Скачать презентацию Group-2 Alven Desnecmen Calvin Gelgel Fera Damayanti Liza Скачать презентацию Group-2 Alven Desnecmen Calvin Gelgel Fera Damayanti Liza

4dc65f133052ff97d00c453c49ec03be.ppt

  • Количество слайдов: 29

Group-2: Alven Desnecmen, Calvin Gelgel, Fera Damayanti, Liza Widyasari BY DONALD L. LAURIE, YVES Group-2: Alven Desnecmen, Calvin Gelgel, Fera Damayanti, Liza Widyasari BY DONALD L. LAURIE, YVES L. DOZ, AND CLAUDE P. SHEER Oyster International 12 -year Research | Harvard Business Review Building Corporate Growth – MME 34 - 12 November 2009

Market Growth Organic Growth through New Product Development Inorganic Growth through Acquisition Creating New Market Growth Organic Growth through New Product Development Inorganic Growth through Acquisition Creating New Growth Platforms | Group 2 - MME 34 Growth Identifying and populating families of strategic opportunities Closing the Gap 2

Extending Business Model to areas where they did not fit well High Growth Industry Extending Business Model to areas where they did not fit well High Growth Industry High Growth Company Industry Growth Rate Slowed Company Growth Performance Gap Growth Decline Developing business models the companies were unable to operate Turn Around Acquisition, which destroyed more value than they create Creating New Growth Platforms | Group 2 - MME 34 Forces of Change Question: where does new growth come from, real, profitable, strategic growth that leverages the corporation’s capabilities and know-how? 3

1. 2. 3. 4. 5. Redefining profit driver Building better business model Moving into 1. 2. 3. 4. 5. Redefining profit driver Building better business model Moving into Adjacency (contoh paling kuat Nokia). Breaking Compromises (compromise =no choice). Creating New Growth Platform (NGP)

Creating New Growth Platforms | Group 2 - MME 34 Question: where does new Creating New Growth Platforms | Group 2 - MME 34 Question: where does new growth come from, real, profitable, strategic growth that leverages the corporation’s capabilities and know-how? Research Project “The CEO Agenda and Growth” to 24 companies with significant organic growth New Growth Platforms • Top Management Commitment • Independent senior level NGP unit High Growth Industry High Growth Company Industry Growth Rate Slowed Company Growth Performance Gap • build families of products, services, and businesses • extend their capabilities into multiple new domains Significant & Lasting Growth • Acquisition: acquiring specific capabilities, assets, and market knowledge 5

New or Converging Technologies Changing Regulatory Environment Social Pressures Creating New Growth Platforms | New or Converging Technologies Changing Regulatory Environment Social Pressures Creating New Growth Platforms | Group 2 - MME 34 Forces of Changes Opportunity to satisfy some unmet or latent customer need Identifies potential NGPs Assemble the right portfolio required to deliver products and services: Capabilities Business process Systems Assets 6

Back to slide 6 7 Creating New Growth Platforms | Group 2 - MME Back to slide 6 7 Creating New Growth Platforms | Group 2 - MME 34

INTERNAL • Redeploying the talent & technology that the company already has EXTERNAL • INTERNAL • Redeploying the talent & technology that the company already has EXTERNAL • Technology-Licensing Agreements • Strategic Partnership Creating New Growth Platforms | Group 2 - MME 34 Capabilities needed for NGP ACQUISITION AND INTEGRATION OF CAPABILITIES 8

INTERNAL • Diabetes Testing Products EXTERNAL • Intradermal Needle Technology (IDNT)of Integ Creating New INTERNAL • Diabetes Testing Products EXTERNAL • Intradermal Needle Technology (IDNT)of Integ Creating New Growth Platforms | Group 2 - MME 34 Capabilities needed for NGP Purchase INTEG To apply IDNT to Inverness’ Diabetes Testing Products Maintain 10 employees whose recommended skills, and focusing them on the Project 9

Common Company • Developing a particular product or service to beat the competition • Common Company • Developing a particular product or service to beat the competition • Acquiring a company to provide a product or service complementary to the existing lines Creating New Growth Platforms | Group 2 - MME 34 Identifies potential NGPs High-Growth Company • Creating a whole new family of products or services that meet customer need that the company has never before addressed • New Platforms can start as Product or Service Idea 10

 1900 s: small parcel delivery Mid 1900 s: industry maturing, low GDP growth 1900 s: small parcel delivery Mid 1900 s: industry maturing, low GDP growth UPS growth gap $1 Bio Need for “new strategic positioning” and “new growth platforms Creating New Growth Platforms | Group 2 - MME 34 What UPS CEO Oz Nelson did? established an organization of direct reports = NGP Group Consist of smart, credible people; led by Mike Eskew: sr operating executive senior people who had diverse backgrounds, credibility within the organization, and the strength to frame and address issues that cut across business and political interests (not up-and-coming middle managers or innovative misfits 11

