Shaping Business Opportunties
Innovation
Marketing
Operations
Organisations
Creating Value
Sector
Private
Public
Non-for-profit
Competing
Where?
Growth
Supply chain
Leadership
Management
Employee relations
Change
Culture
Behaviours
Values
Purpose
Risk
Five forms
Motivation
Four models
Voice
Trust
Targets
Choice and competition
Value
Political
Ecological
Stewardship
Quality
Ideological
Economic
Social
Opportunities
New markets
New customers
Challenges
Enablers
Comparative Advantage
Absolute
Relative
Financial
Rules
Distance
Cultural barriers
Logistics
Locally
Globally
New revenues
Branding
Mode of entry
Segmentation
Direct
Collaboration
Licensing
Alliances
Partnerships
Franchising
Premium
Low-end
Middle-market
Communication
Enablers
Technology
Leadership
Strategy
Increase in flow
Money
Labour
Goods
Services
Information
Networks
Internet
Communications
Social
Private
Globalisation
Internationalism
Interconnecting
Collaborating
Knowledge
Crossvergence
Business
functions
Marketing
HRM
Internal stakeholders
Employee relations
Education
Inequality
Balance
Cultural needs
Business objectives
Porters models
Diamond
Five forces
Demand conditions
Supporting industries
Firms and rivals
Factor conditions
Buyers
Suppliers
Substitutes
Potential entrants
Industry competitors
Purpose
Feeling valued
Career
progression
Clarity
Direction
Calmness
Process
Purpose
Position
Result
Person
How?
Why?
Where?
What?
Who?
Identify
Acceptance
Mitigation
Recovery costs
Invest to prevent
Reduce
impact
Continuity planning
Resillience
Processes
Likelihood
Hazard
Impact
Types
Disruption
Failures
Environment
Social
Customer
Product
Supply
Operations
Financing
Matching needs
Value chain
Idea generation
Idea conversion
Idea difussion
Stakeholders
Customers
In-house
Cross pollination
External
Selection
Development
Spread
Launch
Planning
Timing
Short-term
Long-term
Cycles
Waves of innovation
Virtuous
Vicious
BIG ideas
Evolution
Employability
Focus
Less
Collective bargaining
Sustainability
Productivity
Employee empowerment
Job security
Opportunities
Flexible working
People creativity
Innovation
Integrate workflow
Inclusive engagement
Empowerment
Meritocracy
Managing people
through change
Early adopters
Early majority
Innovators
Late majority
Laggards
Control
Balance
Stability
Change-orientated
Resistance
Bottom-up (+)
Top-down (-)
Hayes and Wheelwright:4 Step Model
Process
Inputs
Transformation
Outputs
Assets
People
Materials
Suppliers
Material
processing
Information
processing
Mining
Manufacturing
News
Banking
Telecommunications
Research
Accounting
Customer
processing
Hospitality
Health and beauty
Entertainment
Unit costs (profitability)
Products
Services
Customer Satisfaction
Environmental impact
Management
Bottlenecks
Identify
Reduce
Process improvement
Deliver goods/services
Control
Empowerment
Delegation
Relationships
Arms legnth
Partnerships
Joint Ventures
Vertical
integration
Type 1: Limited coordination
Type 2: Some integration
Type 3: Significant integration
Outsourcing
Balance
Direction
Extent
Narrow
Wide
Upstream
Downstream
Volume
Specialist
Kotter (1996)
Traditional
New ways
Working capital
Retained earnings
Bank facilities
Loan
Overdraft
Leasing
Microfinance
Crowdfunding
Peer-to-peer innovations