business models - metiu bucharest nov 2011 slides
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Business Models:Generation and Implementation
Anca MetiuESSEC Business School
Bucharest, November 2011
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Overview
Definition of business models
Generation of business models
Implementation
Strategy issues
Three perspectives: strategic, political, cultural
Organizational structures
Motivation and relationships
Group processes
Management and leadership roles
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Copyright: Osterwalder &
Pigneur
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customer
segments
ey partners
ost structure revenue
streams
channels
customer
relationships
key activities
key resources
value proposition
images by JAMCopyright: Osterwalder &Pigneur
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Sources of information
(including presentations) on
business model generation
http://alexosterwalder.com/
http://www.businessmodelgeneration.com/
http://alexosterwalder.com/http://www.businessmodelgeneration.com/http://www.businessmodelgeneration.com/http://alexosterwalder.com/ -
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A Model of Organizational Behaviour(Nadler and Tushman)
Informal
Organization
Formalorganization
arrangementsTask
Environment
ResourcesHistory
Individual
OrganizationalGroup
Individual
Inputs Output
Feedback
Strategy
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5 Forces Framework
For analyzing strategy
Devised by prof. Michael Porter
The 5 forces are:
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Perspectives on organizations
They determine what data you see (hear, feel)
in the organization and how we interpret the
data
What questions you ask and where your
attention lies
What meanings you attach
Over time you may begin to identify with a
perspective
No single perspective is adequate
It is easy to get locked into a single
perspective,
but difficult then to deal with complexity
Mediate between the manager (detective) and
organizat ions
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9
Three PerspectivesStrategic DesignOrganizations are machines
An o rganizat ion is a mechanical
sys tem crafted to ach ieve a defined
goal . Parts mus t f i t wel l together
and match the demands of theenvironment.
Action comes through
planning.
PoliticalOrganizations are contests
An organizat ion is a soc ia l system
encompassing d iverse, and
som et imes contradictory, interests
and goals. Compet i tion forresources is expected.
Action comes through power.
Cultural
Organizations are culturesAn o rganizat ion is a symbol ic s ystem
of m eanings , art i facts, values, and
rout ines. Inform al norm s and tradi t ions
exert a strong inf luence on behavior.
Action comes through habit.
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Strategic perspective
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Organization Structures
Functional Divisional Matrix
Division of Labor By Inputs By Outputs By Inputs and Outputs
Coordination Hierarchical supervision.
Plans and procedures
Division General
Manager &
Corporate Staff
Dual reporting
relationships
Decision Rights Highly centralized Separation of
Strategy & execution
Shared
Importance of
Informal Structure
Considerable Modest Low
Politics Inter-functional Corporate Division &
Inter-Divisional
Along matrix & resources
Basis of Authority Positional & functional
expertise
General
management
Responsibility &
resources
Negotiating & resources
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Pros and ConsFunctional Divisional Hybrid/Matrix
Resource
Efficiency
Strong Weak Moderate
Technical
Excellence
Strong Weak/Moderate Moderate
Customer-
Responsive
Weak/Moderate Strong Strong
Coordination/Time
Efficiency
Weak Strong Moderate
Accountability Strong Very Strong Moderate
Ideal Environment Stable Heterogeneous Heterogeneous butrequiring integration
Ref: Nohria, Note on Org. Structure HBS9-491-083
Caution: Matrix structures look appealing because they avoid the glaring
weaknesses of the other forms (shaded areas), but they are difficult to
implement, requiring a lot of natural collaboration.
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Formal Structures: Lessons
Structure is a powerful tool to influencebehavior to achieve organizational goals Formal structures clarify roles, relationships, and
authority within the organization
Design solutions imply trade-offs Organize along the dimensions that are
competitively most important But understand any solution has drawbacks
Management is important in filling the
gaps
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Motivation
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Three Approaches to
Understanding Human
Motivation
Needs Hierarchy Theory (Maslow) Goal-setting Theory (Locke & Latham)
Equity Theory
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Needs Hierarchy Theory(Maslow)
Five levels of needs; the order in which they
demand to be satisfied is from:
- Physiological needs to- Safety needs to
- Social needs to
- Esteem needs to- Self-actualization needs
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Implications of Needs
Promote a healthy workforce
Provide financial security
Provide opportunities to socialize
Recognize employees accomplishments
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Goal-setting Theory(Locke and Latham)
Intentions to work toward a goal are a major
source of work motivation
What type of goals?
