IBUS 718:

Consulting & Organizational Development

in the Multinational Corporation
Lesson 6: Organizational Team Analysis and Development
Business Model Canvas Evolves
Source: Alexander Osterwaldes & Yves
Pigneur, Business Model Generation

Professor Dirk Brown

 BCG Growth-Share Matrix

High
Question Marks Stars

?
Disruptive
Innovation

Market Attractiveness
GROWTH
Selectively Invest Invest

Dogs Cash Cows

Incremental
Innovation
Low

Divest Protect

Low Market Accessiblity High

Competitive Advantage, Value Proposition

SHARE
 BCG Growth-Share Matrix

High
Question Marks Stars

?
Disruptive

Innovate
Innovation

toAttractiveness Selectively Invest Invest

Dogs Cash Cows

Incremental
Market

Innovation
Ability
Low

Divest Protect

Low Market Accessiblity High

Ability to Execute
Competitive Advantage, Value Proposition
 Dual-Operating Structure

High
Question Marks Stars

Innovate
toAttractiveness
?
Market
Dogs
KPIs Cash Cows
Ability
Low

Low Market Accessiblity High

Ability to Execute
Competitive Advantage, Value Proposition
 Example: IBM in 1989

High
Question Marks Stars

?
Services Hardware
(PCs)

Market Attractiveness
Software

Dogs Cash Cows

Hardware
(Servers)
Low

Low Market Accessibility High

Competitive Advantage, Value Proposition
 Example: IBM in 2000

High
Question Marks Stars

?
Services

Market Attractiveness
Software

Dogs Cash Cows

Hardware
(Servers)

Hardware
(PCs)
Low

Low Market Accessibility High

Competitive Advantage, Value Proposition
 Example: IBM in 2010

High
Question Marks Stars

?
BPO

Market Attractiveness
(Business
Process Software
Outsourcing)

Dogs Cash Cows

Services

Software
Hardware Hardware
(PCs) (Servers)
Low

Low Market Accessibility High

Competitive Advantage, Value Proposition
Example: IBM Financial History
 Dual-Operating Structure

High
Question Marks Stars

?
Innovate
toAttractiveness
Market Attractiveness
GROWTH

Market
Ability Dogs
KPIs Cash Cows

Low

Low Market Accessiblity High

Ability to Execute
Competitive Advantage, Value Proposition
Market Accessibility
Competitive Advantage, Value Proposition
SHARE
Basic Roles

• Finder à Salesperson

• Grinder à Producer

• Minder à Accountant
Leadership

Credibility
• Honest
• Forward-Looking
• Competent
• Inspiring
Leadership
Leadership
 How do you achieve credibility?
• Do your homework… i.e. plan

Plans are nothing.

Planning is everything.

- Dwight D. Eisenhower
Managing high growth teams…
Not the right way
“People don’t want to be
managed. They want to be
led!”
- Ewing Marion Kauffman
 Financial crisis
Stalled too many customers
CEO no more
 Financial crisis
Stalled too many customers
CEO no more

