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Corporate Strategy

The Union- Tribune and Energageearlier known as Workplace Dynamics have together given the Spotlight Awards, recognizing twelve companies for their work in different areas of talent management. The Future Forward Award went to Tandem Diabetes Care while the Great Mentors Award was given to The Classical Academies. Booz Allen Hamilton won the Innovation Award and Mission Healthcare Services won the top gong in the Pursuing Purpose category. Mauzy Heating- Air and Solar, BB&T, Swinerton, Red Door Interactive, Guild Mortgage, The Ken Blanchard Companies, Teradata and Shop-core Properties shared the rest of the awards in the categories for Gettin’ it Done, Integrity, Top Down Awareness, Crystal Clear, Appreciation, Work Hard/Play Hard, Professional Development and Peak Incentives categories respectively.

Source:http://www.sandiegouniontribune.com/business/sd-fi-top2018-spotlight-awards-20181111-story.html

Uploaded Date:17 November 2018

A recent survey conducted on the state of the pet foods industry clearly proves that no company is ever invincible. Management consulting giant Bain and Company conducted the Elements of Value survey on the industry. The results clearly show how Chewy which was founded in 2011 has proven to be a major competition to Amazon in terms of pet foods online retail. They outperform Amazon in six out of the eight categories surveyed. These were in terms of variety, quality, time save, cost reduction, effort reduction and simplification. There was a tie in hassle avoidance category while Amazon came top in the accessibility category. Chewy has captured the market primarily out of a belief among the customer base that the company understands pet owners better.

Source:https://www.bain.com/insights/chewy-takes-a-bite-out-of-amazon-snap-chart/

Uploaded Date:17 November 2018

Forbes’s annual 30 Under 30 list has been released covering different areas of business and society. The one of Venture Capitalists (VCs) focuses on those investors who are changing the face of investment. These people have been drawn from a diverse set of backgrounds, investment journeys and in size of their investments. The list has been topped by Adina Tecklu who along with HootanRashidifard run Canaan Partners and its Canaan Beta programme. They have been instrumental in spotting business innovations across industries but especially in tech. There are a total of 14 women in this list of 30, including Asian-American Priya Saiprasad who is a founding member of M12, which is Microsoft’s independent venture. Some other notable inclusions are Jeffrey Low, Vik Chawla, StepehenTrusheim, Blake Robbins, Teddy Citrin, Hayley Barna, Arlan Hamilton, Jeremy Liew, Alexis Ohanian, Nikhil Basu Trivedi, Sarah Guo and AnarghyaVardhana.

Source:https://www.forbes.com/sites/alexkonrad/2018/11/13/30-under-30-venture-capital-2019/#5429dee5113c

Uploaded Date:17 November 2018

Several organizations are trying to transform towards agile organizations. Some trademarks naturally get associated with such firms. These organizations have a clear corporate strategy to begin with. This includes a vision and shared purpose plus actionable strategic guidance. The structure is generally flat with a network of empowered teams. The team members need to have hands-on understanding. The decision and learning cycles are rapid. The information to be disbursed is transparent. Accountability is wedded into the roles. The environment is open but with adequate virtual backup. The talent recruitment strategy is geared towards bringing in dynamic, passionate people. There is a role mobility within and the employees display an entrepreneurial drive. A cohesive community feeling gets honed in. Next-gen technology is used, but only after employees are well-versed with these.

Source:https://www.mckinsey.com/business-functions/organization/our-insights/the-five-trademarks-of-agile-organizations

Uploaded Date:15 November 2018

Growth in business is no longer optional, but a factor in the very survival. The digital age has ushered in a paradigm where this growth takes place much more rapidly across multiple dimensions. Controlling costs is seen as no longer effective in driving up profits. Companies are now effectively driving this growth making use of advanced business analytics. Growth can broadly be defined under three broad dimensions which are through- investing, creating and performing. Zara tasted success investing heavily in the rapid-fashion segment. Adobe performed well by focusing on its Creative Cloud innovation. Capital One captures authentic business intelligence by tracking customer data. It then tailors its products according to these insights. The differentiators must be identified that will help companies to excel. An eye must be kept out for new products or services that will drive future growth.

Source:https://www.mckinsey.com/business-functions/marketing-and-sales/our-insights/invest-create-perform

Uploaded Date:14 November 2018

Some companies particularly excel at innovation. Those doing well in this regard today are typically companies that have well-thought out research labs. They can scale up at speed. Some are even disrupting product categories. To do this, the first step is to focus on customer needs based on targeted segments. For this advanced business analytics must be made use of to understand consumer needs. Such analytics is to be performed making use of multiple data points. The process of design thinking needs to be calibrated within the process. Repeated pilot projects need to be launched, with the express understanding that some of them may fail. For all such new ventures, one must know how to think and then act like venture funders. Wrongly, a lot of companies focus on being the first to market. Instead, those that manage to scale up the first, tend to succeed. Before starting off such ventures, the leaders must make sure that the company culture is conducive to such transformative efforts. Quantifiable metrics need to be identified to gauge the aspirations. The resources available need to be reallocated depending on this new disruptive system being adopted. The markets to target, must also be clearly laid out.

