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KAZIAN GLOBAL SCHOOL OF BUSINESS MANAGEMENT

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KAZIAN GLOBAL SCHOOL OF BUSINESS
MANAGEMENT
Marks: 80
Course: MBA Sem-I
Note: Attempt all the Question
All the questions carry equal marks
Subject: Production & Operation Management
______________________________________________________________________________________
Case 1 Transformat ion of Ideas into Sus tainable Busines ses
La r s Kol ind i s f amou s f or h i s ma j or o rg ani z at iona l c ha nges a t Ot i co n Holdin g
S/A. He r eorg ani z ed Ot i c on b y awa y hie r a r c hie s an d f os t e r ing new p a t t er ns of
communi c a t ion , whi ch c a t a ly z ed pr oj ec t c r ea t ion in new pr oduc t d ev e lopmen t . I t
wa s e s s ent ia l f or Ot i c on t o b r e ak wi t h t h e p a s t bec ause t he compa ny ha d lo s t i t
s
lea der s hip r ole t o new t e chn olog i es in th e hea r in g- a id mar k et s of th e wor ld.
Kol i nd’ s p lan wa s t o go t o a f la t , pr oj e c t - or ient ed or gan i zat io n ( labele d “ th e
sp agh et t i o rg ani z a t ion ” ) . Tha t plan s uc c es s ful ly r e turn ed t he c ompan y to
t ec hnol ogi c a l an d ma r k et pr eeminen ce .
Wh en La r s Kol i nd l ef t Ot i con in 1998, he be gan wor k ing wi t h a n e ar ly - s t ag e
bu s ine s s dev e lopmen t f i rm ca l le d P r eVe nt ur e A/S. I t i s l ik ely t ha t t hi s inc uba t or f
or
s t a r t - ups wi l l be s t udie d by a c ad emi c r e sea r che r s a s a modi f i c a t ion o f s imi la r
pr inc iple s ap pl i ed t o Ot i co n. Dani sh- ba s ed Gr owt h. d k a / s , n ow Pr eVent ur e A/S,
“ a ims a t ma k i ng t r ans f orma t io n of id ea s int o s us t aina ble bus in es ses ( th at ar e)
sy s t ema t i c , k nowled ge- ba sed , e f f i c i en t an d fun. ” On i t s web pag es , un der th e
he adin g “How We Wor k ” i s t he s t a t eme nt “Ba sed o n t he Ot i c on exp er ienc e we a r e
c r e at ing a mo del for t he d es ign and de v e lopment of sma l l , k nowle dge - b a se d h ighgr
owt h comp anie s in t he 21s t cen tur y . We wor k in f iv e pha ses in t he l i f e of a s t a r t -
up bus i nes s :
1. Bus ine s s C onc ept ion : F r om ide a t o bu s ine s s plan
2. Bus ine s s Di s co v er y : F r om bus ine s s plan t o mar k et in t r oduc t io n
3. Bus ine s s L aun ch: Fr om ma r k et int r odu c t ion Do cument e d us er a c c ept a nce
4. Bus ine s s Exp ans ion: F orm do cument e d us er a c cep t anc e t o br e a k e v en in
f i r s t ma r k et
5. Bus ine s s Tr a ns i t io n: I nt r odu c t ion t o ma s s mar k e t a nd ad ju s tme nt of owner
s t r uc t ur e”
Compa nies t ha t pa r t ner wi th Pr eVent ur e mus t a gr ee to us e ( a nd, i f pos s ible)
impr ov e th e gr owt h mod el de v elo p ed by La r s Kol ind and hi s t eam. Tha t mod el
s t r uc t ur es and di s c i pl i ne s t he o p er at ion s of t he s t a r t - ups in a c co rd wi t h th e f
iv e
ph a se s .
