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Case study assignment:
ENTERPRISE PERFORMANCE MANAGEMENT
|
Program
|
Executive MBA
|
Question. 1. Jack Welch and Jeffrey Immelt: Continuity and
Change in Strategy, Style, and Culture at GE [LDEN040]
a) It was generally believed that stable leadership was
one of the important reasons for the steady performance and growth of GE over
more than a century. Discuss the contributions of Jack Welch to GE in terms of
strategic and cultural changes at the enterprise.
Answer: Contribution of Jack Welch to GE in terms of strategic and cultural
changes:
According
to Jack Welch:
“Soft
culture matters as much as hard numbers. And if your company’s culture is to
mean anything, you have to hang — publicly — those in your midst who would
destroy it. It’s a grim image, we know. But the fact is, creating a healthy,
high-integrity organizational culture is not puppies and rainbows. And yet, for
some reason, too many leaders think a company’s values can be relegated to a
five-minute conversation between HR and a
b) Immelt was operating in a difficult economic
environment in the early 2000s. What were the challenges facing Immelt and GE?
Do you think Immelt’s strategies and leadership style were adequate to cope
with these challenges? Explain.
Answer:
Challenges
Jeffrey
Immelt is a man under fire. With GE badly missing its earnings estimates this
quarter, he’s accused of being out of touch with the state of his business and
of sticking to a strategy that has outlived its usefulness. Some are
questioning his fitness to run this sprawling global enterprise. Even his
predecessor, Jack Welch is weighing in, saying “Jeff has a credibility issue” on GE-owned CNBC.
The
management challenges that Immelt and GE face are
Question.
02. GCMMF’s Cooperative Structure [BSTR205]
a)
The
performance of GCMMF should be assessed not only in terms of the growth of
GCMMF but also in terms of the impact on the society and the economy. Discuss.
Answer: Few Facts About Anand Milk Union Limited i.e.
AMUL
Amul was
founded in 1946 in Anand, Gujarat with a mission to stop the exploitation of
the farmers by middlemen.
Amul is
managed by the Gujarat Co-operative Milk Marketing Federation Ltd. (GCMMF),
which is jointly owned by more than 3.6 million milk producers of Gujarat.
Amul
spurred the White Revolution in India, which placed India at the top of milk
producing nations.
b)
Critically examine
the influence of (i) the leadership of Verghese Kurien and (ii) the operation
of the cooperative structure, in the success of GCMMF.
Answer:
(i)Leadership
of Verghese Kurien:
He is the man who almost
single-handedly spearheaded
Operation Flood , guiding India - then a milk-deficient
nation - in its journey to becoming the world's largest producer of milk.
The dairy was formed at the initiative of
Sardar Vallabhbhai Patel. Later, Patel asked Kurien to help set up a dairy
processing plant, which saw the birth of Amul. Amul's cooperative model became
a success and it was replicated throughout Gujarat.
05. Tesco: The
Customer Relationship Management Champion [MKTG070]
a) Discuss the strategic contribution of information
technology and systems to enhance the performance of Tesco.
Answer:
Contribution of Information technology to enhance performance of Tesco:
In
groups, brainstorm as many examples of how IT and IS may be used to help the
company operate
and
achieve its objectives.
Students
should be encouraged to group examples according to whether they are
operational,
tactical
or strategic, used by employees, customers, managers or supply chain partners.
A
non-exhaustive list may include: RFID systems , CCTV surveillance; order-processing
systems,
scheduling
systems, hand-held devices , Financials, HR software; communications technology
to
connect
stores; e-commerce and e-business
b)
What measures did Tesco adopt to support the CRM initiatives on the operational
and strategic front?
Answer:
To
help Tesco compete in the marketplace, dunnhumby proposed a throwback to 40
years prior, one that would focus on some of the same strategies of the corner
grocers of England’s past. The two companies decided to work together to create
a modern “corner store” by using the individual customer as their focus.
To
do this, the definition of customer loyalty was turned on its head. There would
be a move away from averages. “It is important to note,” said Steve to
Question
07. The Bribery Scandal at Siemens AG [BECG076]
a) In your opinion, is
‘bribing’ unethical and illegal, or just a cost of doing business? Discuss this
in the light of the Siemens bribery scandal.
