Business Seminar

Contents
Class 2 (17/02): Problem Solving........................................................................................................................2
Problem Solving Loop.....................................................................................................................................3
Problem Statement Sheet...............................................................................................................................3
What makes a good problem Statement?...................................................................................................3
Logic Trees......................................................................................................................................................4
Stages.........................................................................................................................................................5
Why Use a logical tree?...............................................................................................................................5
Types of Logic Trees....................................................................................................................................5
Approaches to Logic Trees..........................................................................................................................5
Class 3 (24/02): Communication.........................................................................................................................8
1. Determine the strategy (Knowing the Audience)....................................................................................9
2. Build the storyline (history).....................................................................................................................9
The Pyramid Principle...............................................................................................................................10
3. Draft The Storyboard............................................................................................................................12
4. Produce the slides.................................................................................................................................13
Main forms of Charts:...............................................................................................................................13
Class 4 (03/03): Strategy...................................................................................................................................16
1. What Strategy really is?........................................................................................................................17
2. Stakeholders.........................................................................................................................................18
3.The Strategic Management Process...........................................................................................................19
4.Strategy in Today’s Context Challenges:.....................................................................................................22
Class 5 (11/03): Marketing................................................................................................................................23
Class 6 (17/03): Organization............................................................................................................................31
Class 6 (24/03): Transformation........................................................................................................................45
Class 2 (17/02): Problem Solving
Problem Solving Loop
1) Design a first Problem tree:
- Used to analyze and structure problems, highlighting its causes and consequences.
- Facilitates the analysis of the problem and it is a simple and clear way to present it.
- If the case is complex: it is important to add a perspective on actors/ stakeholders involved.

Design a problem three:

1) Put the problem in the middle
2) Branch out effects/symptoms of that problem
3) Root possible causes to the problem
4) Place causes/ effects in that tree

Problem Statement Sheet

Problem statement - Basic question to be resolved. Defines what must be resolved to deliver client
impact. The question should be: Specific, Measurable, Action-oriented, Relevant, and Time-bound
(SMART)

What makes a good problem Statement?

SMART problem statements are:
 Specific to the issue the client has
 Measurable in discussing the facts of the situation or the desired outcome (data analysis)
  Actionable: Touching the heart of the challenge and on what to do and how to act
 Relevant: Providing a truly debatable view on the situation, not a statement of fact
 Time bound: Focuses on what decisions needed and timeframe available

Example of Problem Statements

- “Bad” Problem Statement: What strategy should Best Choice pursue to increase its
operating margin?
- “Better” Problem statement: What strategy should Best Choice pursue to increase operating
margins to 3,5%?
- “Best” Problem statement: What set of actions (operational and beyond) should Best Choice
pursue over the next 5 years to ignite growth and increase operating margins to 3.5%?
Logic Trees
- To approach business problems in a logical, systematic, and evidence-based way.
- Ensures that managers are able to define and decompose business problems and
enhances the credibility of their proposed solutions.
- The issue tree is a tool used to disaggregate the problem into core sub-issues that need
to be addressed in order to answer the “big” question.
- It is important to communicate with the clients and take risks.
- A problem-solving tool that breaks a problem into discrete chunks that are “MECE”(mutually
exclusive, collectively exhaustive). Quality logic trees are consistent, relevant, and “MECE”.

Stages
Stage 1: Define the problem.
Stage 2: Structure before data.
Stage 3: Prioritize identified issues (i.e., 2 branches) to determine focal drivers of the problem.
Stage 4: Analyze to Derive Findings Analysis aims to reveal relationships and patterns in the data.
Stage 5: Synthesize Findings into Insight (relate insights with the big question)
Stage 6: Propose solutions.

Why Use a logical tree?

A. To break a problem into component parts so that:
1) Work can be divided into manageable pieces
2) Priorities can be set
3) Responsibilities can be allocated
B. To ensure integrity of the problem solving is maintained
- Solving the parts will really solve the problem
- The parts do not overlap and there are no gaps (MECE)
C. To build a common understanding within the team of the problem-solving framework
D. To help focus use of frameworks and theories
Types of Logic Trees
 Issue tree
 Hypothesis-driven tree

Approaches to Logic Trees

 Quantitative: Decompose issue in mathematical terms
Example: Revenues (Revenue = # clients * revenue per client)

 Conceptual: Decompose issue logical blocks

Example: Work Satisfaction (WS = Content + Boss + Salary + Workload + Learning)

