Contributed by Russ Coff
Contributed by Jeff Martin
Contributed by Russ Coff
Nevertheless, all existing iOS core processors have been manufactured by Samsung. They just can’t stop themselves — the A7 chip continues the multi-year pattern of outsourcing production of the heart of the iPhone to their chief competitor. Rumors have been flying that Apple is going to switch to a new supplier, TSMC (Taiwan Semiconductor Manufacturing Co). That may still happen in the near future but the fact that Apple could not shake it’s dependence on Samsung quickly despite large investments in TSMC speaks to the extent of Samsung’s manufacturing advantage. This would seem to prompt a nice discussion of capabilities, rivalry, and alliances…Contributed by Russ Coff
Ok so here is another funny Onion News Network story of how the death on newspapers affects crazy loons who fill their houses with old newspapers. However, there is a serious issue on how firms ensconced in old technologies respond to strategic challenges. Here is an academic paper by Adner and Snow on the topic. You may also be interested in their HBR article on the topic that may be useful for teaching.
Contributed by Russ Coff
We often try to convey to students how value can be created in social networks as actors gain access to more resources and knowledge. This exercise is a simple game of bingo where players have a list of resources they need to find to win the game (4 boxes in a row). To play, they simply find people in the room with specific attributes or knowledge and have them sign their card. I have added a simple twist that they can complete one box using an indirect tie (e.g., a friend of a friend). This teaches the very basics of social networks and serves as a nice ice breaker as well. Here are two Bingo card created for: 1) an exec ed program and 2) for a PhD Student Orientation. This gives you an idea of how to customize the exercise for the group. This can be useful to explore alliance networks at the organizational level or the role of individual networks in strategy formulation and implementation.
Contributed by Michael Sacks
At the same time, projections indicate that their anticipated product changes will be incremental at best. A recent article coins the term “frosted glass effect” to describe the incremental innovations that signal a fast moving challenger will soon leapfrog over a stodgy slow moving incumbent (like Apple). Not to be left out, the Onion has entered the fray as well. In short, stakeholders are wondering how critical Jobs was to Apple’s “organizational” capabilities — Has the core competence really rotted away? Some discussions of dynamic capabilities place great emphasis on organizational routines as the key elements that drive the ability to acquire, integrate, recombine and release resources and capabilities (e.g., see Winter). The importance of Jobs, in this case, shifts our attention to key individuals who may be essential components in harnessing and directing routines. Without a rudder, the routines may lose much of their value. Of course, this steers us solidly into a micro-foundations perspective (e.g., see Barney and Felin or Foss)…Contributed by Russ Coff
They are planning to invest $500M just in marketing the new phone (more than Apple or Samsung). This may be motivated by the fact that Samsung is capturing up to 95% of the profits from the Android ecosystem since it owns the “last mile” where consumers lay down cash for devices. Samsung has recently invested further in their Tizen mobile operating system to keep their options open and solidify their bargaining power against Google (a nice 5 forces example of tapered integration). Google’s battle to remain relevant in the Android ecosystem is a nice update to the mini case posted earlier here on Google’s $12.5B acquisition of Motorola Mobility. Also, based on this review, it appears that they may have created some of the vertical integration value. Here is a demo video for the Moto X.
Contributed by Russ Coff
Forbes recently published an infographic that illustrates many of these. This is valuable to point out the uncertainty surrounding new products and services and how a real option portfolio might be an appropriate tool for making investment decisions. Ultimately, the process may look a bit like a venture capital portfolio. Given Google’s successes, we may forget their many ideas that have not worked well in the marketplace. There are a number of other resources here that help to focus on real options as a strategic tool.Contributed by Russ Coff
It is divided into four segments: 1) Biology goes digital, 2) Materials and manufacturing, 3) My computer my friend, and 4) Man vs. machine. They also have a transcript of his comments available.Contributed by Russ Coff
Contributed by Russ Coff
Contributed by Peter Klein
Contributed by Russ Coff
You could easily fill an hour by just playing the videos below, saying “discuss,” and then stepping out of the way. I use the videos (all 3) along with the available case study — Ivey case W12674, which already has its own teaching note. As preparation for the Groupon discussion, you could also ask students to explore the web site where Groupon makes its sales pitch to merchants, at https://www.grouponworks.com/. Here are the videos:Contributed by Rich Makadok
Jay Barney describes a coin flip exercise to make the point that innovation might be modeled as an outcome of pure luck. If so, how can firms manage such processes? The exercise is simple:Contributed by Jay Barney
Contributed by Russ Coff
Contributed by Russ Coff
This is an old video depicting the process for a $20M investment in the laserdisk division. It has two uses in class. First it illustrates some limits of “core competence” (as the term is usually used) as a guiding principle for analyzing whether business units will add value — the clip describes 3M’s competence, with a straight face, as “two dimensional products.” Second, the video might be described as depicting an exercise decision for a real option that was acquired earlier. One can explore the role of core competence and other organizational factors in making such exercise decisions.
3M, of course, is extremely sophisticated in it’s management of core competencies — maintaining deep expertise in a well-defined set of technologies. The only one with the wool pulled over their eyes was the filmmaker who really did believe that 3M’s core competence was 2 dimensional products…
Contributed by Russ Coff
Contributed by Russ Coff
Contributed by Joan Allatta
Carpenter Strategy Toolbox 