Source:https://www.mckinsey.com/business-functions/marketing-and-sales/our-insights/from-lab-to-leader

Uploaded Date:14 November 2018

Sports apparel brands occupy a niche space among high-profile consumer goods firms thanks to their catchy slogans, iconic brand ambassadors and a quick-fire production cycle for the new products they launch. This market is expected to grow at an annual rate of 4 percent due to the renewed interest in health and fitness to bring a total sale of US$ 190 billion by 2020. The fastest growing player within the market is the very founder of it- Adidas. The German company is now increasingly aligning its brand to technology, having hired its CEO with a background in that industry. Adidas’s corporate strategy is about focus on three key areas- speed, an open innovation and concentration on few key cities. Two speed factories were recently launched, one each in Atlanta in the USA and Ansbach in Germany to speed up the delivery process. It has tied up with celebrities such as Pharrell Williams, Alexander Wang, Kanye West and Stella McCartney as brand ambassadors. Employees meanwhile have been offered stock ownership.

Source:https://www.strategy-business.com/article/Leading-a-Company-That-Wants-to-Change-Lives-through-Sports?gko=8c756&sf199889416=1

Uploaded Date:10 November 2018

Uber had for long been engaged in a three-way battle for supremacy in the taxi and ride-sharing market in Southeast Asia. Its chief rivals were Malaysia’s Grab and Indonesia’s Go-Jek. Uber was the first to launch and soon became a dominant player. But its corporate strategy was to mimic its North America operations. In stark contrast, Gran which beat Uber to launches in several countries within the region, had a more localized marketing strategy. It was proactive in dispatching coupons and rider incentives. The third to emerge, Go-Jek provided the further advantage of a variety of services as part of its bigger network. It relied on its own revenues from the other businesses rather than raise foreign seed capital as Grab did and lost most of in the initial targeting. Uber for its part soon realized the competition was stiff, so it invested enough just to remain the leader in the market, but did not go all out. It focused more on other markets worldwide. The real winner could be Softbank thanks to its investment in both Gran and Uber but all with 99 in Brazil, Didi in China and Ola in India.

Source:https://knowledge.insead.edu/entrepreneurship/the-real-story-behind-ubers-exit-from-southeast-asia-10096

Uploaded Date:10 November 2018

Jeff Bezos founded and has developed Amazon into one of the world’s most valuable companies. The success of the company owes to a number of factors. At the very beginning, the fleet-footed startup culture was essential to the growth. But all company founders will need to resist the temptation to go on startup mode for too long. Once the company gets bigger, it will need to be scaled up. Most important is the customer-centric decision making. To maintain the levels of business innovation, companies must avoid putting in proxies or auto-pilot mode. At Amazon there is the constant move to track external trends. This helps gauging business intelligence on markets and competitors and stay ahead of the curve. Further, this data that gets tracked must be put to use in taking high-velocity impactful decisions. One must remember, that each day is different, so changes must be embraced on a constant basis.

Source:https://www.innovationexcellence.com/blog/2018/10/17/jeff-bezos-just-shared-his-secret-for-amazons-success-and-yours-as-well/

Uploaded Date:09 November 2018

Selecting the right people for corporate boards is a major challenge. It is not only the quality that is to be tested but also whether the candidate is the right fit for the organization within the circumstances. Some steps have been identified to ease this process. First of all, boards must proactively ensure gender quotas are met. This is because there is ample evidence to suggest that gender diversity brings positive results for the innovation and creativity levels within boards. The role of the board chair needs to be broadened beyond merely a facilitating one. Recruitment at the executive level alone does not qualify as onboarding. Due management training needs to be provided to the selected candidates so that they can understand their roles, and embrace the tasks.

Source:https://sloanreview.mit.edu/article/game-changing-strategies-for-corporate-boards/

Uploaded Date:08 November 2018

The best of businesses are those that are adept at switching their corporate strategy depending on the condition. This method of migration can best be studied using cases from the animal world. Some principles exist for effective migration. First of all, just like animals’ and birds’ annual migration patterns, companies must know the time to switch. Any undue delay, may cause severe thunderstorms. Birds know where exactly to reach during these migrations. Similarly, companies must identify the targets they want to achieve. They mustn’t stop without making this complete switch to cater to the changed goal. Neither, must they stretch it too far, so it gets unrealistic. The route towards this final goal must also be prepared before the start. Animals often morph their physiology during these journeys so as not to be spotted by predators or competitors. Companies too must not reveal all their cards at once. During this period of migration, essential business operations must not get ignored, just as animals or birds do not skip food or water.

Source:https://sloanreview.mit.edu/article/six-principles-for-strategic-migrations/

Uploaded Date:08 November 2018

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