Professor Dirk Brown

https://www.dailymotion.com/video/x3as25o
1. ____Team members are passionate and unguarded in the discussion of issues.
2. ____Team members call out one another's deficiencies or unproductive behaviors.
3. ____Team members know what their peers are working on and how they contribute to the collective good of the team.
4. ____ Team members quickly and genuinely apologize to one another when they say or do something inappropriate or
possibly damaging to the team.
5. ____ Team members willingly make sacrifices (such as budget, turf, head count) in their departments or areas of
expertise for the good of the team.
6. ____ Team members openly admit their weaknesses and mistakes.
7. ____ Team members are compelling, and not boring.
8. ____ Team members leave meetings confident that their peers are completely committed to the decisions that were
agreed on, even if there was initial disagreement.
9. ____ Morale is significantly affected by the failure to achieve team goals.
10.____During team meetings, the most important and difficult issues are put on the table to be resolved.
11.____Team members are deeply concerned about the prospect of letting down their peers.
12.____Team members know about one another's personal lives and are comfortable discussing them.
13.____Team members end discussions with clear and specific resolutions and calls to action.
14.____Team members challenge one another about their plans and approaches.
15.____Team members are slow to seek credit for their own contributions, but quick to point out those of others.
1. ____Team members are passionate and unguarded in the discussion of issues.
2. ____Team members call out one another's deficiencies or unproductive behaviors.
3. ____Team members know what their peers are working on and how they contribute to the collective good of the team.
4. ____ Team members quickly and genuinely apologize to one another when they say or do something inappropriate or
possibly damaging to the team.
5. ____ Team members willingly make sacrifices (such as budget, turf, head count) in their departments or areas of
expertise for the good of the team.
6. ____ Team members openly admit their weaknesses and mistakes.
7. ____ Team members are compelling, and not boring.
8. ____ Team members leave meetings confident that their peers are completely committed to the decisions that were
agreed on, even if there was initial disagreement.
9. ____ Morale is significantly affected by the failure to achieve team goals.
10.____During team meetings, the most important and difficult issues are put on the table to be resolved.
11.____Team members are deeply concerned about the prospect of letting down their peers.
12.____Team members know about one another's personal lives and are comfortable discussing them.
13.____Team members end discussions with clear and specific resolutions and calls to action.
14.____Team members challenge one another about their plans and approaches.
15.____Team members are slow to seek credit for their own contributions, but quick to point out those of others.
The Five Dysfunctions of a Team
(Patrick Lencioni)

Absence of
Trust
Team with an absence of trust…
• Conceals their weaknesses and mistakes from one another
• Hesitates to ask for help or provide constructive feedback
• Hesitates to offer help outside their own areas of responsibility
• Jumps to conclusions about the intentions and aptitudes of others
without attempting to clarify them
• Fails to recognize and tap into one another’s skills and experiences
• Wastes time and energy managing their behaviors for effect
• Holds grudges
• Dreads meetings and find reasons to avoid spending time together
The Five Dysfunctions of a Team
(Patrick Lencioni)

Absence of
Trust
1. ____Team members are passionate and unguarded in the discussion of issues.
2. ____Team members call out one another's deficiencies or unproductive behaviors.
3. ____Team members know what their peers are working on and how they contribute to the collective good of the team.
4. ____ Team members quickly and genuinely apologize to one another when they say or do something inappropriate or
possibly damaging to the team.
5. ____ Team members willingly make sacrifices (such as budget, turf, head count) in their departments or areas of
expertise for the good of the team.
6. ____ Team members openly admit their weaknesses and mistakes.
7. ____ Team members are compelling, and not boring.
8. ____ Team members leave meetings confident that their peers are completely committed to the decisions that were
agreed on, even if there was initial disagreement.
9. ____ Morale is significantly affected by the failure to achieve team goals.
10.____During team meetings, the most important and difficult issues are put on the table to be resolved.
11.____Team members are deeply concerned about the prospect of letting down their peers.
12.____Team members know about one another's personal lives and are comfortable discussing them.
13.____Team members end discussions with clear and specific resolutions and calls to action.
14.____Team members challenge one another about their plans and approaches.
15.____Team members are slow to seek credit for their own contributions, but quick to point out those of others.
The Five Dysfunctions of a Team
(Patrick Lencioni)

Fear of
Conflict
Absence of
Trust
Team with a fear of conflict…
• Has boring meetings

• Creates environments where back-channel politics and personal attacks thrive

• Ignores controversial topics that are critical to team success

• Fails to tap into all the opinions and perspectives of team members

• Wastes time and energy with posturing and interpersonal risk management
 Existing mainstream

Neoconix
vs
Opportunity Mapping
• Assess Market Segments, Applications, Customers, etc.

