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Business Consulting and Change Management
MIB, Antai College, SJTU February 25, 16 1
Course Name: BUSINESS CONSULTING AND CHANGE MANAGEMENT
Professor Emmanuel Monod
Contact Hour: 32 Credit: 2 Academic Year: 2016
1- COURSE PURPOSE ................................................................................................................................ 2
2- LEARNING OBJECTIVES .................................................................................................................... 2
3- COURSE SCHEDULE ............................................................................................................................ 3
4- COURSE CONTENT ............................................................................................................................... 4
5- ASSIGNMENT ......................................................................................................................................... 7
7- EVALUATION ....................................................................................................................................... 10
8- CLASS POLICY..................................................................................................................................... 10
9- COURSE MATERIAL .......................................................................................................................... 11
10- INSTRUCTOR INFORMATION ....................................................................................................... 12
11- TEACHING APPROACHES .............................................................................................................. 11
12- ADDITIONAL READINGS ................................................................................................................ 11
Business Consulting and Change Management
MIB, Antai College, SJTU February 25, 16 2
1- COURSE PURPOSE
1. Business consulting will be practiced through business cases in hyper-competition analysis,
marketing analysis and planning, strategy and competitive advantage and Structure and Actors
analysis. These business cases will include Western corporations such as Google, Yahoo!
Dreamworks and Chinese corporations such as Baidu, Alibaba, Tencent, Youku, Bona films,
Huayi brothers media, Shanda Games, Perfect World, NetEase, and Blizzard entertainment
2. This course will also allow to practice change management consulting through cases that will
include business transformation methods, management information systems, change roadmap,
and leadership development. Such cases will include Accenture, Siemens, Fluor Technologies,
Tata Consulting Group, Philips, Ernst and Young and NASA,
3. This course is not only based on the analysis of business cases, but also on the practice of
business communication. It includes student teamwork and presentations including role
playing of consultants in a business context that are expected not only to conduct an analysis,
but also to provide advices to their customer
4. These presentations will also include conflict management techniques because the audience
will play the role of different functions within the customer corporation, including CEO,
shareholder, finance director, marketing director and different product directors who will
object to the recommendations of the consultants
5. This course also includes a Project. A manager of a large corporation will come to class in
order to explain the requirements of the case. Students will work in competitive teams for
developing proposals during the week-end. Defenses will take place in front of the customer
on Monday evening. The customer will select only one of the competitive proposals.
2- LEARNING OBJECTIVES
Upon achievement of this course, students will be able to:
1. Analyze the competition with Hypercompetition Analysis (HCA) framework
2. Understand the customer behavior with Marketing Analysis and Planning (MAP) tools
3. Identify sources of Strategy and Competitive Advantage (SCA) using different options
4. Describe the organization with the Structure and Actors Analysis (SAA) diagrams
5. Provide advices regarding Information Systems (IS)
6. Assess the opportunity of different Business Transformation (BT) methods
7. Apply tools for Project Management (PM)
