Budget Failure…

Budgeting is often a political process where firms fail to make strategic choices and underfund all projects instead of picking the ones that deserve funding and giving them what is needed. This short Dilbert video gets at that squarely.

Contributed by Russ Coff

MicroDesign Negotiation: Cross-business coordination

This exercise focuses on the problems with designing incentives and structures to promote the cooperation across divisions needed to achieve synergies. MicroDesign is a negotiation to transfer a technology between 2 divisions of a corporation in order to take advantage of a market opportunity. Sub-optimal agreements (money left on the table) represent transaction costs and inefficiencies that must be overcome in order to create corporate value.

There are two roles (Gant and Coleman). One division, Household Appliances (HA), has developed a new technology that has value if sold outside of the company. However, the division does not have a charter to sell chips. In order to take advantage, the technology must be transferred to the Chips & components (CC) division. Continue reading

PowerPoint Poisoning

“I fit it all on one slide. I had to use all of the white space but I think it was worth it to get it all on one page. It’s actually only one bullet point” This goes nicely with the “Death by PowerPoint” video posted earlier.

Contributed by Russ Coff

Heroic Assumptions…

Often strategy is geared toward upside scenarios that may not be particularly realistic. This can be ok when using tools like real options (e.g., the strategy is part of a portfolio of options). However, one would have to make a case that at least some of the options might be in the money…

Contributed by Russ Coff

Outliers and Competitive Advantage

Competitive advantage is often driven by outliers. However, betting on outliers can be risky business. This video illustrates that average performers might be better over the long haul unless you are able to really identify who the outliers are (and it is not based on luck). Denrell and Fang have a nice paper on how trying to pick extreme outliers will mean that you are wrong most of the time.

Contributed by Russ Coff

Impossible Goals…

This gets at diagnosing problems when failing to achieve goals. Which is the problem, “the impossible goal, the il-advised goal or the one you never told me about?” Nice discussion starter…

Contributed by Russ Coff

Betray Your Ignorance

Causal ambiguity can be hard to explain in class. This Dilbert video might offer a starting point. Here, the report is so technical that no one reads it and the summary slide is so complex that no one understands it.

Contributed by Russ Coff

Value Chains: A flighty topic…

Norman Sheehan has developed an award winning exercise to teach value chain analysis (see the JME paper). Here are excepts from the abstract: Despite its ubiquity, many students struggle to understand and apply value chain concepts. JetFighter uses a complex manufacturing process (intricate paper planes) to enhance students’ value chain competencies. Teams are use value chain concepts to develop innovative strategies to fulfill customer requirements and outperform rivals. The exercise involves two production periods with a brief value chain lecture occurring after the first period. Given that teams typically lose money in the first round, their motivation to learn is enhanced as they are immediately provided an opportunity to apply this knowledge in the second period. Here are materials for the exercise:

Contributed by Norman Sheehan

Time to Reorganize…

Another great Dilbert cartoon turned to video. Often strategy takes the shape of continual reorganizations. If you find this to be of use, you might check out Nickerson and Zenger’s article on being efficiently fickle. This explores how organizations may oscillate between discrete choices (such as centralization/decentralization, make/buy, hiring, etc.) because the “optimum” middle point is unstable.

Contributed by Russ Coff

How Long Will Your Part Take?

We often spend ample time on strategy formulation but less time on execution. This clip drives home how a vision can be obvious and useless and how implementation is often central.

Contributed by Russ Coff

Strategy: We Don’t Do That

Here is a classic Dilbert cartoon put in video form. In a few words, it drives home the point that an important part of strategy formulation is defining what the firm won’t do.

Contributed by Russ Coff

Oh No, He’ll be an Engineer!

This short Dilbert clip identifies the emergence of “the Knack” a capability to understand, create and fix all mechanical and electronic objects. While it is silly, it also illustrates that exceptional capabilities also come with issues of fit. The firm that is able to provide a unique home for such misfits might enjoy a competitive advantage (I’m sure you can think of a few examples).

Then, there is this clip with Wally which shows what it is like when such engineers are valuable and rare – they can enjoy tremendous bargaining power…

Continue reading

Crabby Teamwork

Here is another demonstration of the power of teamwork and organization to defeat a bigger foe. The message is simple but how many firms can really coordinate effectively? This can be used to focus on coordination of any type (alliances, etc.)

Contributed by Russ Coff

Turning Around Chrysler … Again

This clip is an interview to Sergio Marchionne, CEO of FIAT and Chrysler, from “60 minutes.” Marchionne explains the process of transforming the struggling company into a profitable contender in the world market. This helps to introduce topics such as merger integration, alliances, strategy implementation, and turnaround strategy. There has been some buzz about Chrysler having an IPO. This adds an important stakeholder component since the main barrier to the IPO is disagreement on the purchase price for shares owned by the autoworker healthcare trust (42% of outstanding shares).

Contributed by Elisa Operti

Diversification into Heroin?

This clip from the Godfather shows the mafia bosses discussing pros and cons of entering the heroine business. They talk about it as a portfolio move (to go with gambling) and as a growth industry. This is a nice starter for a discussion of corporate diversification and entry choices.

Contributed by Elisa Operti

Aventures Gastronomiques: Recursed

You may recall the Gourmet Adventures exercise on the winners’ curse in M&A. This is a nice exercise to emphasize the risk of overbidding in M&A. Elisa Operti has taken this a step further. She writes: “I love using the Gourmet Adventures exercise in my Corporate Strategy course. I have been teaching in France and Italy in recent years. Thus, I developed a European version of the game (see the Aventures Gastronomiques Instruction sheet). I use a jar with 1€ coins, 10cents coins and 5cents and updated all the references (diameter, labels, etc…). I’ve labeled the restaurant chains after the French hero celebrated on each type of Euro coin. As a final suggestion, I found that, in this context, the game works perfectly with small groups (3-4 students).” The only thing I might add to this is that you may want to use coins from different countries to capture how country risk may increase the risk of the winners’ curse (e.g., it introduces more error/uncertainty into the valuations). Often students have been introduced to the concept of the winners curse. The point here is to emphasize that the strategic aspects of M&A (country risk, diversified targets, synergies, etc.) increase the risk by injecting uncertainty into valuations.

Contributed by Elisa Operti

An Epic Split in the Strategy Field

Birgul Arslan suggests that the Epic Split commercial of Volvo in the Volvo Trucks Case to showcase how truck companies may differentiate themselves with their technology. I see a broader use in the context of almost any kind of alignment one might want to discuss (e.g., strategies, governance, organizational units, etc.). Any misalignment could result in catastrophic results…

Contributed by Birgul Arslan

Strategy in Volatile Times: 1885-1925?

You thought things were volatile now? Professor Rumelt shows us how more change occurred a hundred years ago. He then goes on to explore the elements of a good strategy in the context of change and uncertainty. This goes nicely with Professor Rumelt’s McKinsey Quarterly article.

Contributed by Russ Coff

Can you plan like a Chipmunk?

Ok, another silly one from ONN. On the other hand, there is a robust literature on cognitive bias and economic short-termism (see this AMR by Laverty). Chipmunks plan for a whole season ahead — not bad actually. As such, this might be a good lead in for a discussion on bias in strategic decision-making.

Contributed by Russ Coff

Son of the CEO Promoted

Here is another ONN report about the “hard work” required for the son of a CEO to secure a promotion to CEO. Silly? Of course. However, there may be a serious discussion of succession in family businesses in there somewhere (e.g., See this Schultze et al. Org Science article).

Contributed by Russ Coff