Proj 587 Week 4

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Week 4: Course Project Rough Draft – Sony Corporation
Group E:
Russell Stout
Carl Smith
Joshua Roberts
Denise Estrada
Ashel Chingaya
Keller Graduate School of Management
PROJ587 – Advanced Program Management
Professor: Dr. Janet Durgin
March 28, 2013

Table of Contents

Week 4: Course Project Rough Draft – Sony Corporation Group E:3
Portfolio Management Plan3
Organization Strategic Plan3
Sony Mission3
Organization’s strategic capacity plan4
Flow chart of Portfolio Process9
Outline of Project Selection Criteria9
Program Management Plan11
Works Cited13
Extra Research to be included in paper or discarded14

Week 4: Course Project Rough Draft – Sony Corporation
Group E:
Portfolio Management Plan
Organization Strategic Plan
Sony has an extraordinary team that works diligently towards the ultimate goals of the company. Their acquired skills make it possible to have such a successful company, due to each team members bringing their creativity to the forefront. The strategic plan identifies and prioritizes what’s most important to the organization, which may also include mobile devices, video games, etc. The strategic plan would also consist of knowing the company’s strengthens weaknesses, opportunities, and threats that could also be entwined in reaching the ultimate goals. According to Corporate Careers-Strategic Planning Website, “Our strategic planning teams are the visionaries behind our business. As a key component to Sony Electronics, they support and drive the development and execution of company-wide initiatives. More importantly, they touch every aspect of our business. From engineering to marketing, they assist Sony business units in generating new and emerging business and cross-organization opportunities. Armed with market insight and industry expertise, they provide the overall advisory and financial analysis support across our global portfolio of B2B and consumer electronics product groups.” Sony Mission

Sony is responsible for keeping Sony Family growing and thriving in the United States and worldwide through innovation as well as maintaining and building upon current product offerings. Our advanced hardware enables the most talented developers to produce vanguard titles and set new standards in interactive entertainment. Our goal is to make a family of products that completely changes the definition of home entertainment. Whether it is gaming, social networking, or enjoying HD entertainment, Sony aims to entertain a broad audience. Organization’s strategic capacity plan

Currently, Sony is implementing emergent strategies from both inside out (Resources Based View (Hamel & Prahalad, 1990; Barney, 1991) and outside in (Positioning/Market Based View) to secure its current position. With this strategy planning, Sony will have an integrated approach of the resources-based and positioning view which will maximize the capabilities of organization and sustaining more competitive advantages (Porter, 1980 and Mintzberg et al, 1998). Through accelerated selection and focus, Sony will invest in core and new businesses by means of pursuing ever-faster innovation based on its mid-to-long-term strategies and by developing differentiated technologies capable of generating true value in its products as it aggressively works to transform itself into a more profitable structure. However, for Sony capacity plan to meet its overall business portfolio, the organization plans to focus its investments in three core businesses; digital imaging, game and mobile as well as its new medical business. Other existing business areas will be evaluated to determine the optimum strategy for those businesses, including consideration of alliances, business transfers or spin-offs as necessary to optimize its capacity. In addition Sony’s strategic capacity planning realignment in relation to their business portfolio, Sony is also restructuring its headquarters, operating subsidiaries training...
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