8. Make recommendations for Change Roadmap (CR)
9. Advise top management regarding Leadership Development (LD) approaches
10. Recommend how to implement Business Process Management (BPM)
Business Consulting and Change Management
MIB, Antai College, SJTU February 25, 16 3
3- COURSE SCHEDULE
Schedule Topic Business case
March 3 Structure and Actors
analysis,
Information Systems
Business transformation
Business communication
Case: Business
transformation
March 10 Project management
Change Roadmap
Leadership development
Business process
management
Cases: Organization
IBM Accenture
NASA
March 17 Hypercompetition analysis,
Marketing analysis and
planning,
Strategy and competitive
advantage
Cases: Information Systems
Siemens Ernst and Young
Fluor Technologies Tata
March 24 Cases: Search Engines in
China
Google - Yahoo - Baidu
March 31 Cases: e-commerce in China
Tencent - Alibaba - BAT war
April 7 Cases: On line games
Perfect world - Shanda Games – NetEase -Blizzard
April 14 Cases: movies
Dreamworks - Bona films - Huayi brothers- Youku
Wednesday
April 20th
18h- 20:45
Requirements Project
Friday April
22d
8:30
Proposal development Project
Saturday April 23rd
8:30
Proposal development Project
Monday April
25th
18h- 20:45
Defense Project
(note: this schedule is liable to change)
Business Consulting and Change Management
MIB, Antai College, SJTU February 25, 16 4
4- COURSE CONTENT
The course will include a set of tools that enable the management in corporations:
4.1- BUSINESS CONSULTING
Issues Tools
HC
A
HY
PE
R
CO
MP
ET
ITIO
N
AN
AL
YS
IS
PESTEL vs Hypercompetition Criteria
Productivity Vs Flexibility
Barriers To Entry Vs Transience
Sustainable Vs Transient Competitive Advantage
Market Forces Vs Network Model
Globalisation Vs Transnationalisation
Hypercompetitive Trajectories
MA
P
MA
RK
ET
ING
AN
AL
YS
IS
AN
D P
LA
NN
ING
Product lifecycle
BCG
ADL
Mc Kinsey
SWOT
Product/Market
Segmentation
Customer Behavior/ Generic Positioning
Dynamic Stability
SC
A
ST
RA
TE
GY
AN
D
CO
MP
ET
ITIV
E
AD
VA
NT
AG
E
Vision
Mission
Sustainable Competitive Advantage
Transient Competitive Advantage
Core Competencies
Balanced Scorecard
Organizational Learning
Business Consulting and Change Management
MIB, Antai College, SJTU February 25, 16 5
4.2- CHANGE MANAGEMENT CONSULTING
S
AA
S
TR
UC
TU
RE
AN
D A
CT
OR
S
AN
AL
YS
IS
Organizational Structure
Centralization / Decentralization
Mechanistic / Organic Management System
Corporate Life Cycle
Entrepreneurial Transition
IS
INF
OR
MA
TIO
N
SY
ST
EM
S
ERP - Enterprise Resource Planning
WMS - workflow management systems
GSS - group support systems
DMS - document management system
IT and transformation
IS development methods
BT
B
US
INE
SS
TR
AN
SF
OR
MA
TIO
N
BPR- Business Process Reengineering
TQM
Lean Management
Agile management
Process innovation
PM
PR
OJE
CT
MG
T
Executive mandate
Project Definition Report
Project Budget
Project Contract
Project Communication Plan
Project Management Plan
CR
CH
AN
GE
RO
AD
MA
P
Wake-up call
Other initiatives
Conditions for change
Team
Target for change
readiness
LD
LE
AD
ER
SH
IP
DE
VE
LO
PM
EN
T
Tasks versus relationship
Innovation versus delegation
Control versus challenge
Credibility
Volunteers
Trust
BP
M
BU
SIN
ES
S P
RO
CE
SS
MG
T
Business Process Value Chain
Transactional vs Relational Processes
CRM Customer Relation Management
SCM Supply Chain Management
PLM Product Lifecycle Management
BI Business Intelligence
KM Knowledge Management
Business Consulting and Change Management
MIB, Antai College, SJTU February 25, 16 6
4.3- CUSTOMERS ROLES
While the team who will defend each business case will play the role of consultants, a part of the
students in the audience will play the role of the customers. The customer being a corporation (Google,
Baidu, Alibaba, Tencent, Youku, …), each department and actors shall be represented:
Top management 1. CEO,
2. CFO,
Operational departments 3. Sales director,
4. Operations director,
5. R&D director
Product managers 1. Stars Product Manager,
2. Cash Cows Product Manager,
3. Dilemmas Product Manager,
4. Dogs Product Manager
VPs 5. VP customer sat,
6. VP strategy and development
Support departments 7. Marketing director,
8. COO,
9. CIO,
10. HR director
Because change management implies re-organization, each change project has opponents and allies.