P r eVe nt ur e par t ne r s in c lud e I s ab el la Smi th A/S, a t r ad ing compa ny wi th
pr oduc t s r ela t e d to TV hos t I sa bel la Smi t h. Ret a i l I nt er net A/S r un s a permi s s ionBa
s ed ema i l ma r ket in g ser v i ce c a l le d J a t a k . com; Y el low Te l A/S pr ov ides a c c es s t
o
inf o rmat ion a bou t pr oduc t s and s er v i c es in bot h P olan d and Swe den ; Ke epF ocu s A/S
of f er s a sy s t em tha t help s r e duc e elec t r i c i t y , wa t e r , and he a t us ag e. I t pr ov
ides
v i s ua l a le r t s i f r es our ce c ons ump t ion e x c eed s n orma l lev el s . 24- 7 Mu s i cShop
AG
ha s a sy s t em f or l ega l and s ecu r e di s t r ibut ion of di gi t a l mus i c o n t he I nt er net ;
Homel in c d i s t r ibut e s d ig i t a l me dia f r om In t ern et a nd PC t o A/V e quipmen t in th e
home, an d t hi s p ro v ide s a lot of int e r e s t ing r es ea r c h op por t uni t ies f or s t ude nt s
an d
t ea c her s a l ik e .

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I n a f a s hion t ypi c a l of L a r s Kol ind s ’ br oad s y s t ems think in g, P r eVen tur e A/S
c r e at es v a lue fo r v ar ious con s t i t uen c ie s . Ent r epr e neur s i nc r ea se t he i r pro bab i
l i t y of
su c c es s us in g t h e g r owt h mode l . Sha r eh olde r s and i n v es t or s do wel l b ec aus e
adher en ce t o t he mode l p r o v id es a r c hi t ec tu r e a nd s t ruc t ur e f or l ea r ning to impr
ov e
co nt inua l ly . P r eVent ur e hold s s ha r es in i t s pa r t ne r c ompan ies , wh i ch i s a goo d
f ormu la fo r mut ual su c c es s . Empl oy e es of t he f i rms en jo y s t ab i l i t y o f emplo
yment
an d po t e nt ia l f in a nc ia l ga ins . A sy s t emat i c pr oce s s pr ov ides su s t a in abi l i t y f r
om
whi c h ev e r yone ga in s .
Wh en a s k e d abou t hi s cur r ent bu s in e s s phi los o phy , Mr . Kol in d sa id , “ I r ea l i z e d
t hat what I le ar ned a bou t la rg e or gan i z a t io ns du r in g my 10 y ea r s a s CEO of Ot i co n
ho lds a l s o f o r sma l l and yo ung bus ine s s es . The r e should be no s uch t hing a s a n
employ ee , on ly a s s oc ia t es . Ev er yon e sho uld be giv e n ma x imum f r eed om t o cho os
e
wha t he or she wa nt s t o do, and e v er yo ne sh ould be u rg ed t o ut i l i z e t he b r o ade s t
po s s ib le set of c omp et enc ies in th ei r wor k . I c on t in ue not t o bel i e v e in
hie r a r c hie s—let t eams do t h e wor k .
“ I am c onv inc ed t ha t comple t e t r ans pa r enc y i s t he only ef f ec t iv e b a s i s f or
communi c a t ion and knowle dg e s ha r ing , I ha v e no int e nt ion of man agin g a n
or ga ni z a t ion t hr ough c a r eful ly t ho u ght o ut plan s a n d bu dg et s . Su c c e s s i s ab
out
v i s ion an d v a lue s . I am s ur pr i se d h ow many c omp anie s s t i l l ma int a in hie r a r c hi
c a l
or ga ni z a t ions a nd in fo rmat ion s y s t ems . The y r emin d me mor e ab out t he 1920s t ha
n
of t he 21s t c en tur y . We know wh at i t t a k e s t o c r ea t e or gan i z a t io ns , wh i ch a r e
un iquel y compe t i t iv e an d inno v a t iv e , y et a l s o s us t a in able . ”
Quest ions : -
1. Wh a t pr odu c t s d oes th e Dani s h c omp any P r eVen tur e A/S, a nd how we l l d os e
i t do i t ?
