ADX 6266 - SJTU



Course Name: BUSINESS CONSULTING AND CHANGE MANAGEMENT Professor Emmanuel MonodContact Hour: 32 Credit: 2 Academic Year: 2016 TOC \o "1-3" 1- COURSE PURPOSE PAGEREF _Toc314773453 \h 22- LEARNING OBJECTIVES PAGEREF _Toc314773454 \h 23- COURSE SCHEDULE PAGEREF _Toc314773455 \h 34- COURSE CONTENT PAGEREF _Toc314773456 \h 45- ASSIGNMENT PAGEREF _Toc314773457 \h 77- EVALUATION PAGEREF _Toc314773466 \h 108- CLASS POLICY PAGEREF _Toc314773467 \h 109- COURSE MATERIAL PAGEREF _Toc314773476 \h 1110- INSTRUCTOR INFORMATION PAGEREF _Toc314773477 \h 1211- TEACHING APPROACHES PAGEREF _Toc314773478 \h 1112- ADDITIONAL READINGS PAGEREF _Toc314773479 \h 12 1- COURSE PURPOSEBusiness consulting will be practiced through business cases in hyper-competition analysis, marketing analysis and planning, strategy and competitive advantage and Structure and Actors analysis. These business cases will include Western corporations such as Google, Yahoo! Dreamworks and Chinese corporations such as Baidu, Alibaba, Tencent, Youku, Bona films, Huayi brothers media, Shanda Games, Perfect World, NetEase, and Blizzard entertainment This course will also allow to practice change management consulting through cases that will include business transformation methods, management information systems, change roadmap, and leadership development. Such cases will include Accenture, Siemens, Fluor Technologies, Tata Consulting Group, Philips, Ernst and Young and NASA,This course is not only based on the analysis of business cases, but also on the practice of business communication. It includes student teamwork and presentations including role playing of consultants in a business context that are expected not only to conduct an analysis, but also to provide advices to their customerThese presentations will also include conflict management techniques because the audience will play the role of different functions within the customer corporation, including CEO, shareholder, finance director, marketing director and different product directors who will object to the recommendations of the consultantsThis course also includes a Project. A manager of a large corporation will come to class in order to explain the requirements of the case. Students will work in competitive teams for developing proposals during the week-end. Defenses will take place in front of the customer on Monday evening. The customer will select only one of the competitive proposals.2- LEARNING OBJECTIVESUpon achievement of this course, students will be able to:Analyze the competition with Hypercompetition Analysis (HCA) frameworkUnderstand the customer behavior with Marketing Analysis and Planning (MAP) toolsIdentify sources of Strategy and Competitive Advantage (SCA) using different optionsDescribe the organization with the Structure and Actors Analysis (SAA) diagramsProvide advices regarding Information Systems (IS)Assess the opportunity of different Business Transformation (BT) methodsApply tools for Project Management (PM)Make recommendations for Change Roadmap (CR)Advise top management regarding Leadership Development (LD) approachesRecommend how to implement Business Process Management (BPM)3- COURSE SCHEDULEScheduleTopicBusiness caseMarch 3Structure and Actors analysis, Information Systems Business transformationBusiness communicationCase: Business transformationMarch 10Project managementChange Roadmap Leadership developmentBusiness process managementCases: Organization IBM Accenture NASA March 17Hypercompetition analysis, Marketing analysis and planning, Strategy and competitive advantage Cases: Information Systems Siemens Ernst and Young Fluor Technologies Tata March 24Cases: Search Engines in China Google - Yahoo - BaiduMarch 31Cases: e-commerce in China Tencent - Alibaba - BAT warApril 7Cases: On line games Perfect world - Shanda Games – NetEase -BlizzardApril 14Cases: movies Dreamworks - Bona films - Huayi brothers- YoukuWednesday April 20th18h- 20:45RequirementsProjectFriday April 22d8:30Proposal developmentProjectSaturday April 23rd8:30Proposal developmentProjectMonday April 25th18h- 20:45DefenseProject(note: this schedule is liable to change)4- COURSE CONTENTThe course will include a set of tools that enable the management in corporations:4.1- BUSINESS CONSULTINGIssuesToolsHCAHYPERCOMPETITION ANALYSISPESTEL vs Hypercompetition CriteriaProductivity Vs FlexibilityBarriers To Entry Vs Transience Sustainable Vs Transient Competitive AdvantageMarket Forces Vs Network ModelGlobalisation Vs TransnationalisationHypercompetitive TrajectoriesMAPMARKETINGANALYSIS AND PLANNINGProduct lifecycleBCGADLMc KinseySWOTProduct/Market SegmentationCustomer