워게임과 위기 우선순위화
========================================
An early warning system will remind you of an early warning system normally used by the military.
Naturally, business administration is the son of military science.
This time, business administration introduced an early warning system from military science.
Early warning system: Because the radar and the control facility are loaded with various types of aircraft from small size to super large type all over the world, ability is also different. In the early days, early warning devices were installed on vessels and airships for coastline surveillance. An aircraft with only an early warning concept is called an AEW, and the addition of control facilities to it is called an Airborne Early Warning Control System (AWACS). At present, there are only airborne early warning helicopters that have a simple early warning function, and there are almost all control functions. AWACS is the first name of the E-3, which can be called the first AWACS, but now it refers to the types of aircraft capable of air control such as E-767 and E-737.
The most fundamental reason why an early warning system is necessary for an enterprise is the speed of change. This is because the rate of change has increased the number of objects and directions of change.
Speed is the concept of time, and time is again creating uncertainty and creating opportunities and opportunities. Human beings and their collective entities are still operating to overcome these difficulties and gain new opportunities.
I recommend this book.
===============================
Manager of the crisis and looking forward to the future: Strategic early warning system [S-E-W-S]
Author: Ben Gilad
Book Introduction
As external factors such as the appreciation of the won, the appreciation of the won, and the rise in international oil prices are facing unpredictable conditions, the interest of the government and the private sector in the restructuring of the crisis management system and the crisis management has increased. In particular, the government held an economic policy consultation meeting with President Roh Moo-hyun on January 25 at Cheong Wa Dae and expanded the Early Warning System (EWS), which is currently established only in the external sector, to the economic sector such as finance, raw materials, real estate and labor. The plan was announced. Meanwhile, chief executives of major companies such as Samsung, LG, Hyundai, Kia Motors, SK, POSCO, Hyosung and others are ordering intense crisis management. They are saying, "Global competition is getting more intense, we need to make efforts to overcome crises by improving the quality level and strengthening overseas marketing in order to strengthen the competitiveness of our company." We place orders with the same name and emphasize the spiritual rearmament for overcoming the crisis .
In the current turbulence situation, CEOs of the crisis point out what they should know, not what they want to know.
"Behavior has risks and costs. But it is far less than the long-term risks and costs of not acting calmly. "- John F. Kennedy
GM, Lucent, Levi's, Polaroid, AT & T, Kellogg, Seers, Swiss Air, American Express, Chrysler, Ericsson, TWA ... What do these companies have in common? All are companies that have suffered a serious strategic crisis because their strategies have not followed the changes in the industrial environment. Dr. Ben Gilad, a global authority on strategic early warning, said that the biggest crisis facing modern corporations is the crisis of industrial inconsistency that arises because the industry can not keep up with it, which is essentially a strategic crisis do.
According to Harvard Business School professor Robert Simmons, a strategic crisis is "an unexpected event or set of conditions that significantly reduces the ability of an executive to execute an intended business strategy," which is a crisis of operational / asset infringement / competition . Benjarad diagnoses that the first two crises are functioning well for the firm but not for the strategic crisis. For example, in the wake of Exxon Valdez oil spill, Union Carbide's Bhopal factory explosion, or J & J's famous Tylenol poisoning incident, many companies have been working on a crisis management plan through a sophisticated crisis management contingency plan. I'm doing it.
However, existing financial policies and operational safeguards will not help any strategic crisis in a competitive environment. For example, coping with currency value fluctuations is not a reasonable solution when the bottom line of revenue disappears. In the worst case, strategic failures due to industrial mismatches can result in what Robert Simmons called "franchise risk" - the enterprise itself.
Then, is the strategic crisis coming to a surprise? Ben Gilard argues decisively not. Although the signs that industry inconsistencies are not always evident, the simple fact that data transmission is increasing is the prelude to a strategic crisis that eventually hurts Lucent, or the emergence of trumpet jeans is a "normal" This book shows that there is a way to notice that the end of jeans, and eventually it is to announce that the end of Levis is not too far.