Indeed, any cross-functional transformational change inevitably questions the structure and power of
functional departments. This simulation is not an abstract "problem-solving" exercise where solutions
are invented by the functions and departments in order to solve problems (Simon, 1977). Rather,
problems are invented by each departments in order to impose solutions that pre-exist. We are
therefore in the situation of the "garbage can decision model," or responding to organizational conflict
(Cohen March and Olson, 1972; Allison 1971).
The students in the audience are asked to play the role of each director. Each of them is an actor with
a different interest from other actors, according to the sociology of action (Bourdieu, 1991). The
"horizontal" change transformation (especially BPR, IS or BPM) will meet the resistance of the
"vertical" functions and departments directors. Role-playing method will be organized in order to
illustrate the resistance to change embodied by the functional department managers. This method will
help to understand how information retention is used as a key to power in negotiation (Crozier and
Friedberg, 1977). The method will also refer to the approach Mintzberg (1991) where each actor tries
to impose a coordination mechanism that "pushes" the organization towards a structure that will
increase his/her influence.
Business Consulting and Change Management
MIB, Antai College, SJTU February 25, 16 7
5- ASSIGNMENT
5.1- Assignment content
There are 3 team assignments that will all lead to a defense in class. However, while the 2 first
assignments include only a half-filled ppt that will be provided by the instructor to each team, the
final assignment (case building) includes a ppt and a defense.
Team
Assignment
Acronym Tools Business cases
1- CHANGE
CASE
1. SAA
2. IS
3. BT
4. PM
5. CR
6. LD
7. BPM
1. Structure and Actors
Analysis
2. Information Systems
3. Business Transformation
4. Project Management
5. Change Roadmap
6. Leadership development
7. Business Process
Management
1. IBM
2. Accenture,
3. Siemens,
4. Fluor Technologies,
5. Tata Consulting Group,
6. NASA
7. Anonymous Consulting corp.
(called BCG)
8. Anonymous Stark corp (called
Fedex)
9. Anonymous US corporations
(called Starbuck)
2-
BUSINESS
CASE
1. HCA
2. MAP
3. SCA
1. HyperCompetition
Analysis
2. Marketing Analysis and
Planning
3. Strategy and Competitive
Advantage
1. Google,
2. Yahoo!
3. Baidu
4. Alibaba,
5. Tencent,
6. BAT war
7. Perfect World
8. Shanda Games,
9. NetEase,
10. Blizzard entertainment
11. Dreamworks
12. Bona films,
13. Huayi brothers media,
14. Youku
3- PROJECT This business case shall
include tools, techniques and
approaches studied in class.
This project will be discussed during
the first classes
Business Consulting and Change Management
MIB, Antai College, SJTU February 25, 16 8
5.2- Assignment deadline and format
Deadlines
Case 1 and 2 Deadline (no report, just ppt)
type of document Day time
PPT of the defense (electronic) One day before 12 (noon)
Final assignment Deadline (including word report)
type of document Day time
PPT of the defense (electronic) One days before 8 pm
Electronic document One days before 8 pm
Printed document Start of class
Emailing and name of files
Case 1 and 2
type of
document
Format delivery mode Title of the file
PPT of the
defense
PPT Sent to TA and the
professor
(number of team) (name of corp)
(ex 1-baidu)
Final assignment
type of
document
Format delivery mode Title of the file
PPT of the
defense
PPT Sent to TA and the
professor
(number of team) (name of the
solution to the business problem)
Report Word Sent to TA and
professor
idem
Note on format: never send a .rar
On the other hand, .zip is allowed
But the preferred format is simply .ppt and .doc
5.3- Assignment cover page
Assignment cover page shall include
1. The name of the course
2. the name of all participants in English
3. The English name (if any)
4. the student number of each participant
5. the name of the team (if any)
5.4- Discounts
Delays will result in the following discount (upon a hundred points)
delay discount (points / 100)
6 hours 3 points
one day 20 points
Two days and more zero grade for this assignment
Irrelevant formats will result in the following discount
type of document type discount
Defense ppt PPT -10% If one format missing
Printed document No binding or staple -5% if no binding or staple
Business Consulting and Change Management
MIB, Antai College, SJTU February 25, 16 9
cover page not at the format No names, or missing
info
-3% for each missing information (especially
names)
5.5- Teams
Teams will be created during the first day of class and facilitated by the instructor
Number of students by team:
Case Example Number of students
1- change mgt case Accenture, Siemens 4 teams of 10 students
2- business case Baidu, Alibaba, Tencent 2 to 3 students
3- Project To be defined
5.6- Defense Process for cases 1 and 2
1. All power points shall be sent to the instructor one day before the defense (see deadline)
2. No last minute change will be allowed regarding the ppt. Students shall use the ppt send one
day before that will be waiting for them on the desktop computer. They may however
change the order of some ppt, but this is not recommended. All shall be decided one day
before.