Behavior/ Generic PositioningDynamic StabilitySCASTRATEGY AND COMPETITIVE ADVANTAGEVision MissionSustainable Competitive Advantage Transient Competitive Advantage Core Competencies Balanced ScorecardOrganizational Learning4.2- CHANGE MANAGEMENT CONSULTINGSAASTRUCTURE AND ACTORS ANALYSISOrganizational StructureCentralization / DecentralizationMechanistic / Organic Management SystemCorporate Life CycleEntrepreneurial TransitionISINFORMATION SYSTEMS ERP - Enterprise Resource PlanningWMS - workflow management systemsGSS - group support systemsDMS - document management systemIT and transformationIS development methodsBTBUSINESS TRANSFORMATIONBPR- Business Process ReengineeringTQMLean Management Agile managementProcess innovationPMPROJECT MGTExecutive mandateProject Definition ReportProject BudgetProject ContractProject Communication PlanProject Management PlanCRCHANGE ROADMAPWake-up callOther initiativesConditions for changeTeam Target for changereadinessLDLEADERSHIP DEVELOPMENTTasks versus relationshipInnovation versus delegationControl versus challenge CredibilityVolunteersTrustBPMBUSINESS PROCESSMGTBusiness Process Value ChainTransactional vs Relational ProcessesCRM Customer Relation ManagementSCM Supply Chain Management PLM Product Lifecycle ManagementBI Business IntelligenceKM Knowledge Management 4.3- CUSTOMERS ROLESWhile the team who will defend each business case will play the role of consultants, a part of the students in the audience will play the role of the customers. The customer being a corporation (Google, Baidu, Alibaba, Tencent, Youku, …), each department and actors shall be represented:Top managementCEO, CFO, Operational departmentsSales director, Operations director, R&D directorProduct managersStars Product Manager, Cash Cows Product Manager, Dilemmas Product Manager, Dogs Product ManagerVPsVP customer sat, VP strategy and development Support departmentsMarketing director, COO, CIO, HR directorBecause change management implies re-organization, each change project has opponents and allies. Indeed, any cross-functional transformational change inevitably questions the structure and power of functional departments. This simulation is not an abstract "problem-solving" exercise where solutions are invented by the functions and departments in order to solve problems (Simon, 1977). Rather, problems are invented by each departments in order to impose solutions that pre-exist. We are therefore in the situation of the "garbage can decision model," or responding to organizational conflict (Cohen March and Olson, 1972; Allison 1971). The students in the audience are asked to play the role of each director. Each of them is an actor with a different interest from other actors, according to the sociology of action (Bourdieu, 1991). The "horizontal" change transformation (especially BPR, IS or BPM) will meet the resistance of the "vertical" functions and departments directors. Role-playing method will be organized in order to illustrate the resistance to change embodied by the functional department managers. This method will help to understand how information retention is used as a key to power in negotiation (Crozier and Friedberg, 1977). The method will also refer to the approach Mintzberg (1991) where each actor tries to impose a coordination mechanism that "pushes" the organization towards a structure that will increase his/her influence.5- ASSIGNMENT5.1- Assignment contentThere are 3 team assignments that will all lead to a defense in class. However, while the 2 first assignments include only a half-filled ppt that will be provided by the instructor to each team, the final assignment (case building) includes a ppt and a defense.Team AssignmentAcronymToolsBusiness cases1- CHANGE CASESAA ISBTPMCRLDBPMStructure and Actors Analysis Information SystemsBusiness TransformationProject ManagementChange RoadmapLeadership developmentBusiness Process ManagementIBMAccenture, Siemens, Fluor Technologies, Tata Consulting Group,NASA Anonymous Consulting corp. (called BCG)Anonymous Stark corp (called Fedex)Anonymous US corporations (called Starbuck)2- BUSINESS CASEHCAMAPSCAHyperCompetition AnalysisMarketing Analysis and PlanningStrategy and Competitive AdvantageGoogle, Yahoo! BaiduAlibaba, Tencent, BAT warPerfect World Shanda Games, NetEase, Blizzard entertainment Dreamworks Bona films, Huayi brothers media, Youku3- PROJECTThis business case shall include tools, techniques and approaches studied in class. This project will be discussed during the first classes 5.2- Assignment deadline and formatDeadlinesCase 1 and 2 Deadline (no report, just ppt)type of documentDaytimePPT of the defense (electronic)One day before12 (noon)Final assignment Deadline (including word report)type of documentDaytimePPT of the defense (electronic)One days before8 pmElectronic document One days before8 pmPrinted documentStart of classEmailing and name of filesCase 1 and 2type of documentFormatdelivery modeTitle of the filePPT of the defensePPT Sent to TA and the professor(number of team) (name of corp) (ex 1-baidu)Final assignmenttype of documentFormatdelivery modeTitle of the filePPT of the defensePPT Sent to TA and the professor(number of team) (name of the solution to the business problem)ReportWordSent to TA and professoridemNote on format: never send a .rar On the other hand, .zip is allowedBut the preferred format is simply .ppt and .doc5.3- Assignment cover pageAssignment cover page shall includeThe name of the course the name of all participants in English The English name (if any)the student number of each participantthe name of the team (if any)5.4- DiscountsDelays will result in the following discount (upon a hundred points)delaydiscount (points / 100)6 hours3 pointsone day20 pointsTwo days and morezero grade for this assignmentIrrelevant formats will result in the following discounttype of documenttypediscountDefense pptPPT -10% If one format missingPrinted documentNo binding or staple-5% if no binding or staple cover page not at the formatNo names, or missing info-3% for each missing information (especially names)5.5- TeamsTeams will be created during the first day of class and facilitated by the instructorNumber of students by team:CaseExampleNumber of students1- change mgt caseAccenture, Siemens4 teams of 10 students2- business caseBaidu, Alibaba, Tencent2 to 3 students3- ProjectTo be defined 5.6- Defense Process for cases 1 and 2All power points shall be sent to the instructor one day before the defense (see deadline) No last minute change will be allowed regarding the ppt. Students shall use the ppt send one day before that will be waiting for them on the desktop computer. They may however change the order of some ppt, but this is not recommended. All shall be decided one day before.The schedule of defenses will be defined during the classesEach team will defend during 10 to 15 minutes. Each team member shall say something, however, there may be a leader of the defense introducing each part and making links5.7- Defense ContentEach defense should be performed as a professional business consulting and change management presentation that shall include the following parts:INTRODUCTION0 minTalk with the customerDo not introduce the teamStart directly with the analysisBUSINESS ANALYSIS7 to 8 minFocus only on the toolsKeep on interacting with the customerAll team members shall talkCHANGE MANAGEMENT RECOMMENDATIONS2 to 7 minPlease provide recommendations including re-organization, IS, BT, PM, CM, LD or BPMYour objective is that the CEO signs your change management contract5.7- Project To be defined during the first classes. This project will require teamwork during one week-end. This schedule shall be confirmed during the first class6- EVALUATIONCourse activities are weighted in the following way:1change caseTeam Assignment 1 business – defense 10%Team Assignment 1 business – ppt15%2business caseTeam Assignment 2 change – defense10%Team Assignment 2 change – ppt15%3ProjectTeam Assignment 3 project- defense10%Team Assignment 3 project - ppt10%Team Assignment 3 project – report10%4Individual in class participation10%5Compliance to cell phone and computer policy below)5%6Punctuality 2.5%7Attendance2.5%7- CLASS POLICY1- breakOnly one break shall take place. The duration and time will be decided in class2- punctualityClasses will start on time. Any late coming will result in a grade discount. Coming back late from the break will also result in grade discount. 3- seatsThe seat in classroom will be assigned by the instructor before the students come to classChanging seat during the break is not allowed, except if asked to the instructor and obtaining his approval4- questionsThe classes are highly interactive and each students will be invited to participate in order to earn participation gradeClarifications and understanding questions are welcomeHowever, due to the amount of knowledge to be taught, there will be no time for questions that would require a long development during the class. Students will be invited to wait after class to discuss development questions with the instructor. The instructor will always stay at least 30 minutes to one hour after class to discuss any Question with students, including development questions5- phones and telecom devicesAny kind of phones, telecom or computer devices should be switched off Students shall be put on the instructor’s desk before the start of the class 6- food and drinksDrinking anything else than cold water in bottle is forbidden in class, except hot water and tea inside bottles.Eating is forbidden in class7- reading or doing any other activity in classReading any kind of document not related to the class is forbidden in class. 