Example:
- How can you reduce monthly shopping expenses? (Issue Tree)
A. What set of actions should “Best Choice” pursue over the next 5 years to ignite growth and
increase operating margins to 3.5% annually?
Cut off branches

Keep focusing in:

 Prioritize your effort on what is most important
 Helps to ask “so what”… but also to ask what you’ve forgotten
 Is the key to working efficiently
 Prioritization Matrix
Class 3 (24/02): Communication
1. Determine the strategy (Knowing the Audience)
Develop understanding of audience
a. Knowledge level and receptiveness
b. Cultural Environment (business & individual)
c. Viewpoints/ conflicting agendas
d. Communication preferences

Define the impact you want to have on them:

Structure of the
Tone / style Tools / media
presentation
Short introduction
Governing thought upfront Direct E-mails
1. Tell/ Express Grouping storyline Concise Memos
Shallow structure (few Action-oriented Presentations
subpoints)
Seminars
Introduction to set helpful Training
tone Manuals
Grouping / narrative
Detailed Comprehensive
2. Explain/ Inform storyline
Comprehensible
Deep structure
(developed subpoints)
Strong transitions
 Audience’s position
acknowledged
One-on-one
Objections dealt with
Powerful Social events
3. Persuade upfront
Watertight Reassuring Workshops
Argument storyline
Field trips
New info, examples,
analogies…
Introduction with new data,
a scenario, a story
Workshops
More questions than
Experiential Discussions
answers
4. Engage Interactive Field trips
Audience’s position
Enticing Coaching
acknowledged
Surveys
Objections dealt with
upfront

2. Build the storyline (history)

1) We can fix this
2) What is the solution
3) Call to Action

Important to: get the message across faster, eliminate irrelevant material, to force you to think
clearly and it is easier to absorb and process.

The Pyramid Principle

It’s important to use the right structure for the audience:

 Grouping
  Argument

Storyline
Storyline (Example)

Main message: As one of the world’s leading tomato exporters, Bahari supports and defends global
trade. We are worried that the current anti-globalization might impact trade in a extremist way and
therefore want to lead the way in defining a fairer free trade.

The world is changing, everywhere we see backlash against globalization (Trump, Brexit, Le
Pen, outros) (4-5 slides gerais) => the sentiment is rising

What are the main arguments used in the fight against global trade (doing research…)

▪ Unfair tariffs

▪ Labor costs/ delocalization of labor to low wage countries leading to unemployment in developed
countries and depressed low-tech wages in developing countries

▪ Trade-distorting subsidies

▪…
Bahari: one of the world’s leading exporters in tomato (x% of our production is export,
present in x countries, present in 2 hemispheres) => For Bahari international trade is core

We believe in Free, Fair Trade => sustainable and balanced tomato trade is our goal

▪ How has tomato trade evolved over the years (from local to global)

▪ What are the main trade fluxes around the world (net importers, net exporters, trade balances)

▪ What are the main sources of inbalance in tomato trade around the world (aplicar os acima
listados a tomate)

Some ideas for tomato trade. How can we:

▪ improve institutions and incentives?

▪ promote competition and efficiency?

▪ implement policies that raise productivity?

▪ truly help the poor and the destitute?

▪…

Closure: Let’s make tomato trade an example of fair, free trade

3. Draft The Storyboard

-It goes through messages, transitions and exhibits
helping planning and crafting presentations.

-It’s a link between the pyramid and individual pages

Key Success Factors:

 Leads (titles) tell overall story mapped on

pyramid
 Leads are clear, concise and compelling
 Chart format reflects data relationship highlighted in lead

4. Produce the slides

-Convey information quickly by making your messages explicit:

 Have one clear message for ach exhibit

 Ensure the message drives the design, selecting the right data-driven form
 Use a simple and consistent format, displaying comparisons clearly and directing attention to
important points
Key success factors for exhibits:
 One clear message per chart
 Less is more
 Legible
 Content and title work together
 Simplicity and consistency in format

“Topic” title: Describes subject of the chart; the "so what" is communicated verbally during the
discussion / presentation

Main forms of Charts:

Data Driven Conceptual Text

When to display quantitative communicate a” big organize and emphasize
use analysis idea” ideas

Examples

Creating Data Charts:

In Sum - Organization weaknesses to be addressed in reorganization
1. No single recognized head of firm
2. No clear authority and responsibility
3. Conflict between production and administration
4. Tension between regional autonomy and corporate authority