Ben Gilard argues that firms are not adequately responsive to strategic crises arising from industry discrepancies because they are more likely to be affected by corporate culture and the position of firms in the market than by factors such as the size of the industry, And that it depends on the organizational mechanisms used to identify and control the organization. According to him, the dominant players in the market or companies with arrogant cultures are much more likely to fall into a strategic crisis. They escape from hope only when the crisis comes due to mistaken internal beliefs and disregard for the competitive environment.
This book presents an early warning tool that applies the military principles of early warning to the business world. Just as the Air Force can detect missiles launched thousands of miles from their own territory and warn of an impending attack, companies can detect signs of strategic crises / opportunities many years ago and respond to them And through a clear process that has proven its value in high-risk environments. For example, leading companies such as DASA, AstraZeneca and Fugo of Citigroup, Shell Daimler have adopted such an approach to build a first line of defense against catastrophic impacts,
It is introduced in detail in this book. Ben Gilard presents a system approach to <crisis identification, intelligence monitoring, and management action> on the process of strategic early warning. The early warning system identifies the crisis by installing a tripwire to capture the signs of the crisis in advance, and quickly analyzes the trends that posed a serious threat through the collected intelligence, Connect to planning. The essence of this system is the seamless integration of planning, intelligence and behavior that allows products to connect to the marketplace and connect the upper and lower layers of the organization. Through this approach, Ben Gillard demonstrates that companies can manage the uncertainties and risks of the future caused by industry changes through numerous failed companies and prominent executives.
This book contains the results of surveys asking about the company's response style to the strategic crisis that the authors conducted for managers of Fortune 500 companies, as well as the success or failure of the company through consulting / education conducted by leading companies around the world. The author's insights, and their internal dynamics that Polaroid, Lucent, P & G and Levis were forced to undergo a serious strategic crisis, and examples of advanced early warning deployments. In particular, the checklists in each chapter allow the company itself to diagnose its own early warning status.
What type of business is your company?
1. Analyst? A company that is well aware of the crisis but fails to act in a timely fashion. He is renowned for his excellent team projects and authoritative committees that produce vast reports on positions. However, most position reports are theoretical and do not lead to action. The infamous case for this is Polaroid.
2. Tactics? We have built a good intelligence capability, but because it is strategic and liberal, it has a limited impact on top executive behavior. Although intelligence activities are used to support the tactical goals of sales and marketing, they have little impact on long-term performance. These companies are agile in their tactical movements, but they are slow and slow in strategic changes. The infamous case for this is IBM before Gustav President.
3. Couch potato: A company that performs excellence in crisis analysis and intelligence monitoring, but the management does not act on it. Such companies are famous for dragging their feet over the years and eventually paying expensive prices. The most notorious example of this is Lucent.
4. Celadon. It is an enterprise that ignores or rarely uses competitive intelligence, is surrounded by consultants or magazines, and has executives who completely deny the reality, with little concern for identifying or prioritizing strategic crises. The infamous case for this is Levi's.
Gilad test for early warning propensity
1. Does top management listen to mid-level managers?
2. Does the CEO consider himself a strategist? Or is it perceived as a politician?
3. How often do companies use large 'well-known' consulting firms?
4. How do the executives deal with analysts trying to figure out something?
author
Dr. Ben Gilad is the founder and president of the Academy of Competitive Intelligence (ACI) in New Jersey, USA. Founded in 1996, ACI is a specialized consulting firm specializing in early warning processes for companies. The Fuld-Gilad-Herring ACI, ACI's Education Cooperation Division, is the leading competitive information education institution in North America.
Professor of Business Administration at Rutgers University
'공부하기 > 경영학과 군사학' 카테고리의 다른 글
| 2조원 유치...쿠팡. 경영권 불안의 원인은??? (0) | 2018.12.09 |
|---|---|
| 퇴직연금의 소득대체율과 적립금 (0) | 2018.11.28 |
| 경영통계학 ANOVA (0) | 2018.11.22 |
| 대기업집단 브랜드 2018년 11월 빅데이터 분석결과 (0) | 2018.11.19 |
| 사람중심기업과혁신성장_국제컨퍼런스_프로그램_국문 (0) | 2018.11.18 |
댓글