8- handoutsStudents are required to write their names on each handoutAt the beginning of each class, students shall open the handouts at the page written on the white board in order to save time and start class as early as possible All students shall take notes during the class, by filling the blanks of the power points, but also writing comments or questions. These questions can be asked either during the class if they are related to clarification, or, if a development is needed, responses will be provided after then end of each classUpon request, the instructor may come back some afternoon in order to help a group of student who may encounter some concern with any issue. 8- COURSE MATERIALBinder The binder will include all approaches, methods, techniques and tools and all business cases discussed during classesThe main reference book on change is Akerman Anderson, however this book is not mandatory for the course:Title of the book: Change Leader’s Roadmap, Author: Linda Akerman Anderson Publisher Jossey-Bass/Pfeiffer, Wiley, San Francisco Version: (2001) Price: 41 USD (used: $ 24 on ) aISBN number: -10: 0470648066? Other book on organizational structures:Mintzberg, H. (1991), ?Structures in five, The Free Press, New York Additional reference on knowledge management, and information systems in general:Jashapara, A. (2014)Knowledge Management: An Integrated Approach (2nd Edition) 2nd EditionPrentice Hall, new York9- TEACHING APPROACHESThis course is based on the group learning (Doh, 2003), experiential learning (Kolb 1984) and conversational learning (Kolb and Kolb ,2005; Baker Jensen and Kolb, 2005). It will aslo include the issue of corporate responsibility (Goshal, 2005), and therefore will be an invitation to conduct a critical thinking about functionalist and normative approaches. Indeed, while functionalist approaches limit the recognition of subjectivity and conflict (Burrell and Morgan, 1979), normative approaches neglect emergent phenomena and dissensus (Deetz, 1997). More precisely, this course will incorporate attention to values in management education. through the Critical Management Education (CME) approach (Grey, 2004), and combine critical perspectives with action-based learning (Reynolds and Vince, 2004). In this course, learning will be considered as situated. It will be therefore based on the approach of communities of practice (Lave and Wenger, 1991, p. 95). The underlying premise is that learning in management, particularly in groups, is fundamentally about understanding "power relations" in "social structure" (Lave and Wenger; 1991). During the simulations and role playing, the challenge for the consultants will be to understand the "conditions for legitimacy" (Lave and Wenger, 1991, p. 95). Therefore, he or she may have to try to build shared meaning through argumentative action (Habermas 1984), establishing conditions of neo-humanism (Burrell and Morgan, 1979), dialogic studies (Deetz, 1999) or "relational contracting versus coercitive bureaucracy" (Adler, 2001). During this course, participants will experiment actor interest (Mintzberg, 1984), the garbage can model (Cohen March and Olson, 1972), stakeholder theory (Allison, 1971), discourse analysis (Foucault, 1972) and language games (Bourdieu, 1991) in project management. The communication technique will rely on Neuro-Linguistic Programming (Watzlawick, 1977)10- ADDITIONAL READINGSAdler, P. A. (2001, March - April). Market, hierarchy, and trust: Knowledge economy and the future of capitalism. Organization Science, 12 ( 2), 215–234.Lewin, A. Y. , Long, C. P. and Carroll, T. (1999) “The Co-Evolution of New Organizational Forms”, Organization Science, Vol. 10, n°5, September-October, pp. 535-550Mintzberg, H. (1979), The structuring of organizations : a synthesis of the research , Englewood Cliffs, Prentice HallSchneider, M. (2002) “A Stakeholder Model of Organizational Leadership”, Organization Science, Vol. 13, n°2, March-April, pp. 209-220Smith, A. D. and Zeithaml, C. (1996) “Garbage Cans and Advancing Hypercompetition : The Creation and Exploitation of New Capabilities and Strategic Flexibility in Two Regional Bell Operating Companies”, Organization Science, Vol. 7, n° 4, July-August, pp. 388-399Volberda, H. K. (1996) “Towards the Flexible Form : How to Remain Vital in Hypercompetitive Environments”, Organization Science, Vol. 7, n° 4, July-August, pp 359-37411- INSTRUCTOR INFORMATIONDr. Emmanuel Monod, PhD, Professor Antai College of Economics & Management, Shanghai Jiao Tong UniversityE-mail:emmanuel.monod@sjtu.