Writing Communication - Five principles of clarity

Business Academic Private

Purpose Stimulate Show knowledge/ Entertain/Inform
Action/Inform Impress
Readers Time Never Enough Limited Non limited

1. Use small familiar words

2. Keep your sentences short and simple
3. Use active voice
4. Mention people, be personal
5. Repeat words
Talk the audience through exhiits

Provide a solid finish

In the end, communication is king…

Class 4 (03/03): Strategy

1. What Strategy really is?
“an integrated and coordinated set of commitments and actions designed to explore core competencies
and gain a competitive advantage”

- Policy designed to achieve a major (or overall aim)

- Plan to create value (or the way a company plans to create that value)
- Looking forward, seeing the future, planning it (How much value do we create?)

GOALS (context of business)

1.Achieve and sustain competitive advantage

- A firm has a competitive advantage when it implements a strategy that creates superior value for
customers and that competitors are unable to duplicate or find too costly to try to imitate

2.Earn above-average returns

- Returns in excess of what an investor expects to earn from other investments with a similar amount of risk

Actions plans include determining:

- Which product market to enter

- Which international markets to enter
 - How to position the firm in its chosen markets
- How to deal with competition
- Whether to form partnerships with other firms

Examples of Strategies

Asos- “To become the number 1 fashion destination for 20-somethings globally.”

Walt Disney - “To be one of the world’s leading producers and providers of entertainment and
information, using its portfolio of brands to differentiate its content, services and consumer products.”

Amazon - “to be Earth’s most customer-centric company, where customers can find and discover
anything they might want to buy online, and endeavors to offer its customers the lowest possible prices.”

Nova SBE - To be a community dedicated to the development of talent and knowledge that impacts the
world

1.Different authors have different definitions for what is Strategy

“Strategy is as much about deciding what not to do as it is about deciding what to do” (Michael Porter)

The first important breakthrough came in Michael E. Porter’s book Competitive Strategy: Techniques for
Analyzing Industries and Competitors (Free Press, 1980)

“Strategy examines why some firms perform better than others (i.e. why they can earn above average
returns) Strategy examines how firms can gain a competitive advantage” (Jay Barney)

1.1. Objectives of The Firm

Strategy is aimed at achieving some goals or objectives.

1. Make a Profit
2. Create Value For

To whom?

- Stakeholders

2. Stakeholders
 Stakeholder: persons/groups that affect or are affected by, an organization’s decisions, policies, and
operations
 Stake: an interest in–or claim on–an organization

2.1 Stakeholder Prioritization

2.2 Stakeholder Theory

Stakeholder groups can be divided into 2 categories:

 Market stakeholders

Those that engage in economic transactions with the company as it carries out its primary purpose of
providing society with goods and services

 Nonmarket stakeholders

People or groups who—although they do not engage in direct economic exchange with the firm—are
affected by or can affect its actions

Example

2.3 Stakeholder Analysis

 It is part of every manager’s job.

 Process whereby managers identify relevant stakeholders and analyze their interest and power

Asks 4 questions:
  Who are the relevant stakeholders?
 What are the interests of each stakeholder?
 How much power does each stakeholder have?
 How are coalitions between stakeholders likely to form?

Stakeholder Analysis (useful for projets)

Stakeholder management is critical in a complex world

6 key steps:

i) Identification
ii) Claims
iii) Gap
iv) Prioritize
v) Responses
vi) Monitoring And Control.

 To define a strategy, you should understand the salience (power, urgency and legitimacy) of each
stakeholder.
 The stakeholder (system) map helps identify opportunities to influence the system.
 In complex/wicked problems, collaborative, adaptive and compromising strategies are critical.

3.The Strategic Management Process

 Understanding environments in which firms operate + Understanding industries
- Stakeholders
- External and Internal Strategy

>Only then can you formulate an appropriate strategy and subsequently implement it!

Strategy and Internal and External Analysis

3.Strategy Basic Concepts

 Business Level Strategy: How to compete/position the firm in a given product market
 Competitive Strategy: actions and responses to competition
 Corporate Strategy: expand scope of the firm, in terms of products or geographic markets
 International Strategy: how to expand and compete across borders

Strategy | Tactics | Operations

Strategy defines your long -term goals and how you’re planning to achieve them >It gives you the path you
need toward achieving your organization’s mission.

