Stefan Henningsson (sh.itm@cbs.dk) Jonas Hedman (jh.itm@cbs.dk) + guests Course Description This course uses the IVK Case Series to examine important issues in IT management through the eyes of Jim Barton‚ a talented business (i.e.‚ non-technical) manager who is thrust into the Chief Information Officer (CIO) role at a troubled financial services firm. The course follows Barton through challenges‚ mistakes‚ travails‚ and triumphs. We take this journey with him‚ commenting
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My work as an organizational and management consultant with Mobil Oil has given me an ideal portfolio of professional and personal skills to bring to business school. During my time with the firm‚ I have used a wide range of tools‚ concepts and theories to help teams analyze problems‚ develop solutions and build action plans. On a regular basis‚ I help teams clarify their values to determine the roles and responsibilities of each member. By sharing my practical experience in organizational and
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London School of Commerce MODULE TITLE: - CHANGE AND CONTINUITY IN CONTEMPORARY BUSINESS PROGRAMME: BABS SEMESTER: Semester Five ACADEMIC YEAR PERIOD: October 2012- January 2013 Semester LECTURER SETTING ASSESSMENT: - Rajendra Kumar DATE ASSESSMENT SET AND LOADED ON TO STUDENT PORTAL:- 18/010/2012 DATE ASSESSMENT TO BE COMPLETED AND SUBMITTTED:- 18th December 2012 SUBMISSION METHOD/MODE:- Online via turnitin‚ in person ----------------------------------------------
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was very clever as small suppliers normally focus on their own specialty which gave Tombow the chance to develop and introduce new technologies into the market (Quinn and Helmer‚ 1994). This means that Tombow can concentrate on the broader scale of business sections‚ while some details are up to an expert. The strategy of subcontracting the manufacturing of different products to different subcontractors gave Tombow the chance to lower their long term capital investment‚ therefore lower their fixed
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Customer Management Strategy in Business Markets This note is written for students‚ executives and educators that are interested in customer management in business markets. It is based on my field investigations across a variety of hightech and traditional hard-hat industries and provides a roadmap for the formulation and implementation of effective customer management strategies in business markets.1 Individual customers are at the heart of any business enterprise yet most firms continue
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References: Ross‚ J. W.‚ Weill‚ P. & Robertson‚ D. C. (2006). Enterprise architecture as a strategy: Creating a foundation for business execution. Boston‚ MA: Harvard Business School Press.
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Excellence: Lessons from America’s Best-Run Companies proclaimed that the key to corporate success was a strongly unified corporate culture.” Wilson (1996:87) Corporate culture has always been a part of every business since it was first introduced in the 1980’s. It doesn’t matter if it’s a small business or a massive company‚ corporate culture will always have an involvement. Corporate culture is very hard to define as one particular meaning‚ due to the various areas it covers. Glaser (1991:6) stated “
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Refreshing the Values In 2003‚ CEO Sam Palmisano authorized a bold effort to refresh the values via an IBM “values jam‚” two 72-hour Web chat sessions about what IBM stands for‚ open to every IBMer in the world. When he presented the plan to the IBM board‚ one of the directors‚ a former CEO‚ questioned him about whether this was “socialism.” Palmisano explained that this was the only way to build an enduring institution in which IBMers embraced and owned the values. “It wouldn’t do to create
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assessment as it relates to leaders today In today’s ever changing environment‚ organizations need to continuously adapt and transform‚ not only in order to succeed but even just to survive. While it takes a capable manager to efficiently run a business in steady-state‚ it takes a leader to successfully drive an organization through change (Kotter in Robbins and Judge‚ 2009: 385). Dealing with technology‚ economic and legislation changes isn’t new for
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HARVARD lBUsrNEss lscx 3-5 62 tL 10‚2013 MICHAEL BEER ALISA ZALOSH Southfield Packaging Background Note: The introduction to this case ca Belby‚ during Belby’s annual performance manager‚ Mark Sanders‚ and his direct report‚ Fra t Belby’s office earlier in the day‚ instead review. The meeting‚ originally scheduled to talgpla took place at a roadside diner en route to a ned’fffi i!i&t! so that Sanders could catch an evening flight home. Introduction Mark Sanders‚ VP of account phone vibrate
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