Question

dent on the judgment and expertise of people with broad responsibilities. • The organic form is not a single formal structure but a concept that underlies all the new forms discussed In this chapter. mass customization via computer-integrated man facturing and lean manufacturing. To organize for time-based competition, firms strengthen their logistics operations, consider Just-in- time operations, and use concurrent engineering. DISCUSSION QUESTIONS 1. Discuss evidence you have seen of the Imperatives for change, flexibility, and responsiveness faced by today's firms. 2. Describe large, bureaucratic organizations with which you have had contact that have not responded flexibly to customer demands. Also describe examples of sat- Isfactory responsiveness. What do you think accounts for the differences between the responsive and nonre. sponsive organizations? 3. Considering the potential advantages of large and small size, would you describe the feel of your college or university as big, small, or small within big? Why? What might make it feel different? 4. What is a core capability? What would you say are the core capabilities of Toyota, Walmart, and Apple? Brainstorm some creative new products and markets to which these capabilities could be applied. 5. If you were going into business for yourself what would be your personal core capabilities? What capabilities do you have now, and what capabili ties will you develop? Describe what your role would be in a network organization and the capabilities

Answer 1

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If you were going into business for yourself what would be your core capabilities? What capabilities do you have now, and what capabilities are you going to develop? Describe what your role would be in a network organization, and the capabilities and roles of other firms you would want in your network.

In case if I will go for my own business I would like to go for Investment banking business. For that business the current capabilities are:

1. Understanding of financial market and technicality of businesses
2. Understanding of reading financial statements which helps in getting the valuations done
3. Negotiation skills which helps in converting the deal

The next level of developing capabilities will be to keep understanding various businesses because the deals in this business keeps coming from various field and I will have to understands the strategic fit for every deal.

As a network organisation I would like to be a part of the overall ecosystem of financial deal making and would like other organisation to keep teaching me the business by direct interaction or indirect deal making activities which will become a case study for me.

Discuss evidence you have seen of the imperatives for change, flexibility, and responsiveness faced by today’s firms

Looking at firms today, everyone is changing. The global reach allowed by the Internet and the lowering costs associated with innovation is causing large companies to adapt to the onslaught of newer companies who have managed to develop products that disrupt the business model of the larger companies. Evidence, In 2003, 10 years ago a person could not go anywhere without seeing a Barnes and nobles, Boarders, or Books-a-million over America. Nobody suspected an entrepreneur would come in and start a shopping empire on the Internet and decimate the brick and mortar book business. By first undercutting the book buying experience and then pushing digital books forward with the kindle, Amazon took control of most of the bookmarket and a lot of the shopping done on the Internet. But it wasn’t all luck, Amazon pioneered many things that make the Internet profitable. If you have ever heard of affiliate marketing or affiliate revenue sharing then you have Amazon to thank for it as they were the first to develop tools to allow online website owners to monetize their websites by fueling customers to the Amazon website. The pace of technology and innovation is increasing exponentially and any business that does not change with it will be assaulted by many new companies who will be willing to take their customer base from right under their feet.

Describe large, bureaucratic organizations with which you have had contact that have not responded flexibly to customer demands. Also describe examples of sat-isfactory responsiveness. What do you think accounts for the differences between the responsive and nonre-sponsive organizations?

Bureaucratic organizations are organizations that have a fixed selection and promotion criteria, a pre-defined hierarchy, a set of rules and regulations, are relied on specialization of labors.

An example of a bureaucratic organization with which I had contact that have not responded flexibly to customer demand is US postal service which is not under any obligation to be competitive with other postal services of US. Whereas, UPS and Fedex have highly competitive environment who are totally relied upon performance based on customer satisfaction which improves the customer satisfaction environment in which I faced satisfactory responsiveness.

A responsive organization learns new every day and has open flow of information. The experimentation of ideas is encouraged along with competitive advantages for optimizing efficiency and labor, whereas for non-responsive organizations does not favor competition, so customer satisfaction and labor optimization is compromised upto a certain level.

Considering the potential advantages of large and small size, would you describe the “feel” of your college or university as big, small, or small-within-big? Why? What might make it feel different?

In the case of a college or university, size normally (but not always) offers prestige, a broader range of courses and facilities, greater support for students, greater academic achievement on the part of the faculty, and stability. A small college or university, by contrast, generally offers smaller classes and a greater sense of intimacy and friendliness. However, it often has limited facilities, a limited range of courses, and ongoing concerns over its fiscal stability. At some colleges and universities, the life of the institutions is built around individual houses, fraternities and sororities, clubs, etc., and it achieves a “small-within-big” environment.

Changing the environment or “feel” of a college is not an easy task. A large institution can establish individual colleges and actively foster close interactions both among the students and between the faculty and students to try to create a “smaller” atmosphere. By contrast, a small college can seek to match the facilities of the larger institutions in both the academic and sporting areas. 

Students will have had very different experiences. Some will describe companies where people arrived early and left late, where people brought brown bag lunches so that they could work through the lunch period, and where people took a certain pride in how many Saturdays and Sundays they were in the office. Others will describe companies where people went to a local pub after work or got together on weekends for parties. And yet others will describe the job as merely being from 9 to 5 with everybody coming in at different times and not really paying much attention to what others did.

The text suggests four sources of clues about the corporate culture:

• Corporate mission statement and official goals.
• Business practices.
• Symbols, rites, and ceremonies.
• The stories people tell.

What is a core capability? What would you say are the core capabilities of Toyota, Walmart, and Apple? Brainstorm some creative new products and markets to which these capabilities could be applied.

Core capabilities are nothing but a competitive advantage of the organization over its competitors. In this field of business where competition is so high, organizations need to have some core capabilities in order to sustain.

Apple

The core capability of Apple I believe is the brand value and the innovation it formulates in almost each and every series of products that they launch and this has been going on from the very first product that they launched. If we look at the products or the series of Apple products we will notice that the organization has something which was new and the others followed. Performance and reliability of the products is another capability that has given the organization popularity and business.

Google

The core competency I believe is the strategy to attract the mass of population towards the organization and the continuous development strategy that the organization possess and that gives the organization an upper hand over its competitors. If we look at various competitors of Google 10 years back we will see that most of them do not even exist today because they failed to develop unlike Google.

Tesla

Uniqueness in manufacturing has been the primary advantage of Tesla and they have been one of the organizations in this industry using the latest versions of the software's which actually make the organization stand out from the crowd and the attitude towards making something new is the USP that they possess. Customer service is another aspect where they have just ousted their competitors from the competition.

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