Tactics are much more concrete and are often oriented toward smaller steps and a shorter time frame along
the way > They’re also called “initiatives .”

Operations-actions/decisions made by managers and members of a business that affect the production,
distribution, service, management, needed for a company to function- requires the use of resources & assets

3.1 External Analysis|Industry Analysis

 How the market structure influences competition, which in turn contributes to the industry’s profitability.
 Evaluate the industry’s attractiveness.
 Predict future profitability considering possible changes in the industry structure.
 Formulate strategies that could change the industry structure in order to increases its profitability.
 Identify key success factors.

Pest Analysis – Macro-Environment

Characterizing the macroenvironment in which the company operates.

 Political factors - Government influence over economic activities, either in terms of economic
interventionism or direct public investment in specific industries (healthcare, education, energy).
 Economic factors- have a clear impact in managerial decisions and are usually represented by economic
growth, exchange rates or inflation.
 Social factors- representing preferences and tastes, demographic factors (age, gender, and numerous
factors contributing to the definition of culture and social values.
 Technological factors -corresponding to innovation and the development of new technical processes,
methods or skills that may influence how companies compete
General Environment

Industry’s Profitability (Porter’s 5 Forces)

 3.2 Internal Analysis |Firm Analysis
Competitive advantage: The company has a competitive advantage if it is able to sustain a stronger
performance than its competitors (example able to generate profits)

Resource-Based View: If resources satisfy the VRIO characteristics: Valuable; Rare; Difficult to Imitate and
Organized to exploit

Strategic Positioning: Derives from competitive strategies, by increasing the perceived value or reducing
the cost of the good. Generic strategies: differentiation, cost leadership and focus.

4.Strategy in Today’s Context Challenges:

 Globalization:
- Increased integration of world economies
- Increased flows of resources, goods and people across borders
- But …increasing nationalism and protectionism.

 Despite globalization, cultural, institutional, religious and language differences persist

>Increased opportunities for doing business across boundaries but the challenges persist and doing business
across borders is inherently different and more challenging

Challenges:

 Technology
 Information diffusion
 Increasing knowledge intensity

>Strategic thinking is essential

>Strategic flexibility is essential

- Involves coping with the uncertainty and risks

- Must first overcome built-up organizational inertia.
- The capacity for continuous learning and applying the new and updated skills sets and competencies
to the firm’s competitive advantage.

A competitive advantage is fundamental for a strong performance, but what happens when it becomes a
core rigidity?
Class 5 (11/03): Marketing
What is it?
Marketing refers to all activities a company does to promote and sell products or services to consumers.

Marketing is the process by which companies create value for customers and society, resulting in strong
customer relationships that capture value from the customers in return, while creating value for society.
(Definition by Kotler, bowen and Baloglu, 2021)

What does it do?

Marketing seeks to match products to customer’s needs, ensuring all actions required to draw, satisfy and
maintain relationships with these customers.

"The purpose of a business is to create and keep a customer” - Theodore Levitt

 1. Something of Value

What is value - Consumer Perspective

Value = Benefits vs Costs

How can we increase value for the consumer when he/she compares our offer with alternative offers?

Perceived Value: Compared to Alternatives' =

Perceived Benefits: Tangible and Intangible Vs Perceived cost: price + other Financial and Non-Financial Costs

Destroying Myths in Marketing…

#Myth 1# There are “no bad customers?

Yes, they exist. You should focus on “Good Customers” (“True Friends”)!

#Myth 2# To have success is enough to have the best product in the World?

The Organization should be oriented not to the product… …But oriented to the market…

Main Concepts in Marketing

For and organization “to have marketing”, it needs:

i. Customer Orientation > Consumer satisfaction…

ii. Competition Orientation > Competitive situation in the organization evolvement…
iii. Inter-Functional Coordination - Knowledge about:
(1) Customer
(2) Competitors is disseminated internally to all staff in all departments and all levels.

Characteristics of Customer-Centric Organizations

The consumers always know what they want?

“It’s really hard, to design products by focus groups. A lot of times, people don’t know what they want until
you show it to them. “(Steve Jobs)

What is the role of Marketing in the Organization?

“Marketing is the discipline of Management that "Look out before looking into” the org;

• It is the bridge between organization and its surroundings (market, micro actors and forces macro)

2. Marketing Planning
a) WHERE ARE WE (ANALYSIS)?
Situation Analysis - organization (internal) + surrounding (external);
Ex: SWOT

b) WHERE DO WE WANT TO GO?