(See bio attached hereafter for more information)1524000-635Emmanuel Monod, PhDProfessor, Shanghai Jiao Tong University,Antai College of Economics and Management, (China)00Emmanuel Monod, PhDProfessor, Shanghai Jiao Tong University,Antai College of Economics and Management, (China)5651500-6350038100036830003194059398000Emmanuel Monod, PhD, is professor at Shanghai Jiao Tong University, Antai College of Economics and Management, (China). He holds a PhD from Paris Tech - Telecom Paris (ENST Paris), a master from University Paris Diderot - Paris 7 (ARWU National rank 5-6, World rank 101-150) and a bachelor from University of Paris-Sud (Paris 11) (ARWU National rank 2, World rank 41). He was vice-president of the Association for Information System and track chair (or professional development workshop chair) for ICIS, ECIS, AMCIS and Academy of Management (Boston 2012, Orlando 2013, Philadelphia 2014 and Vancouver 2015). He is now at the Academy of Management the international coordinator of the Management Education and Development division and board member of the Practice Theme Committee and the Teaching Theme Committee of the Academy of Management. He is also board member of the Association for Information Systems AIS SIG Philosophy. In August 2015, he chaired a session at the Americas Conference in Information systems and 3 sessions at Vancouver for the conference of the Academy of Management. He will chair such sessions during the 2016 Academy conference in CaliforniaHe is working or previously worked for the following Universities:Shanghai Jiao Tong University, Antai College of Economics and Management (2013 to now) (ARWU National rank in China: 1to 4, World rank: 101to 150) Professor of Management Paris Dauphine University (Paris 9) (National rank in France: 16-18, World rank 301-400) (from 2003 to 2012)Associate Professor (during 10 years)Director of the DBA (during 7 years), Director of the dual doctorate-PhD program with Georgia State University (during 10 years),Director of the Master of International Business (M2 MIB) (during 8 years), Country representative for China (during 5 years)Georgia State University (Atlanta, USA) (US News ranking in Information systems: 8, MBA ranking: 44, public affairs: 23, economics: 72, US best global University for economics and business: 82) (in 2002)Visiting Professor (1 year)University of Nantes (from 1997 to 2001) (5 years)Associate Professor , Director of the master of management information systems He also has previously held executive positions during 10 years in IBM (France and USA), France Telecom and the French Company of External Trade (COFACE), depending of the French Ministry of Finance: IBM (from 1993 to 1996) (4 years)IBM France / IBM Europe: IS Planning Manager for Europe CRM reengineering (1995-96)IBM Corp. USA: IS Planning Manager for worldwide CRM reengineering (1994-95)IBM Consulting Group France Consultant in Business Transformation (1993) France Telecom Corporate University (now Orange corporation): Strategy director ((from 1991 to 1992) (2 years)IBM France: (from 1988 to 1990) (2 years)Marketing Representative (Large Account) (Aerospace Industry) (1989- 1990) I.S. Strategy Assistant Manager (1988-89)Ministry of Economics and Finance – COFACE French International Trade Administration:Project Manager in Information Systems (1986-87) (2 years)He is currently in charge of a course for the Master of Management of Australian National University in Tsinghua UniversityHe is currently editorial board member of Information Systems Journal (ISJ), Database for Advances in Information Systems and Information Technology and People. He was previously associate editor for Information Systems Research (ISR), Communication of the AIS (CAIS) and Journal of the AIS (JAIS). He published in Information and Organization, Information Systems Journal (ISJ), European Journal of Management (EJM), European Journal of Information Systems (EJIS), Communications of the AIS (CAIS) and 3 French journals recognized by CNRS (French equivalent to NSF): Systèmes d’Information et Management, Annales des Telecommunications and Réseaux .He was guest associate editor for MISQ (Management Information Systems Quarterly) and guest editor of a special issue of ISJ (Information Systems Journal). ................
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