Questions: Who are we? We know we deliver packages, but we are also a Questions: Who are we? We know we deliver packages, but we are also a technology company, an airline (the ninth largest airline worldwide), an insurance company, and one of the largest purchasers of railcar capacity in the world What are our capabilities, know-how, and assets? Creating New Growth Platforms | Group 2 - MME 34 UPS’s strengths were its unique market position of providing the physical connection between buyer and seller, as well as operational excellence, network planning, and global infrastructure Next: identify the trends that could shape opportunities in UPS’s various market spaces in which the company searched for customers’ unmet needs. customers needed to understand control the flow of goods during transport Enabler: technology that could globally integrate information, transportation, and payment. 12

How they found the customers’ unmet need One customer approached with a problem: A How they found the customers’ unmet need One customer approached with a problem: A major PC manufacturer’s customer service representatives request of one-day and sameday delivery OPPORTUNITY: Managing Flow of Goods for Customer Action: Shipping location: US=4, EU=4, Asia=2 Work: overseeing central stock, field stock, transfer and returns Creating New Growth Platforms | Group 2 - MME 34 Met with PC company to understand computer industry value chain From customer calls to inventory and logistic management To installation at the customer location Identified which activities the PC company wanted to manage and which it was willing to outsource Develop solution: forming SPL(Service Parts Logistic) Prototyping & Market Test New Growth Platform: supply chain management service Action: creating a warehouse in action to manage inventory in supply chain 13

 SPL solid capabilities in supply chain management services Finding other applications and opportunities SPL solid capabilities in supply chain management services Finding other applications and opportunities to other industries with similar issues: Medical Research and Health Care Supplies Business Customer’s needs: quickly transport goods needed on very short notice Creating New Growth Platforms | Group 2 - MME 34 Action: acquisition of Livingston 14

 New platforms: Products assisting in the treatment of cardiovascular, neurological, spinal diseases, diabetes New platforms: Products assisting in the treatment of cardiovascular, neurological, spinal diseases, diabetes Independent and embedded NGP Unit in Metronic Creating New Growth Platforms | Group 2 - MME 34 Originally: focus on Pacemakers Change agent: CEO Bill George and CEO Art Collins Implantable Cardioverter Defibrillator Established an independent business unit an led by high-potential manager To develop ICD technology No pressure on delivering short-term financial result Without oversight of traditional approaches Collaborative relationship with pacemaker unit Leaders’ role Referee and enable functional interaction, resource allocation, and priority setting (Griffin) Champion the organization structure and resource allocation and making it received the same level of attention from CEO as the larger unit by 15

 NGP Unit: Future. Works stand-alone BU to build growth platforms and search for NGP Unit: Future. Works stand-alone BU to build growth platforms and search for opportunities between and beyond of existing BU Challenge of Platform 1. 2. 3. 4. 5. Creating New Growth Platforms | Group 2 - MME 34 Originally: branded consumer goods manufacturer Change agent: CEO A. G. Lafley Put credible chief growth officers in charge Believe that the team is more important than the idea Have NGP units that are independent and embedded Guarantee financial independence Systematize the NGP creation process 16

2. Believe that the team is more important than the idea • A team, 2. Believe that the team is more important than the idea • A team, not one person. Consist of 3 -4 senior executive • Have the ability and authority to make big decision quickly on major investment such as acquisitions • Have the ability to advise the operating managers (recruited for individual business created on the platform) Creating New Growth Platforms | Group 2 - MME 34 1. Put credible chief growth officers in charge • Future CEO or unique senior executive • with credibility, organizational skill and a deep interest in opportunities • Had a sense of curiosity, an external focus, and authority to act • Had close relationship with CEO 3. Have NGP units that are independent and embedded • Independent: • Longer performance horizon than a typical business unit has • Has ability to step out of an existing business model and culture • Embedded • Identify and use existing knowledge, IP, Processes and assets 4. Guarantee financial independence • Investment capital is separated from the budget and operated as a discretionary enterprise growth fund of some kind • Investment committee within the executive team office • Initial investment for developing growth platforms is peanuts compared with the value created 5. Systematize the NGP creation process • CEO framed the challenge • The executive team selected CGO, created the unit, established the mission, identified new domains, took stock of core capabilities • The NGP team shaped the new platforms, identified capabilities to assembled, noted potential acquisitions • NGP creation as continuous activity and builds companywide commitment to the very idea of NGPs 17

 Believe that the work is important Establish business innovation as a priority Take Believe that the work is important Establish business innovation as a priority Take the best people Become engrossed in the work Feel that he will learn and the answers will come If a CEO didn’t comment on poor package handling, workers and supervisors might conclude everything must be all right Creating New Growth Platforms | Group 2 - MME 34 Lead in identifying the revenue gap Spend time with customers Be an active participant in the NGP unit’s discussion Spend significant time (50%) for NGP Delegate responsibility on the core business to others Common trap for CEO: Focus on the performance and morale of the large core businesses 18

