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Business Analysis

7/26/2016

Judo Analysis

BUSINESS ANALYSIS
Investigation Techniques/Stakeholder's Analysis

The term first used (in business context) by David B.


Yoffie and Michael A. Cusumano
Strategy for smaller players to take-on heavyweights

Instructor: Dr. Sanjay Dhir, DMS, IIT Delhi


Phone: 8587954801
Contacts: sanjaydhir@dms.iitd.ac.in, fpm10013@iiml.ac.in

Judo Techniques

Movement
Balance
Leverage

Why Judo-only may fail..!

Puppy Dog Ploy


Define Competitive Space
Follow through fast

Success..!!

Grip your opponent


Avoid Tit for Tat
Push when pulled
Practise UKEMI

Competitor
Judo

Leverage opponents assets


Leverage opponents
partners
Leverage opponents rivals

Judo

Course Instructor: Prof. Sanjay Dhir

You

Business Analysis

7/26/2016

Strategic Intent = Competitive Advantage


+ Competitive Innovation

Game Theory

Competitive Innovation

Brought into light in 1994, by John Von Neumann

Competitive Advantage
Build
advantage

Create sense of urgency

Rule-based
games

Competitor focus on every


level
Train employees in needed
skills
Launch initiatives
progressively

Change
terms of
engagem
ent

Competitive
Innovation

Establish clear milestones


Strategic Intent
Gary Hamel; C.K. Pralahad.
Harvard Business Review, 1989

Exploit
loose
bricks

Freewheeling
games

Action-Reaction
Not equal and opposite

No external constraints
Unstructured
Profit = Value created

Compete
through
collabora
tion

Game of Business

Value Net
Customers

Value
Value
Who are
Addthe participants?
Capture

Substitutors

Firm

Complementors

Suppliers

Course Instructor: Prof. Sanjay Dhir

Business Analysis

7/26/2016

Changing the Game -PARTS

2. Understand
the value they
offer - ADDED
VALUES

3. To play the
game
understand
RULES

Types of Organizations (Bartlett & Ghosal,


1989)

Global

4. Game is
played with
TACTICS

Global
Efficiency

International

1. Understand
everyone PLAYERS

BIG
PICTURE

5. Every game
has a - SCOPE

Transnational

Specialized facilities
Views the world as a
permit local
single
market;
High
responsiveness;
operations are
complex coordination
controlled centrally from
mechanisms provide
the corporate office.
global integration.

Low Uses existing


capabilities to expand
into foreign markets.
Low

Multinational
Several subsidiaries
operating as standalone business units in
multiple countries.
High

Local Responsiveness

Leadership: A History
Leaders are Heros/Martyrs
Trait- Situational/behavioural
Charismatic Transactional/Transformational
Leadership is a process by which a person influences others
to accomplish an objective and directs an organization in a
way that makes it more cohesive and coherent

Course Instructor: Prof. Sanjay Dhir

Business Analysis

7/26/2016

ABILITY TO SEE THINGS


Low

INTEGRITY

High

the 4Ps of innovation

High

Follower

Leader (Wise)

Product innovation: changes in the things (products


or services) which an organization offers
Process innovation: changes in the ways in which they
are created and delivered

Low

Impoverished

Machiavellian

Position innovation: changes in the context in which


the product or services are introduced
Paradigm innovation: changes in the underlying
mental modes which frame what an organization does

VEDIC CREATIVE LEADERSHIP FRAMEWORK

Course Instructor: Prof. Sanjay Dhir