workshop on why some companies sustain & others don't part 4

8/9/2019 Workshop on Why Some Companies Sustain & Others Don't Part 4

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Make Decisions, Activities,Checklist of Dos & Donts,

Success Stories


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D is for Decision Decision establishes any victory,

calamity & any captured or missedchance

Decision is the performance of theentire organization

ake the right decision at the righttime and make it a habit


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Activity


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Dont! Stick to the knitting, but to the core

ie core ideology

"ursue the #great idea$ Dont only rely on the great leader Dont consider pro%tability as the

driving force for your organization


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+nternational Cases in "oint Motorola &

Sony -M .alt Disney


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Motorola +n /012, 3alvin Manufacturing Corp set

up a small shop in a small section of arented building in Chicago

Assets4 5676 8.orking Capital9 & 6employees

+n /0-: 3alvin demonstrated a (orkingmodel of car radio at ;adioManufacturers Association

+< /0=:, 3alvin engineers developedandie> alkie portable 1>(ay radio


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Motorola 3adgets /0=? >3olden @ie( @ /066> @ set to sell for less than 51:: /062 > 'irst Stereo "honograghs ome ntertainment Bnitscomplete (ith stereos, radios & @ sets Simultaneously > sold gas po(ered car

heaters, %rst for army then civilians /062


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ven more contributions Apollo ++ of


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More Creativity /00: proposed (orlds %rst all>digital D @

technical standard /006 CyberSB;'; its %rst cable modem 1::/> @7: metal cellular portable phone (ith

internet access, te*t messaging & voice activateddialling

1::1 > @7: available in 3SM, CDMA, DMA 1::= ;A ; @- cellular phone 8ultraslim, metal

clad, Euad>band Fip phone 1:/: launched 1- smartphones globally

including D;G+D, H;A@G, D ', ')+"S+D &M+) S G< families


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Do not fear mistakeswisdom is often born of

such mistakes(Paul Galvin Founder)

All of this possible becauseof a focus on its

!

CG; +D G)G3I


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& 1:: aJliated operating companies and

//7,::: employees in 6? countries 'oundational 3oal 4 to provide scienti%cally

sound, high>Euality products and servicesto help heal, cure disease, and improve theEuality of life for people (orld(ide

oKers healthcare products and related

services for the consumer, pharmaceutical,and medical devices and diagnosticsmarkets


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Strategies 'ollo(ed;eligiously

decentralized management approach oKers certain centralized services to

enhance eJciency and share e*pertiseL stays (ithin one broadly de%ned industry ven before products reach the

development pipeline, an internal thinktank 8Corporate GJce of Science and

echnology9 > looks (ay ahead & seeksthe ne*t big idea that may only bringvalue after a decade


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Gther secrets of success Company borro(s little!instead

creates reserves before>hand Managed from bottom>up! managers

zigzag their (ay across theorganization hierarchy tree

'ollo(s the theory of loosing a smallbattle to (in the bigger one in

'inancial situations 8deals etcL9 As (ell as in implementing its core

ideology


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Success Story of -M Heen in business for more than a

centuryL ven at the age of /:=, the company

does not run out of fresh ideas hird in this year s Husiness.eek

ranking of the (orld s mostinnovative companies,

based on a global survey of top e*ecutives


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Success Story of -M istory of investing in the

communities in (hich it operates by providing Nobs for local residents supporting education, the environment, social and economic developmentL

;ecognized as a leader inenvironmental protection and apioneer in pollution preventionL


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Success Story of -M +nnovation is impossible (ithout a broad base of

technologyL Claims to have kno(ledge in =1 diverse

technologiesL Allo(s researchers to take an idea from one

realm and apply it to anotherL -M scientists used a technology behind layered

plastic lenses to make more durable abrasives, more reFective high(ay signs, golf gloves that allo( you to get a tighter grip

(ithout sEueezing as hardL


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Success Story of .alt DisneyStudio

How the Power of PersistenceTurned nnovative deas into!ealit"#

Started (ith a small ideaL Dared to e*periment for an animated

%lmL

+t (as the time (hen people (erereluctant to accept this genre of %lmsL


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Disney brought his audacious goal intoreality and (ithout fearL

During his career the studio faced many

failures but it survivedL he other contenders (ere making more

money ven bribed at many stages to leave his

studio and (ork for othersL Money (as not his priority so he did not

give upL


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Higgest success (as the creation ofMickey MouseL

urning Mickey Mouse into a success

(as to become a test of perseveranceand faithL

(o early Mickey Mouse cartoonsproduced

rial audiences laughed at the ne(character and his mishapsL


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Disney consider the idea of a full>length animated feature %lm

Gut of %nancial necessity & .ith a desire to be taken more seriously

by the entertainment industry


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Sony +n /0=7, Masaru +buka started a radio repair

shop electronics shop in okyo a total of eight employeesL ne*t year, Noined by his colleague, Akio

Morita, and they founded a company called okyo elecommunications ngineeringCorporation

arly attempts at creating products like therice>cooker to apans %rst magneticrecorder


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"roduct istory +buka and Morita apply transistor

technology to communication in /06:s nded up in apans %rst tape recorder>

ype 3 (hich later hiNacked the (orldmarketO

apans %rst transistor radio 8/0669, rinitron color television 8/0729, .alkman personal stereo 8/0?09, andycam videocamera 8/0209, "layStation 8/00=9, Hlu>ray Disc recorder 81::-9 and

"layStation - 81::79


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#Husiness the Sony .ay$ "assion driven e*cellence +nnovative and inEuisitive minds (ith

sheer determination and hard (ork

)esser focus on the short term! itallo(s enough time for its investmentsto come to fruition

"lace priority on innovation! ability to

invent e*traordinary products ake your future in your hands! stay astep ahead of future trends in order tocapitalize on them


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Hottom )ine

You have plans. You have goals. Youhave ideas. Who cares? You havenothing until you actually dosomething.


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hankyouO

A


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'eedback 'orm

workshop on why some companies sustain & others don't part 4

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