Vison + Mission + Objectives
Quantitative objectives - sales volume, profit per unit, share of market
Qualitative objectives - level of customer satisfaction, perception of brand value
c) HOW WILL WE GET THERE (STRATEGY)?
Marketing Strategy has 3 steps:
i) SEGMENTATION - Identification of market segments
ii) TARGETING - Choice of target market(s)
iii) POSITIONING - Positioning the offer in the mind of the customer target audience

Why are Segmentation, Targeting and Positioning important?

 Because every consumer is different, and it doesn't make economic sense develop a marketing mix
for each consumer (ideal)
 We group them by similar characteristics because they respond in a similar way (similar to the same
marketing stimuli)
1.How to Segment Consumers

Bases for Segmentation

2.Select segments to target

Target Selection

3.Positioning
Defining value proposition for target segments
 Develop an action plan… …always includes the differentiation > Process of creating a competitive
advantage by creating attributes unique to the brand.

Positioning of Different Brands (Portfolio)

d) WHAT SHOULD BE DONE (TACTICS)?
Implementation of the Marketing Mix (4 Ps for goods or 7 Ps for services) to deliver, capture and
communicate value
Marketing Mix

e) WHAT WILL WE NEED?

Resources: 3Ms Men, Minute, Money + technological Forecasts, budget and task allocation;

f) HOW DO WE KNOW IF IT WORKS?

Control. Review performance against objectives

3. Consumer needs
The Maslow’s Pyramid of Needs

Motivation, Satisfaction & Social Skills

Factors that Influence Consumer Behavior

Model of consumer behaviour

 4. Marketing Research
Useful to understand attitudes and anticipate perception, preferences and behavior of current and potential
consumers

 There exists a great deal of internal information – requires statistical analysis

 We learn a great deal just by talking to customers and users
 It is critical to process that information qualitatively and quantitatively

Research Approaches

5. Competitor Analysis
»Future Goals: what drives the competitor
» Assumptions: held about itself and the industry
» Current Strategy: how the business is currently
»Capabilities: both strengths and weaknesses (SWOT analysis for all relevant competitors)
»Competitor´s response profile

6. Product Life Cycle

7. Distribution
 8. Marketing Promotion
Promotion Platforms:
- Advertising Sales
- promotions
- Events and Experiences
- Direct Marketing
- Word-of-mouth marketing
- Digital Marketing

Digital and Interactive Marketing:

- Web-sites
- Search ads
- Display ads
- E-mail
- Buzz and Viral Marketing

Digital and Interactive Marketing:

In general, attractive because:
- Fast
- Personalization
- Adaptative

Sales Promotions

Collection of incentive tools, mostly short term, designed to stimulate quicker or larger purchases by
consumers or trade

Types of sales promotions: (Manufacturer)

 Consumer Promotions – as coupons
 Trade promotions – as tarde allowances
 Retail promotions – as features and display advertisemnet

9. Purchase Decision Buying

Six Roles of The Consumers

What is the reality?

People's behavior is based on their individual perception about what reality is, not “in the reality itself”.

This perception depends on:

- individual characteristics: personality, brain
- external features: culture (social norms)

Class 6 (17/03): Organization

Dimensions of Organizational Effectiveness:

Building a strong company requires consistency across a set of dimensions

 Strategy: The path to achieve the organization’s mission*

 Competencies- Talent and leadership: Critical organizational competencies to deliver the strategy
 Activities: Activities that are performed by the companies’ resources
 Organizational Culture: Values and norms consistent and aligned with the company’s strategy
 Structure: Organizational structure that serves as catalyst to execute
 Systems (Transformation Topic): Systems and processes that allow for an effective and efficient
organization

*Why Strategy?

A unique value proposition compared to other organizations

A different, tailored value chain

Clear tradeoffs, and choosing what not to do

Activities that fit together and reinforce each other

Strategic continuity with continual improvement in realizing the strategy

1. Organization as a way to deliver the Strategy

2. Organizational Design
2.2. How to (re)design na Organization?

Redesigning in line with strategy and context – Organization Fit Principles

2.3. Organizational Structure

Organizing the Corporation: Multiple Models

Key Characteristics

▪ Strategy is developed by product group; products are managed as a portfolio of investments

▪ Rapid new product offerings when they extend existing product lines

▪ Easy assessment of whether a product has achieved potential sales

▪ Difficult to customers who purchase different products from the company

▪ Collaboration among product divisions to develop new products across categories