2. Wh a t i s t he bus i ne s s model b y P r eVent ur e A/S?
3. La r s Ko l ind i s f amo us a s t he or gan i z a t io na l innov a tor who made a sma l l
Dan i sh hea r i ng- a id comp any int o an indus t r y lead er wi t h sha r e s on a pa r
wi t h Siemens and Sony . Wha t wa s t ha t compa ny , an d wha t i s t he s t or y ?
4. Wh a t ar e t he f iv e pha se s in t he l i fe of a s t a r t - up bu s in es s ?
Case 2 Operat ions Management and Organi zat ional Per formance
St r eng th eni ng t he Con nec t i on Whi l e Bui l di ng Br i dg es a c r os s Bu s i nes s Sc ho ol
Di s c i pl i n es v i a Ba ldr i ge Qua l i t y Award Cr i t er i a
An Interview and Di s cus sion wi th Dr . Cur t W. Reimann, Di rec tor (1987-
1995) , Mal colm Baldr ige Nat ional Qual i t y Award, Nat ional Inst i tute of
Standards and T echnology (NIST)
Dr . Reimann empha s i z e s t hat t he Ma l co lm Ba ldr ige Na t iona l Qua l i t y Awa r d ha s
t hr ee ba s i c pur pos es : t o pr omo te qu a l i t y awa r e nes s ; t o r ec ogni z e qua l i t y
a c hiev ement ; a nd t o pub l i c i z e su c c e s s ful qua l i t y s t r at egi es . “ In s imp les t t
erm; ” h e
sa y s , “ th e Awar d i s int end ed t o s t re ngt he n n a t iona l c ompet i t iv e nes s v ia impr ov
e d
bu s ine s s per f ormanc e. Imp r o v ement o c c ur s b y wa y of c r e at ing a nd s p r ea ding a
bo dy of kn owle dg e ab out qua l i t y and p er fo rman ce t ha t he lps co n nec t p r o ces se s
an d
r es ul t s . ” Or ig ina l l y op en o nly t o f or -p r o f i t U.S. bus i nes se s , el ig ibi l i t y ha s bee
n
ex t e nde d t o not - f or -p r o f i t h ea l t hc ar e an d educa t i on or ga ni z a t ions .
Reiman n p la y e d an ins t rument a l p ar t in de v el opin g a nd ann ua l ly r ev i s in g th e

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KAZIAN GLOBAL SCHOOL OF BUSINESS MANAGEMENT Marks: 80 Course: MBA Sem-I Note: Attempt all the Question All the questions carry equal marks Subject: Production & Operation Management ______________________________________________________________________________________ Case 1 Transformat ion of Ideas into Sus tainable Busines ses La r s Kol ind i s f amou s f or h i s ma j or o rg ani z at iona l c ha nges a t Ot i co n Holdin g S/A. He r eorg ani z ed Ot i c on b y awa y hie r a r c hie s an d f os t e r ing new p a t t er ns of communi c a t ion , whi ch c a t a ly z ed pr oj ec t c r ea t ion in new pr oduc t d ev e lopmen t . I t wa s e s s ent ia l f or Ot i c on t o b r e ak wi t h t h e p a s t bec ause t he compa ny ha d lo s t i t s lea der s hip r ole t o new t e chn olog i es in th e hea r in g- a id mar k et s of th e wor ld. Kol i nd' s p lan wa s t o go t o a f la t , pr oj e c t - or ient ed or gan i zat io n ( labele d " th e sp agh et t i o rg ani z a t ion " ) . Tha t plan s uc c es s ful ly r e turn ed t he c ompan y to t ec hnol ogi c a l an d ma r k et pr eeminen ce . Wh en La r s Kol i nd l ef t Ot i con in 1998, he be gan wor k ing wi t h a n e ar ly - s t ag e bu s ine s s dev e lopmen t f i rm ca l le d P r eVe nt ur e A/S. I t i s l ik ely t ha t t hi s inc uba t or f or s t a r t - ups wi l l be s t udie d by a c ad emi c r e sea r che r s a s a modi f i c a t ion o f s imi la r pr inc iple s ap pl i ed t o Ot i co n. Dani sh- ba s ed Gr owt h. d k ...
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Awesome! Perfect study aid.

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