What options do companies have to win business contracts without bribing,
especially in foreign countries?
Answer: Siemens bribery scandal:
Bribery is
definitely an unethical and illegal practice. Bribery cannot be considered as a
cost of business just to get contracts for the company or securing their
financial position in any international state or country.
b) The business practices of
Siemens were guided by a compliance program that outlined guidelines for
conducting business and a large number of other rules and regulations for their
implementation and monitoring. However, Siemens acknowledged that its internal
controls were insufficient. Discuss ways to strengthen internal controls to
ensure strict adherence to the compliance program.
Answer:
Establishing effective policies and
procedures does not begin and end with regulations. It takes the right amount
of collaboration, the right types of distributive mediums, and the right
methods to measure understanding. All of these things take an enormous amount
of time and energy, but automating them with a software solution can increase
efficiency, and ensure compliance with your policies and procedures. Here are 5
steps to ensure compliance, and what software features to look for to choose
the best possible solution.
10. Taiichi Ohno and Toyota Production System [OPER043]
a) The TPS was one of the
most efficient manufacturing systems in the world. Describe the various
elements of the TPS and the main advantages of implementing TPS. What are the
challenges related to the TPS?
Answer
The Toyota
Production System (TPS) is the culmination of the company’s dedication to
continuous improvement. It is the culture adopted by employees and management
alike. In the Toyota Production System, each person follows the same set of
principles, which focus on improving production processes based on the
customer’s need and the product’s quality, as well as safety in the plant and
on the road.
Toyota Production System Elements The easiest way to
understand the concept of the Toyota Production System
(b)The TPS gave as much
importance to people as it did to technical systems. What was Toyota’s HR
philosophy? How do you think it contributed to the performance of the
enterprise?
Answer:
Toyota’s HR Philosophy:
Toyota prides itself
on its human resource policies and they have significantly influenced how the
company operates. HR at Toyota goes beyond simply hiring people and
administering policies related to pay, promotion and benefits. Typically, managers
in the HR department come from other departments by way of job rotations so
that they already have an understanding of the core-value adding processes.
Also, Toyota has intertwined HR with its production management department,
meaning that the HR department is involved in everyday activities and concerns
of team members on the shop floor. Along with this
Question
12. Consumer Driven Six Sigma at Ford [OPER041]
a)
When Ford launched the Six Sigma initiative in late 1999, its motive was to
enhance customer satisfaction levels and reduce defects in vehicles. Compare
the set of benefits reaped from this initiative to the original motives.
Answer:
The Ford Motor
Company is one of America’s, and the world’s, largest and most successful
automakers. Named after its founder Henry Ford, the company is known for its
innovative and dynamic approach to manufacturing. Henry Ford pioneered and
employed such manufacturing concepts as standardization, assembly lines, which
came to be known as Fordism. He also paid his workers a living wage, allowing
them to
b)Discuss
the importance of training as a prerequisite for successful implementation of
Six Sigma. Also, what measures did the company take to overcome the problems
encountered while implementing Six Sigma?
Answer:
The importance of training as a
prerequisite for successful implementation of Six Sigma.
Green
Belts. They receive one week of training that includes a basic
understanding of how Six Sigma works and an overview of the Black Belt tools.
Green Belts learn to help Black Belts do projects faster. Green Belt training
allows the people who are affected by the Six Sigma projects to be able to
continue to monitor and control the improvement and to do their jobs better.
Ford divides Green Belt training into three different classes: technical,
manufacturing and transactional, depending on the type of employee receiving
training.
13. The AXA Way: Improving Quality
of Services [OPER058]
a) AXA provides a unique example of a service company that had adopted
tools and practices used by the manufacturers to deliver more value to the
customers. How did AXA go about implementing the ‘AXA Way’ in the organization?
Answer:
Implementing
AXA way:
Initially, AXA chose ten of its companies to implement the AXA Way.
These companies included AXA
(b)Comment on the benefits derived by AXA as a result of implementing
the ‘AXA Way.’ What steps would you recommend for AXA to improve the quality of
its services further?