Key characteristics

▪ Heads of geographic divisions at corporate center, geographic regions managed by on-site regional
managers or country managers

▪ Allows for development of general management skills and networks: often on a global scale – through
rotation of managers across geographic/dispersed business divisions

▪ Strengthens firm’s ability to respond to local/governmental regulatory laws and practices

▪ Duplication and redundancies of staffs, systems, and infrastructure can result in high costs and inefficiencies

▪ Coordination of product variations, new products, and production techniques among regions
Key characteristics

▪ Frequently used at some level in most organizations; still commonly found in the corporate center (e.g. HR,
risk management)

▪ Builds and maintains deep technical expertise by allowing for greater specialization

▪ Structure simple to understand; builds on professional/academic divisions of labor

▪ Organization may become less able to respond quickly and flexibly to changes in the marketplace

▪ Internal focus on distinct and fragmented functional goals brings about fragmentation of overall
performance objectives; may inhibit cross functional processes

▪ Hard to groom top managers with multi-skilled competencies

2.3. Common Challenges Occur across Many Transitions

a)The organization often has a difficult time accepting and embracing the new model

b)The transition proves much harder than expected, with multiple blocks and iterations

c)One year after the new structure has been formalized, many people are still working according to the old
model and confusion is slowing the company down

The expected benefits are difficult to realize, the strategy still looks right, but the organization is not adapting
nor acting on it

Highlights On Organizational Design Challenges….

a)Organizational structure needs to fit with market context and strategy

b)On-going (re)design is the new normal

c)Organizational change is hard

d) Critical to communicate reason for change

3. Talent and leadership

Leadership development is a Top Prioritry for CEO’s

Research indicates that success in a role is predicted by 3 factors

Leadership: Yukl, (1998) leadership is a process through which a member of a group or organization
influences the interpretation of events by the remaining members, the choice of objectives and strategies,
the organization of work activities, the motivation of people to achieve the goals , the maintenance of
cooperative relations, the development of competence and confidence of members, and the obtaining of
support and cooperation from persons outside the group or organization

Quinn's model of contrasting values is based on the leader may adopt different roles for each of the different
model

Leader: The leader considers to have a role distributed by the aforementioned characteristics with a slight
upward to the role of mentor and facilitator and smaller up to the innovator. From the evaluation carried out
by the group of collaborators it can be concluded that the leader is seen as an innovator and visionary (open
systems model)
Leadership Competencies are becoming increasingly important in today’s world

Organization Topics are key in Shaping Companies’ Strategy

4.How do I Define, Attract, Develop and Retain the Talent I need?

4.1. What is Talent Management...

4.2. The Real Secret to Retaining Talent

The Subtle Art of Making People Feel Special

i) Skills Development Need for qualification and highly specialized training leadership must understand this
need and begin organizing training and mentoring programs.

II) Investing in Employee Careers Developing techniques that can not only help employee portfolios shine,
but also help increase productivity, self-esteem, and therefore overall organizational growth

iii) Rewards and Recognition

Appreciation is always welcome. Have a proper recognition system for monthly/quarterly/annual

performances as a gesture to thank employees for how their hard work will encourage them to evolve
Sometimes employees are between learning and apathy. They are neither dissatisfied nor satisfied. Honestly
implementing these strategies will make your employees feel valued and therefore more involved with the
organization.

iv)Flexibility in Working Hours

Working from home or working independently made it easier to maintain work-life balance. working flexible
hours can lead to greater satisfaction without affecting production.

v) Adequate Autonomy
Too much or too little “supervision” can have negative consequences. But in each team there are a bunch of
tasks that can be performed by the team independently. Giving them the autonomy to accomplish them can
fill team members with a sense of ownership and pride.
5. What is Culture?
Cultura Organizacional

Cameron e Quinn, in “Diagnosing and Changing Organizational Culture” organization culture Existent and that
we want 2017 muito focalizada na maximização dos resultados de acordo com os modelos dos objetivos
racionais e modelo dos sistemas abertos, com um grande enfoque na componente externa.