3. The schedule of defenses will be defined during the classes
4. Each team will defend during 10 to 15 minutes.
5. Each team member shall say something, however, there may be a leader of the defense
introducing each part and making links
5.7- Defense Content
Each defense should be performed as a professional business consulting and change management
presentation that shall include the following parts:
INTRODUCTION 0 min Talk with the customer
Do not introduce the team
Start directly with the analysis
BUSINESS ANALYSIS 7 to 8
min Focus only on the tools
Keep on interacting with the customer
All team members shall talk
CHANGE MANAGEMENT
RECOMMENDATIONS
2 to 7
min Please provide recommendations including re-
organization, IS, BT, PM, CM, LD or BPM
Your objective is that the CEO signs your change
management contract
5.8- Project
To be defined during the first classes. This project will require teamwork during one week-end.
This schedule shall be confirmed during the first class
Business Consulting and Change Management
MIB, Antai College, SJTU February 25, 16 10
6- EVALUATION
Course activities are weighted in the following way:
1
change case
Team Assignment 1 business – defense 10%
Team Assignment 1 business – ppt 15%
2
business case
Team Assignment 2 change – defense 10%
Team Assignment 2 change – ppt 15%
3
Project
Team Assignment 3 project- defense 10%
Team Assignment 3 project - ppt 10%
Team Assignment 3 project – report 10%
4 Individual in class participation 10%
5 Compliance to cell phone and computer policy
below) 5%
6 Punctuality 2.5%
7 Attendance 2.5%
7- CLASS POLICY
1- break
1. Only one break shall take place. The duration and time will be decided in class
2- punctuality
Classes will start on time. Any late coming will result in a grade discount. Coming back
late from the break will also result in grade discount.
3- seats
1. The seat in classroom will be assigned by the instructor before the students come to class
2. Changing seat during the break is not allowed, except if asked to the instructor and
obtaining his approval
4- questions
1. The classes are highly interactive and each students will be invited to participate in order
to earn participation grade
2. Clarifications and understanding questions are welcome
3. However, due to the amount of knowledge to be taught, there will be no time for
questions that would require a long development during the class. Students will be
invited to wait after class to discuss development questions with the instructor.
4. The instructor will always stay at least 30 minutes to one hour after class to discuss any
Question with students, including development questions
5- phones and telecom devices
1. Any kind of phones, telecom or computer devices should be switched off
2. Students shall be put on the instructor’s desk before the start of the class
6- food and drinks
1. Drinking anything else than cold water in bottle is forbidden in class, except hot water
and tea inside bottles.
2. Eating is forbidden in class
7- reading or doing any other activity in class
1. Reading any kind of document not related to the class is forbidden in class.
8- handouts
1. Students are required to write their names on each handout
2. At the beginning of each class, students shall open the handouts at the page written on
the white board in order to save time and start class as early as possible
3. All students shall take notes during the class, by filling the blanks of the power points,
but also writing comments or questions. These questions can be asked either during the
class if they are related to clarification, or, if a development is needed, responses will be
provided after then end of each class
4. Upon request, the instructor may come back some afternoon in order to help a group of
student who may encounter some concern with any issue.