Answer:
Benefits derived by AXA:
1. By the first half of the year 2005,
AXA had more than 400 Black Belts and 10,000 employees had been sensitized to
the AXA Way. By then, the AXA Way had been launched in 23 of its companies
which accounted for 90% of the group’s revenues. The implementation of the AXA
Way helped in improving customer satisfaction at AXA. This was revealed through
the Scope survey on customers conducted in 16 countries, which accounted for
94% of group’s revenues. Customer satisfaction on servicing had increased to
69% during the first half of 2005 as compared to 64% in
2.
Question 16. CRM Implementation Failure at Cigna Corporation [ITSY050]
a) Examine the factors that led to the
failure of the IT and CRM initiatives at Cigna Corporation. In your opinion,
who are all responsible for this failure? Explain.
Answer:
Failure of the IT and CRM initiatives:
At a press
conference in December 2002, the management of Cigna Corporation (Cigna), one
of the largest health insurers in the US, announced that problems in their
customer database systems had resulted in misquoting their number of customers
by an extra 900,000. The beginning of 2002 saw Cigna face problems on many
fronts including customer service and profitability. The company's membership
fell due to poor customer service and by the end of 2002, the membership was
12.5 million, down from 13.3 million at the end of 2001. For the fiscal year
2002, Cigna reported revenues of US$ 19.34 billion and a net loss of US$ 398
b) What should Cigna do to in the
future to avoid such failures in the execution of ‘enterprise information
systems’ projects?
Answer:
1.
Enterprise
Performance Management
in January 2002,
Anania decided to move groups of 3.5 million customers at a time, to the new
platforms, without testing the whole system for its integrity. As the migration
process started, serious customer service problems came to light immediately.
But Cigna had no solutions for these problems. One problem was that the
front-end applications, used by service representatives could not retrieve data
from the back-end systems easily. The back-end database was not filtered and
sorted out, and even if the service
Question
18. The Fall of Barings Bank
[FINC025]
a) Analyze the reasons
that led to the downfall of Barings Bank. Discuss the importance of proper
supervision and control systems for banks to manage the risk effectively.
Answer:
What is Barings Bank
Barings Banks was a
British merchant bank that collapsed in 1995 after one of its traders,
28-yeaer-old Nick Leeson operating in its Singapore office, lost $1.3 billion
in unauthorized trades.
Reasons for BREAKING DOWN Barings Bank
Founded in 1762,
Barings was among the largest and most stable banks in the world. However,
thanks to unauthorized speculation in
b) “It could happen again
because the incentives are the same, if not greater. The rewards are very great
and that’s a temptation for people.” – How can personnel/cultural controls help
in avoiding such problems caused by results control?
Answer:
Role of personnel Controls:
Personnel control is defined as
an administrative specialization that focuses on hiring and developing
employees to become more valuable to the company. It is sometimes considered to
be a sub-category of human resources that only focuses on administration.
Managing personnel concentrates
on certain administrative human resource categories. It includes job analyses,
strategic personnel planning, performance appraisals and benefit coordination.
It also involves recruitment, screening and new
Question 19. Human Resource
Management System Reforms at Matsushita [HROB028]
(a)From an enterprise
performance perspective, critically analyze the reasons responsible for
Matsushita’s decision to change its age-old lifetime employment policy.
Answer:
In July 2001, Kunio Nakamura
(Nakamura), the President of the world's largest consumer electronics
manufacturer, Matsushita Electric Industrial Company (Matsushita) of Japan,
decided to put an end to the company's policy of 'lifetime employment,' which
had been an important part of the Japanese management philosophy for decades.
In September 2001, Matsushita introduced an early retirement plan and planned
to implement it in five major companies2 of the Matsushita group.
(b)
After the reform of the human resource
management systems, Matsushita reportedly recorded an increase in its operating
profit. Do you agree with Nakamura’s decision to reform the HRM system at the
company? Justify your stand. Discuss the non-monetary benefits, if any, from
implementing the new system.
Human Resource Management System Reforms
In the late 1990s, Matsushita was
forced to restructure its liberal human resource policies due
to Japan‟s worst ever economic
recession in the 1990s and the Asian currency crisis of 1998. In 1998, the
company introduced the Retirement Allowance Advanced Payment System under which
the new recruits were given pay packages based on their preference. The new
system was introduced because the attitude of young
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students get fully solved assignments
Send
your semester & Specialization name to our mail id
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or
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at : 08263069601
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