This is a reflection of the Harvard Business Review of Thomas M. Hout and Pankaj Ghemawat “China vs. the world”‚ HBR December 2010‚ page 94-103. Thomas M. Hout is a professor at the University of Hong Kong’s School of Business since 2002. He teaches Strategy‚ Operations and Information‚ Business Strategies for China and India and fast companies (IMBA program in Shanghai)[1][2]. Pankaj Ghemawat is the Anselmo Rubiralta Professor of Global Strategy at IESE (spanish: Instituto de Estudios Superiores
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Case Study: Just in Time for the Holidays Problem: North Pole Workshops’ production capacity cannot meet the surging demand for Timmy CDs on Christmas Eve. The management team gets stuck in mapping a solution to fulfill such demand because team members have their own solutions and they oppose the others’ solution. Reasons: - Weak demand forecast ability (the actual demand is 20% over the company’s assumption) - Weak production planning ability - No links between demand and production planning
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The Hedge Fund E-Book Version 5.2 By Richard Wilson [pic] 1 I truly believe that if you spend your time helping others get what they need and want the relationships you build will bring you what you need. In this spirit I’m offering the Hedge Fund Blog Book for free To date more than 125‚000 professionals have downloaded and read this book. 2 - Richard Wilson 3 4 5 6 Brought To You By:
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evidence of Charlie’s failure as a leader is when he calls the group together to communicate the news about losing their major customer. The mood is somber as Charlie calls the group together to “mourn” (Sloane‚ The Chattanooga Ice Cream Division‚ HBR‚ p.1) and to figure out what needs to be done about it. As a leader he must exude a sense of “positive energy” (Jack Welch‚ Winning‚ p.84) to prepare his people to act and energize their best thinking to deal with this challenge. His style of (S) may
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Introduction to International Business Review on Harvard Business Review CHINA VS THE WORLD Whose Technology Is It? by Thomas M. Hout and Pankaj Ghemawat‚ December 2010 In this review on the article “CHINA VS THE WORLD – Whose Technology Is It?” by Thomas M. Hout and Pankaj Ghemawat (Harvard Business Review‚ December 2010‚ Pages 95-103)‚ the main purpose is to critical evaluate the authors’ opinions and statements. The above-mentioned article deals with the subject of China being one
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first superstore in 1985 and have since underwent large scale expansion operating 575 stores by the end of the fiscal year 2003. BBBY also owned and operated 30 Harmon stores and 24 Christmas Tree Shops stores by 2003. (See appendix four for SWOT analysis) The Problem Bed Bath & Beyond has always conducted business under the old fashioned premise that “cash is king‚ and debt is bad”. As of late their capital structure has become a big issue amongst investors. They are concerned that the current
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on deaf ears. Members of the executive team‚ for their part‚ find Jianguo to be largely indifferent to their input. Can Jianguo adjust to this new culture? And can he succeed without sacrificing his identity? Three experts comment on this fictional case study in R0901A and R0901Z. Katherine Tsang‚ the CEO of Standard Chartered Bank in Shanghai‚ explains the cultural differences between China and France and recommends that Jianguo push his thinking beyond the Chinese market. She also suggests that
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The case revolves around the Regal Carnation Hotel‚ located in Guam. Partly narrated by Steve McKenzie‚ he described his experience with the Regal Carnation Hotel. In his description of the situation‚ the “me too” approach to hotel management led to poor service‚ false representation‚ and a pricing plan that does not match the value of the hotel. The hotel industry in Guam has important statistical information that will lead to an effective analysis. Over a period of years‚ Guam has experienced
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* Snatches of remembered conversations. * Innocent statements can be assigned deep sinister meaning. – misinterpreted * Emails can be analyzed word by word Don’t speculate about the future. Treat employees like grown-ups (so:) * In case of layoff‚ share the performance data that makes reductions necessary. * Be extremely careful about making unequivocal statements such as * I have no hidden agenda * There won’t be any more layoffs * The time we’ve got it
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RESEARCH & IDEAS Why Leaders Lose Their Way Published: June 6‚ 2011 Author: Bill George Dominique Strauss-Kahn is just the latest in a string of high-profile leaders making the perp walk. What went wrong‚ and how can we learn from it? Professor Bill George says these are not bad people; rather‚ they’ve lost their moral bearings. To stay grounded executives must prepare themselves to confront enormous complexities and pressures. Key concepts include: • Leaders who move up have greater freedom
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