Business Consulting and Change Management
MIB, Antai College, SJTU February 25, 16 11
8- COURSE MATERIAL
Binder
The binder will include all approaches, methods, techniques and tools and all business cases
discussed during classes
The main reference book on change is Akerman Anderson, however this book is not mandatory for
the course:
Title of the book: Change Leader’s Roadmap,
Author: Linda Akerman Anderson
Publisher Jossey-Bass/Pfeiffer, Wiley, San Francisco
Version: (2001) Price: 41 USD (used: $ 24 on amazon.com) a
ISBN number: -10: 0470648066
Other book on organizational structures:
Mintzberg, H. (1991),
Structures in five,
The Free Press, New York
Additional reference on knowledge management, and information systems in general:
Jashapara, A. (2014)
Knowledge Management: An Integrated Approach (2nd Edition) 2nd Edition
Prentice Hall, new York
9- TEACHING APPROACHES
This course is based on the group learning (Doh, 2003), experiential learning (Kolb 1984) and
conversational learning (Kolb and Kolb ,2005; Baker Jensen and Kolb, 2005). It will aslo include the
issue of corporate responsibility (Goshal, 2005), and therefore will be an invitation to conduct a
critical thinking about functionalist and normative approaches. Indeed, while functionalist approaches
limit the recognition of subjectivity and conflict (Burrell and Morgan, 1979), normative approaches
neglect emergent phenomena and dissensus (Deetz, 1997). More precisely, this course will
incorporate attention to values in management education. through the Critical Management Education
(CME) approach (Grey, 2004), and combine critical perspectives with action-based learning
(Reynolds and Vince, 2004). In this course, learning will be considered as situated. It will be therefore
based on the approach of communities of practice (Lave and Wenger, 1991, p. 95). The underlying
premise is that learning in management, particularly in groups, is fundamentally about understanding
"power relations" in "social structure" (Lave and Wenger; 1991).
During the simulations and role playing, the challenge for the consultants will be to understand the
"conditions for legitimacy" (Lave and Wenger, 1991, p. 95). Therefore, he or she may have to try to
build shared meaning through argumentative action (Habermas 1984), establishing conditions of neo-
humanism (Burrell and Morgan, 1979), dialogic studies (Deetz, 1999) or "relational contracting
versus coercitive bureaucracy" (Adler, 2001). During this course, participants will experiment actor
interest (Mintzberg, 1984), the garbage can model (Cohen March and Olson, 1972), stakeholder
theory (Allison, 1971), discourse analysis (Foucault, 1972) and language games (Bourdieu, 1991) in
project management. The communication technique will rely on Neuro-Linguistic Programming
(Watzlawick, 1977)
10- ADDITIONAL READINGS
Adler, P. A. (2001, March - April). Market, hierarchy, and trust: Knowledge economy and
Business Consulting and Change Management
MIB, Antai College, SJTU February 25, 16 12
the future of capitalism. Organization Science, 12 ( 2), 215–234.
Lewin, A. Y. , Long, C. P. and Carroll, T. (1999) “The Co-Evolution of New Organizational
Forms”, Organization Science, Vol. 10, n°5, September-October, pp. 535-550
Mintzberg, H. (1979), The structuring of organizations : a synthesis of the research ,
Englewood Cliffs, Prentice Hall
Schneider, M. (2002) “A Stakeholder Model of Organizational Leadership”, Organization
Science, Vol. 13, n°2, March-April, pp. 209-220
Smith, A. D. and Zeithaml, C. (1996) “Garbage Cans and Advancing Hypercompetition :
The Creation and Exploitation of New Capabilities and Strategic Flexibility in Two
Regional Bell Operating Companies”, Organization Science, Vol. 7, n° 4, July-August, pp.