Key Criteria Seg 1 Seg 2 Seg 2

Description etc…
(5=agree to 1=disagree) App 1 App 1 App 2
Visionary or pragmatist manager. Well funded
Accessible, well-funded target customer
organizations suffering competitive pressure.
Strategic competitive advantage or broken mission-
Compelling reason to buy
critical process causing dire consequences.
Core product + complementary products & services
Feasible whole project/product
deliverable within 60 days.
No other projects or in-house systems, workarounds,
No entrenched competition
point solutions, other whole-product vendors.
Another custom project or whole-product leverage
Good follow-on segment potential
or word-of-mouth leverage.

Total score Highest number is most compelling

Customer / Market Segment - Opportunity
Mapping
The Five Dysfunctions of a Team
(Patrick Lencioni)

Fear of
Conflict
Absence of
Trust
1. ____Team members are passionate and unguarded in the discussion of issues.
2. ____Team members call out one another's deficiencies or unproductive behaviors.
3. ____Team members know what their peers are working on and how they contribute to the collective good of the team.
4. ____ Team members quickly and genuinely apologize to one another when they say or do something inappropriate or
possibly damaging to the team.
5. ____ Team members willingly make sacrifices (such as budget, turf, head count) in their departments or areas of
expertise for the good of the team.
6. ____ Team members openly admit their weaknesses and mistakes.
7. ____ Team members are compelling, and not boring.
8. ____ Team members leave meetings confident that their peers are completely committed to the decisions that were
agreed on, even if there was initial disagreement.
9. ____ Morale is significantly affected by the failure to achieve team goals.
10.____During team meetings, the most important and difficult issues are put on the table to be resolved.
11.____Team members are deeply concerned about the prospect of letting down their peers.
12.____Team members know about one another's personal lives and are comfortable discussing them.
13.____Team members end discussions with clear and specific resolutions and calls to action.
14.____Team members challenge one another about their plans and approaches.
15.____Team members are slow to seek credit for their own contributions, but quick to point out those of others.
The Five Dysfunctions of a Team
(Patrick Lencioni)

Lack of
Commitment
Fear of
Conflict
Absence of
Trust
Team that fails to commit…
• Creates ambiguity among the team about direction and priorities

• Watches windows of opportunity close due to excessive analysis

and

• unnecessary delay

• Breeds lack of confidence and fear of failure

• Revisits discussions and decisions again and again

• Encourages second-guessing among team members

The Five Dysfunctions of a Team
(Patrick Lencioni)

Lack of
Commitment
Fear of
Conflict
Absence of
Trust
1. ____Team members are passionate and unguarded in the discussion of issues.
2. ____Team members call out one another's deficiencies or unproductive behaviors.
3. ____Team members know what their peers are working on and how they contribute to the collective good of the team.
4. ____ Team members quickly and genuinely apologize to one another when they say or do something inappropriate or
possibly damaging to the team.
5. ____Team members willingly make sacrifices (such as budget, turf, head count) in their departments or areas of
expertise for the good of the team.
6. ____ Team members openly admit their weaknesses and mistakes.
7. ____ Team members are compelling, and not boring.
8. ____ Team members leave meetings confident that their peers are completely committed to the decisions that were
agreed on, even if there was initial disagreement.
9. ____ Morale is significantly affected by the failure to achieve team goals.
10.____During team meetings, the most important and difficult issues are put on the table to be resolved.
11.____Team members are deeply concerned about the prospect of letting down their peers.
12.____Team members know about one another's personal lives and are comfortable discussing them.
13.____Team members end discussions with clear and specific resolutions and calls to action.
14.____Team members challenge one another about their plans and approaches.
15.____Team members are slow to seek credit for their own contributions, but quick to point out those of others.
The Five Dysfunctions of a Team
(Patrick Lencioni)

Avoidance of
Accountability
Lack of
Commitment
Fear of
Conflict
Absence of
Trust
Team that avoids accountability…
• Creates resentment among team members who have different standards
of performance