Opposition from Key Executives • Underestimate • Passive-aggressive resistance to change Delegation of the Opposition from Key Executives • Underestimate • Passive-aggressive resistance to change Delegation of the Work • Not participating as active members of the NGP group, but delegating to others • Overambitious projects ended up abandoned • On time, on budget project management without strategic insight and/or based on individual function, expertise or contribution rather than collective intelligence Failure to Sustain Commitment Creating New Growth Platforms | Group 2 - MME 34 Business Unit Success • Investing in new platforms vs delivering earnings • Attempt to grow earnings faster than revenue limits the options and investments in growth • Focus on cost reduction without identifying which one affect current and future revenue, e. g. R&D projects • Insular and resistant to new ideas from the corporation and outside result in inaction and in missed opportunities • Too busy sharing tech & ideas • Periodic innovation initiatives in short term cycle (3 -4 years) temporary and peripheral • Avoidance of talented & high performing employees to involve Unwitting Overconfidence • Misconceive or underestimate nature of challenge and conditions required to succeed • Opportunistic focus rather than strategic • Pursuing an attractive idea rather than institutionalizing the capabilities to help developing and bulding a stream of new platforms 19

Creating New Growth Platforms | Group 2 - MME 34 “Now when we identify Creating New Growth Platforms | Group 2 - MME 34 “Now when we identify a new product opportunity, we examine it through the new platform lens. We are looking for the products, services, or businesses that can be created from this innovation that we had not yet begun to consider. By doing that we accelerate time to market and generate hundreds of millions of dollars in additional revenue. ” (Gil Cloyd – Chief Technology Officers of P&G) 20

Creating New Growth Platforms | Group 2 - MME 34 Finding New Growth Platforms Creating New Growth Platforms | Group 2 - MME 34 Finding New Growth Platforms • Establish NGP Unit • Top Management Commitment • Explore NGP • Customer Problem: WHERE Unmet - Dissatisfaction Process (HOW) • Market Trend’s: WHAT Faster or Bigger Good Company NGP Execution 21

22 Creating New Growth Platforms | Group 2 - MME 34 22 Creating New Growth Platforms | Group 2 - MME 34

 Turnaround: The recovery of a company’s economic performance following an existence threatening decline Turnaround: The recovery of a company’s economic performance following an existence threatening decline The dynamic of Declining Performance Strategic frames becomes blinders Process harden into routine Relationships become shackle Value harden into dogmas Pemecahan masalah: Turnaround Creating New Growth Platforms | Group 2 - MME 34 Cari Key performance, petakan performancenya over time. Yg membuat penyebab penurunan kinerja tidak terlihat adalah sbb: Pandangan yg membutakan (arogan), ct. IBM dulu believe komputer terkecil yg akan pernah adalah ukuran 2 ton seperti yg mampu dibuat IBM krn dia believe yg paling pintar ada di IBM Hub dg customer menjadi terbelenggu, terlalu lekat dg customer yg sama sementara consumption rate turun, ct kasus bir kirin (tentara) vs asahi (anak muda) 23

recovery of a company’s economic performance following an existence threatening decline Creating New Growth recovery of a company’s economic performance following an existence threatening decline Creating New Growth Platforms | Group 2 - MME 34 The 24

Creating New Growth Platforms | Group 2 - MME 34 The management fails to Creating New Growth Platforms | Group 2 - MME 34 The management fails to listen to warning signs and believes only its own rhetoric The management makes a poor choices or no choice at all Management makes misrepresentation to the outside world (melihat dunia tidak boleh bersaing) The management breaks down The employees concentrate on their own agenda 25

people began to do minimum, showing up at work just to earn their end-of-year people began to do minimum, showing up at work just to earn their end-of-year bonus As problems mounted, people tended to either blame or avoid one another People’s time and energy were spent on self protection instead of joint problem solving It became rare for all the senior executives to sit down in one room together Finally, people become passive and helplessness Sign to turnaround Creating New Growth Platforms | Group 2 - MME 34 Some 26

 The role is to change a company for the better The function is The role is to change a company for the better The function is to save the company Creating New Growth Platforms | Group 2 - MME 34 Is a person who has the ability to convince others to follow the path he or she decides 27

Who they are The turnaround leader should be able to lead and manage all Who they are The turnaround leader should be able to lead and manage all the critical ingredients that make up a good turnaround Turnaround executive is a spectrum ranging from those: “who specialize in crisis stabilization” to “who undertake the complete turnaround” 2. Creating New Growth Platforms | Group 2 - MME 34 1. Crisis stabilization, recovery, and return to growth Who they are Crisis Stabilization Executives: aim is to ensure that caused the crisis is in the first place Complete turnaround Executives: aim is to deal with the underlying caused of decline and bring the conmpany return to growth Initiate and lead refocusing company’s strategy, process improvement, and organizational change 28

 performance declined Asses financial condition Stabilization Conserve cash (amankan uang kita, krn so performance declined Asses financial condition Stabilization Conserve cash (amankan uang kita, krn so far blm pernah ada kredit utk turnaround process) Safeguard assets (jaga aset) Foster open communication Creating New Growth Platforms | Group 2 - MME 34 Crisis Stabilization Complete Turnaround Recognize Reorganization Review business strategy Review management process Sales of business (utk dapatkan uang) Return to growth Develop and implement new business strategy 29