learned and determine the lifecycle the organization is in or is headed toward. If I am a leader in one of these organizations I will be better prepared to handle the upcoming shifts. I think that knowledge of the lifecycle and the renewal stage is over half the battle of getting an organization through such a hurdle. For example, many leaders today are unaware of the changing environment and do not know how recognize when change is or is not needed.
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