|Organization Behavior - BA 6325 Fall 2012 | |Leading Change | |(AKA: You want us to do what? Really?) | |
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Life Changes Leading To Career Changes All my life I wanted to be an elementary school teacher‚ the opportunity to help young children grow and learn was very enticing to me. Growing up‚ I constantly played school‚ and I was‚ of course‚ the teacher to anyone or anything that would sit still long enough for me give them my daily lesson. That was until August 2011‚ when my Grandma finally went to the doctor because she had not felt well for months. She was diagnosed with ovarian cancer and
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MANAGEMENT JANUARY 2013 – APRIL 2013 CASE STUDY ERICSSON: INNOVATION FROM THE PERIPHERY JOSIAH HABWE Page 1 of 23 ERICSSON INNOVATION FROM THE PERIPHERY Page 2 of 23 TABLE OF CONTENTS INDEX TITLE PAGE TITLE PAGE 1 TABLE OF CONTENTS 3 1.0 INTRODUCTION 4 2.0 INCEPTION OF ERICSSON AND SRA 5 3.0 CHALLENGES FACED BY SRA 6 4.0 STRATEGIES EMPLOYED BY SRA 11 5.0 OTHER STRATEGIES SRA COULD HAVE IMPLEMENTED 15 6.0 WHERE IS ERICSSON TODAY? 19 7.0 CONCLUSION AND RECOMMENDATION
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Leading Change when business is good Sam Palmisano’s challenge: finding a mandate to continue a company’s transformation‚ his response a bottom up reinvention of IBM’s venerable values Palisimo recognized the key task would be to unite IBM’s global workforce behind a common business vision and a common set of values. * IBM help 3 day discussion via the corporate intranet about the companies values‚ dubbed ValuesJam * Struck a core with employees company wide‚ positive and negative feedback
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into the future‚ finding opportunities that are coming at it faster and faster and successfully exploiting those opportunities. Leadership is about visualization‚ about people buying in‚ about empowerment and‚ most of all‚ about producing valuable change. Leadership is not about attributes‚ it’s about actions. And in an ever-faster-moving world‚ leadership is increasingly needed from more and more people. Clothes and Accessories a European company that launched its Brazilian operations in 1970s was
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Leading Change When Business Is Good • If not reviewed on a regular basis‚ a company’s vision or belief system can become misaligned or distorted. • Companies are organic systems that need to learn to adapt‚ yet remain true to their essence‚ their misson and their identity. • Today’s work places are more educated and diverse than those of the past. These teams can be united and motivated by a strong value or belief system. • Command and control mechanisms cannot be imposed
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Background Sony Ericsson was found in 2001 as a joint venture owned in equal parts by the Sony Corporation and Ericsson AB. The mother company‚ Sony Ericsson Mobile Communications AB‚ is registered in Sweden where also its headquarters are. Since it dominates the market with a market share of around 45%‚ Sony Ericsson is the market leader in Sweden in the mobile phones sector in 2007. The continuous popularity of its new mobile phones will ensure that the company continues its leading position in the
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In 2001‚ Sony Ericsson is established by the Japanese company Sony (a consumer electronics corporation) as a fifty-fifty joint venture with the Swedish telecommunications company Ericsson (a mobile communications infrastructure and systems business) which offers mobile phones‚ accessories and applications. Before the merger‚ its provides expertise in mobile communication‚ after the merger‚ its provide both the consumer electronics and content expertise. In 2011‚ Sony Ericsson changes their global
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“Time and Us” “Tempora mutantur‚ nos et mutamur in illis” is a Latin quote which means “times change‚ and we change with them.” This quote may be true in some situations such as fashion‚ but for the most part is not. Things such as trends and word “lingo” are expected to change‚ and they do. Other things such as people’s behavior and actions seem not to change as much. High school students for example‚ still act the same way they have for who knows how long. High school is a perfect example for
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Sony Ericsson Mobile Communications Formal discussions were held between Ericsson and Sony in late 2000 with serious discussions in early 2001. Before the start of reorganising its operations the Ericsson handset division – DCP Division Consumer Products - employed close to 18‚000 people‚ or almost 20 per cent of total Ericsson employment. Between 6‚000 and 7‚000 were transferred to Flextronics. An estimated roughly 8‚000 were released and another 3‚500 were transferred to Sony-Ericsson‚ EMP
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