388-399
Volberda, H. K. (1996) “Towards the Flexible Form : How to Remain Vital in
Hypercompetitive Environments”, Organization Science, Vol. 7, n° 4, July-August, pp 359-
374
11- INSTRUCTOR INFORMATION
Dr. Emmanuel Monod, PhD,
Professor Antai College of Economics & Management, Shanghai Jiao Tong University
E-mail:[email protected]
(See bio attached hereafter for more information)
Business Consulting and Change Management
MIB, Antai College, SJTU February 25, 16 13
Emmanuel Monod, PhD, is professor at Shanghai Jiao Tong University, Antai College of Economics and Management, (China). He holds a PhD from Paris Tech - Telecom Paris (ENST Paris), a master from University Paris Diderot - Paris 7 (ARWU National rank 5-6, World rank 101-150) and a bachelor from University of Paris-Sud (Paris 11) (ARWU National rank 2, World rank 41). He was vice-president of the Association for Information System and track chair (or professional development workshop chair) for ICIS, ECIS, AMCIS and Academy of Management (Boston 2012, Orlando 2013, Philadelphia 2014 and Vancouver 2015). He is now at the Academy of Management the international coordinator of the Management Education and Development division and board member of the Practice Theme Committee and the Teaching Theme Committee of the Academy of Management. He is also board member of the Association for Information Systems AIS SIG Philosophy. In August 2015, he chaired a session at the Americas Conference in Information systems and 3 sessions at Vancouver for the conference of the Academy of Management. He will chair such sessions during the 2016 Academy conference in California He is working or previously worked for the following Universities:
Shanghai Jiao Tong University, Antai College of Economics and Management (2013 to now) (ARWU National rank in China: 1to 4, World rank: 101to 150)
Professor of Management
Paris Dauphine University (Paris 9) (National rank in France: 16-18, World rank 301-400) (from 2003 to 2012)
Associate Professor (during 10 years)
Director of the DBA (during 7 years),
Director of the dual doctorate-PhD program with Georgia State University (during 10 years),
Director of the Master of International Business (M2 MIB) (during 8 years),
Country representative for China (during 5 years)
Georgia State University (Atlanta, USA) (US News ranking in Information systems: 8, MBA ranking: 44, public affairs: 23, economics: 72, US best global University for economics and business: 82) (in 2002)
Visiting Professor (1 year)
University of Nantes (from 1997 to 2001) (5 years)
Associate Professor , Director of the master of management information systems
He also has previously held executive positions during 10 years in IBM (France and USA), France Telecom and the French Company of External Trade (COFACE), depending of the French Ministry of Finance:
IBM (from 1993 to 1996) (4 years)
IBM France / IBM Europe: IS Planning Manager for Europe CRM reengineering (1995-96)
IBM Corp. USA: IS Planning Manager for worldwide CRM reengineering (1994-95)
IBM Consulting Group France Consultant in Business Transformation (1993)
France Telecom Corporate University (now Orange corporation):
Strategy director ((from 1991 to 1992) (2 years)
IBM France: (from 1988 to 1990) (2 years)
Marketing Representative (Large Account) (Aerospace Industry) (1989- 1990)
I.S. Strategy Assistant Manager (1988-89)
Ministry of Economics and Finance – COFACE French International Trade Administration:
Project Manager in Information Systems (1986-87) (2 years)
He is currently in charge of a course for the Master of Management of Australian National University in Tsinghua University
Emmanuel Monod, PhD Professor, Shanghai Jiao Tong University,
Antai College of Economics and Management, (China)
Business Consulting and Change Management
MIB, Antai College, SJTU February 25, 16 14
He is currently editorial board member of Information Systems Journal (ISJ), Database for Advances in Information Systems and Information Technology and People. He was previously associate editor for Information Systems Research (ISR), Communication of the AIS (CAIS) and Journal of the AIS (JAIS). He published in Information and Organization, Information Systems Journal (ISJ), European Journal of Management (EJM), European Journal of Information Systems (EJIS), Communications of the AIS (CAIS) and 3 French journals recognized by CNRS (French equivalent to NSF): Systèmes d’Information et Management, Annales des Telecommunications and Réseaux .He was guest associate editor for MISQ (Management Information Systems Quarterly) and guest editor of a special issue of ISJ (Information Systems Journal).