2018 pretende-se um modelo de cultura organizacional mais focado nos modelos de relações humanos e
processo internos

Three dimensions to impact a culture

Na example of a company culture

Highlights On Cultural Change Culture as source of competitive advantage Culture = collective behavior's
“Change story” and “Role modelling”
Class 6 (24/03): Transformation
What is the Goal of Transformation?
 A repeatable, replicable process to deliver better and better results….
 Almost all CEOs can drive a near-term bump by sheer force of will alone
 Generally, requires a fundamental change to how the business makes and executes decisions

5 Key Factors drive successful transformation

1.Leadership – visible leadership from the top while engaging key opinion shapers at all levels increases odds
of success – holistic change

Forward Planning & Developing a Leadership Role Action Learning Sets

Relationship with the leader | Lead Teams

Different types of individuals

2.Aspirations – well defined aspiration with stretch targets and an inspiring story that is cascaded in a clear
and compelling way (… sense of purpose and direction…)

What is the Purpose of an Organization?

ORGANIZATION CAN BE A SIMPLE, COLLECTIVE GROUP OF PEOPLE SUCH AS:

 Collection of people working together under a defined structure to achieve predetermined outcomes
using, financial, human and material resources.
 A social unit of people, systematically structured and managed to meet a need or to pursue collective
goals.

Planning for Change

3.Structure – a clear structure for the program, rigorously architected along a few broad themes, with
tangible quick wins and strong performance management

- Performance improves when new knowledge is put to good use also enable by teaming…..

Teams & Teamwork - 4 Pillars of Effective Teaming

 Speaking Up – Teaming depends on honest, direct conversation, between individuals;

 Collaboration – Teaming requires a collaborative mindset and behaviors' - to drive the process;
 Experimentation – Teams involves a tentative, iterative approach to action that recognizes the novelty
and uncertainty inherent in every interaction between individuals;
 Reflection – Teaming relies on the use of explicit observations, questions and discussions of processes
and outcomes . This must happen on a consistent basis that reflects the rhythm of the work.

4.Engagement - a real focus on building frontline/broad ownership and changing key mindsets and
behaviours
- Engaged Employees – Teaming has a positive effect on people`s experience at work interacting directly with
people who have different knowledge and skills makes work more interesting, enriching and meaningful.

 Include Me: People need to feel that what makes them different can be leveraged to understand the
customers better, improve how work gets done, and creates a better climate for everyone.
 Inspire Me: A combination of purpose and autonomy are the core ingredients to inspire engagement
amongst your employees.
 Grow Me: Workers today need guidance in navigating new, non-traditional career pathways, with
accompanying learning experiences to support their current and next role.

5.Resources - dedicated, top talent and a willingness to move on blockers increases success by 5x

When we ask CEOs/senior executives the one thing that was most critical to success…

- it was recruiting the right leaders to drive the transformation…

- When we ask transformation leaders the one thing, they would have done differently… they
would have moved faster on blockers (Human Resources Importance)

Important steps in creating a Transformation Plan

1.The Independent Diligence sets the “realistic achievable potential”

1.Momentum Case of Business

 Clear baseline - macro-vision
 Realistic trajectory – project progression (daily performance management)
 “Hope” puled out of projections - benchmarks, value capture, models, visual management –

2. Achievable potential for each division

  Mindset of unconstrained opportunity - measure the progress of initiatives –
 Comprehensive - foster continuous improvement
2.The Bottom up Planning has 4 key Deliverables

3.Transformation Implementation

Focusing on a “bias to action” is critical to build early momentum

Act on opportunities that question conventional assumptions

 Pick specific initiatives to get executed in near-term (high value or symbolic)
 Spread stories of innovative initiative thinking (Will stimulate additional opportunities)

Make bold people decisions

 Be willing to change initiative owners (especially if “will” is low)
 Identify blockers early—and act on initial instincts

Empower managers with what they need to be successful

 Inspire fellow leaders to step up performance
 Identify and fill gaps in expertise / resources

Force action – every day of delay costs Money

 Do cost-benefit on delaying decision to get more data when initiative decision-ready
 Push to move delivery forward (Constantly challenge milestones on critical path)

4.Performance Infrastructure – Core Elements (Brain)

5.Mindset and Behavior Change (Hearth)

Who’s On the Boat?