• Encourages mediocrity

• Misses deadlines and key deliverables

• Places an undue burden on the team leader as the sole source of discipline
1. ____Team members are passionate and unguarded in the discussion of issues.
2. ____Team members call out one another's deficiencies or unproductive behaviors.
3. ____Team members know what their peers are working on and how they contribute to the collective good of the team.
4. ____ Team members quickly and genuinely apologize to one another when they say or do something inappropriate or
possibly damaging to the team.
5. ____ Team members willingly make sacrifices (such as budget, turf, head count) in their departments or areas of
expertise for the good of the team.
6. ____ Team members openly admit their weaknesses and mistakes.
7. ____ Team members are compelling, and not boring.
8. ____ Team members leave meetings confident that their peers are completely committed to the decisions that were
agreed on, even if there was initial disagreement.
9. ____ Morale is significantly affected by the failure to achieve team goals.
10.____During team meetings, the most important and difficult issues are put on the table to be resolved.
11.____Team members are deeply concerned about the prospect of letting down their peers.
12.____Team members know about one another's personal lives and are comfortable discussing them.
13.____Team members end discussions with clear and specific resolutions and calls to action.
14.____Team members challenge one another about their plans and approaches.
15.____Team members are slow to seek credit for their own contributions, but quick to point out those of others.
The Five Dysfunctions of a Team
(Patrick Lencioni)

Inattention
Results

Avoidance of
Accountability
Lack of
Commitment
Fear of
Conflict
Absence of
Trust
Team that is not focused on results…
• Stagnates/fails to grow

• Rarely defeats competitors

• Loses achievement-oriented employees

• Encourages team members to focus on their

own careers and individual goals

• Is easily distracted
The Five Dysfunctions of a Team
(Patrick Lencioni)

Inattention
Results

Avoidance of
Accountability
Lack of
Commitment
Fear of
Conflict
Absence of
Trust
FORMING
• Get to know each other (trust)
• The overall mission
• The main phases of the mission
• The resources available
• A rough schedule
• Each member's responsibilities
• A basic set of team rules
STORMING
• Competition
• Conflict
• Moving from test-and-prove to
problem-solving
NORMING
• Cohesion
• Acknowledgement of contributions
• Community
• Team focus and mission
• Focus on team issues
• Shared leadership
• Group-belonging
PERFORMING
• Interdependence
• Efficiency
• 1+1=3
The Five Dysfunctions of a Team +
Tuckman Model
Inattention
Status and Ego
Results

Avoidance of
Performing
Accountability Low Standards

Lack of Norming
Commitment Ambiguity
Fear of Storming
Conflict Artificial Harmony
Absense of Forming
Trust Invulnerability
Large Companies Can Innovate Successfully

Dr. Dirk Brown

 Team Tenets
Who we are (Rubrics) Rituals
EXAMPLES: Zappos Core Family Values EXAMPLES
• Deliver WOW through service • Meeting max: 75 minutes
• Embrace and drive change • Email response within 24 hours
• Create fun and a little weirdness • Proposals vetted by 1+ team member before brought to group
• Do more with less • Everyone talks at least once in a meeting before anyone talks a
• Be humble second time
• Be passionate and determined • Fun traditions

Do Don’t
EXAMPLES EXAMPLES
• Be punctual • Check tech
• Be present • Engage in side conversations
• Be participatory • Interrupt
• Be pleasant • Ramble
• Be positive • Be difficult
• Be a problem-solver • Take critique personally
• Be private (confidential) • Talk negatively behind a colleague’s back
Source: The Puzzler Company
Summary of this Lesson
In this lesson:
• You explored the importance of team structures, team culture, and
interpersonal dynamic for effective operation of the multinational
corporation.
• You explored these aspects of your own team and of the
corporation for which you are preparing a consulting report.