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Building Long Term Success (Idea's (Innovation (Cycles (Market…
Building Long Term Success
Idea's
Short term
Extension of existing products
Long Term
New visions
Innovation
Business incubators
Start up accelerators
Cycles
Market economy
Schumpeters waves 1994, pp. 82-83
Creative disruption
also David Harvey, 1995 pp.105-6
Innovation to create value
‘The innovation value chain’ (Hansen and Birkinshaw, 2007)
Change Management
Continuous improvement
Everett 'diffusion of Innovation' 1962
Diffused over time and self sustaining
•innovators
•early adopters
•early majority
•late majority
•laggards.
CSR
Ethics
decades of research
CSV
Medium term
Relaunch
Reaction
political context
power dynamics
values and interests
analyse political games
political astuteness
Employment Relations
HRM Value Players
Macro economic
organisational culture
market-driven priorities
empowerment era
employees are investments
value players
Employability
less unions more HRM
Free Market
Micro economic
hiring practices, power of employees
unions
collective bargaining
employee inclusion
employee participation
Accounting for values
1.) Maximising shareholder value
management vs shareholders
best way to serve shareholders’ interests is to deliver value to customers. - Bill George video 7.1
Financial reporting
Historical
.
Fair Value
.
CSR/CSV
CSV
Michael Porter and Mark Kramer in a 2011
(CSR) + competitive advantage
societal challenges as business opportunities
new dimension of corporate strategy
‘Contesting the value of “creating shared value”’ (Crane et al., 2014),
CSR
'Cost Centre'
More about responsibility
Ecosytem of SV
collective impact approach
common agenda
measuring results consistently
mutually reinforcing activities
continuous communication
backbone organisation(s)
Quality and improvement
cost of quality Slack et al, 2006
prevention is cheaper
Managed
•Quality assurance
•Quality control
The quality gaps model
Operational Risk
Risk assessments
Mitigating
◦avoiding
◦reducing
◦transferr
◦share
take
Hazards
•identify the hazard (source of risk)
•estimate what the impact could be if it happens
•estimate the likelihood that it will happen
•combine the two things – impact and likelyhood – to give a measure of the risk.
Resilience
respond to and withstand unwanted events
operational resilience management (
(Allen, 2017, p. 2).
Marketing
Brand
vision
consistent
innovating
CSR/CSV
Relationship marketing
Business- Business
E.G. smart car
Supply chain
Business - customer
Maintaining long-term relationships
listen
monitor
•trust
improve customer service.
Respond
technology
Internal marketing
Leadership and Management
‘Differences between leadership and management’ (adapted from Kotter, 2013).
‘distributed’ throughout an organisation
multilevel leadership
MotivationMaslows hierarchy of needs
Golden Circle
WHY? HOW? WHAT?
Herzberg’s two factor theory of motivation (Adapted from Maidani, 1991)
Value
value players
HRM
Shareholders
interest groups
employees
governments
investors and lenders
suppliers
Organisational leaders
innovation
increase value