Example: One Root Perspective on Inspirational Leaders

A great story is personal, but consistent with the overall messaging of the turnaround

“The medium is the message”

6.Ability to Execute (Muscle)

Checklist that needs to be in place for a successful transformation program…

Why Transformation(s) Fail?
 External Factors
 Internal Factors

Companies in distress require some adaptation in transformation programes

When a company is in distress, decisions need to be made quicker and execution truly matters
In these situations, the previous approach suffers some adaptions, rooted in how investors evaluate new
opportunities

Sum:
1-know what are the 5 key success factors behind large scale transformations: Leadership; Aspirations;
Struture; Engagement; Resources

2-Understand what are the steps in creating a transformation plan: 1. Independent Diligence 2. Bottom-up
planning 3. Transformation Implementation

3-Tools required to make it happen: a)Performance Infrastructure (Brain) b) Mindset & Behaviour Change
(Heart) c) Ability to Execute (Muscle)
Class 8 (31/03): Operations Management
What is Operations Management?

The relationship between operations function and other core and support functions of the organization
The position of the operations function

Input-transformation-output processes
 All operations produce products and services by changing inputs into outputs

The Process Definition

 Inputs
 Outputs
 Activities that are part of the process
 Performance indicators
 Process owner
 Activities that take place in different organization departments
 Activities that cross the organization
The Operations Management Model
Operational Performance
 The 3 Levels of Operations Performance
 Performance measures at three levels

Operational Strategy
» Strategy | Tactics | Operations
 Strategy defines your long -term goals and how you’re planning to achieve them. Your strategy gives you
the path you need toward achieving your organization’s mission .
 Tactics are much more concrete and are often oriented toward smaller steps and a shorter time frame
along the way. They’re also called “initiatives . ”
 » Operations - actions and decisions made by managers and members of a business that affect the
production, distribution , service , management, needed for a company to function – this requires the
use of resources and assets .

Hierarchy of Strategies

What are The Operations Performance Objectives?

5 performance objectives
Operations Management can Contribute to Competitive Advantage

 Activities as the basic units of competitive advantage.

 An organization, will adopt a distinct strategic positioning; it will compete on the basis of flexibility, cost,
quality, speed, diversity and variety, VALUE (Michael Porter)

Operation Strategy Implementation

The Organizational Theory
 interrelated concepts , definitions that explain the behavioural individuals or groups who interacts with
each other to perform the activities intended towards the accomplishment of a common goal .

Planning, Control & Implementation

 Plan – formalization of what is intended to happen at some time in the future
 Control – is the process of coping with changes to the plan and the operation to which it relates
 Implementation – involves the design, management, and control of processes in the production of goods
and services.

The Process Concept

Process :Sequence of activities that aims to achieve a specific objective , usually adding value to a customer :
internal or external

 Central Processes Involved in the direct production of the product , or service of the operation
 Support Processes Are all processes whose sole purpose is to ensure the functioning of key processes
and overall operations of the company - Ex – Accounting ; Marketing

Process Mapping Symbols

Looking at the full model of the process

 The high detail option may turn the modeltoo complex so that it becomes difficult to understand.
  If the low detail and hard to read option is adopted the model will probably may omit important
aspects and is difficult of the process.

Quality Management
>Contemporary Context of Quality Movement

Quality: Service quality is a measure of how an organization delivers its services compared to the
expectations of its customers. Customers purchase services as a response to specific needs.

Dimensions of Quality

The Institute of Medicine (2001) identified the 5 dimensions as:

 Tangibles – example: Cleanliness of the environment; personnel uniform; vehicles; flight

 Service reliability – example: Achieving delivery times stated on the website
 Responsiveness – example: The speed of helping customer online or by telefone
 Assurance – example: The excellent reputation and high levels of trust based on previous
experiences with the company
 Empathy - Employees’ high emphasis on customer requests to achieve higher satisfaction

Organizing and quality Models

1.Total Quality Management (TQM)

2.Lean

The LEAN methodology in Health care involves 5 stages:

1. Define the population
2. Map the value stream
3. Reduce wastage
4. Respond to what patients see as valuable
5. Aim for perfection

3.Kaizen

The KAIZEN methodology in health care involves:

-Continuous Improvement
-Adopts an approach to improving performance which assumes many small incremental improvement

Steps:
 Minimum financial investment
 Involvement of all employees
 Take advantage of the knowledge and experience of employees

4.Six Sigma

It is the quality model related to TQM/LEAN which aims to improve the quality of processes by minimizing
and eventually removing errors and variations.

Characteristics
 Define: Describe the problem in operational terms
 Measure: Use data to refine problem and measure exactly what is happening.
 Analyse: Test the hypotheses and identify the root causes.
 Improve: Develop ideas to eliminate root causes (e.g., through brainstorming)
 Control: Monitor and control the process to ensure that the new performance level issustained under
the modified process.