Specific Hard
On which you get feedback (self-generated is better)
The goals-performance relationship depends on:
Goal commitment (the internalized desire to reach the
goal)
Self-efficacy beliefs (you think you can do it)
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Implications of goals
Assign specific goals (people perform at
higher levels when asked to meet specific
high-performance goals than when asked to
do your best)
Assign difficult but acceptable performance
goals
Provide feedback concerning goal attainment
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Fairness Approaches
When people compare themselves to
relevant others, they can experience fairness
or lack of fairness
Two types of concerns: Distributive justice (the perceived fairness of the
amount and allocation of rewards)
Procedural justice (the perceived fairness of theprocess used to determine the distribution of
rewards)
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The Folly: Rewarding
for A and Hoping for B (Kerr)
Examples Wanting teamwork, but rewarding individuals
Employee involvement and empowerment but controlling
resources
Why? Over-emphasis on objective simple, quantifiable measures
Over-emphasis on highly visible behaviors
Other values more important than efficiency
Future Need more holistic measures of performance factors
Learn what people value, dont assume
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The Job Characteristics
Model (Hackman and Oldham)
Skill variety the degree to which the job requires a variety ofdifferent activities
Task identity the degree to which the job requirescompletion of a whole and identifiable piece of work
Significance - the degree to which the job has a substantialimpact on the lives or work of other people
Autonomy the degree to which the job provides substantialfreedom and discretion to the individual in scheduling the
work and in determining the procedures to be used in carryingit out
Feedback - the degree to which carrying out the job providesthe person with clear and direct information about theeffectiveness of her/his performance
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Motivation through Teamwork
A self-directed work team is a formally
recognized group of employees who are
responsible for the entire work progress of
segment that delivers a product or service.
Each team member learns a broad range of
skills and switches job assignments
frequently.
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TEAMS
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What makes teams
successful?
Clear leadership
Respect for all roles
Conflict and collaboration and cohesion butnot necessarily compromise are good
Recognize and work through differences with
one goal in mind
The informality of formal groups: other needs
being met (friendship, having fun)
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From Working Group
to Real Team
Real Team:
A small number of people with complementaryskills who are equally committed to a commonpurpose, goals, performance level, and working
approach for which they hold themselvesmutually accountable.
Real teams are a basic unit of performance.
The possible performance impact for the realteam is significantly higher than the workinggroup.
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Real Teams outperform other like groups,
and when led exceptionally well,
outperform all performance expectations
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Individual vs. Team Decision Making
Individual Problem is clear and well-
structured
Group acceptance is not
necessary for implementation Less time
Fewer resources
Greater individual
accountability
Less groupthink
Expert opinion is often better
than teams
Team Reflects variety of
perspectives
Can combine skills, abilities,
information and ideas Generates more alternatives
Increases understanding
Eases implementation
Greater acceptance and
support of the decision
Solutions are better than
individuals on average
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Assuming Roles in Teams
Belbins 9 Roles for Effective Teams1. Plant unorthodox, creative
2. Shaper thrives on pressure, overcomesobstacles
3. Implementer disciplined, reliable, efficient
4. Resource investigator extravert, enthusiastic
5. Monitor/Evaluator strategic, thinker
6.
Completer conscientious, deliverer7. Coordinator mature, chairperson
8. Teamworker cooperative, diplomatic
9. Specialist narrow but deep in skills
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A Managers Job(Mintzberg, 1996)
The Manager Conceiving (a framework, a perspective for the job)
Scheduling (how is the work going to be carried out)
Managing by information Communicating (talking andlistening)
Controlling (designing structures, directing)
Managing through people Leading (being an energy center)
Linking (building networks)
Managing action Doing (solving specific issues)
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Leadership Defined
The process by which one individual influences
other group members toward the attainment
of defined group or organizational goals(Greenberg).
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Managers and Leaders Establish plans Manage execution
Drive for results
Show commitment
Manage profitability Commit to quality
Coach and developothers
Recognize good
performance
DOING THINGS RIGHT
Provide direction Set priorities
Create and communicate avision
Empower and motivateothers
Think strategically
Leverage networks
Lead courageously
Champion change
DOING THE RIGHT THINGS
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Becoming a Leader
Know yourself: theories, values, style
Authenticity be true to yourself
Dont underestimate the ability to develop and
improve your leadership skills through practiceand experience
Similarly, develop your latent charisma: Find your vision, seek to inspire and empower
Make use of your emotional intelligence But, be mindful of risks of leadership abuse
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"Never underestimate the powerof a small group of committed
people to change the world. In
fact, it is the only thing that everhas."
(Margaret Mead)
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Multumesc!