BUILDING INNOVATIVE COMPANY TO ACHIEVE HIGH PERFORMANCE.

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BUILDING INNOVATIVE COMPANY TO ACHIEVE HIGHPERFORMANCEMGMT 6520D (L1)Roger ChenClass 1(June 22th, 2017)(Learning Summary/Requirements)1.We first discussed diversified Industry case. The key learning requirement from thiscase study is to understand various challenges that companies may encounter whenpursing innovation. This introductory case study helps to understand the complexityand difficulties of engaging in innovation in established companies.2.We also discussed differences between managing established business in existingcompanies and managing new, innovative ventures. These differences requirecompanies to develop different management systems to handle established and newventure business.3.We also discussed 3-horizon concept, and used Google example to illustrate thecharacteristics of H1, H2 and H3 businesses.4.Relating to the 3-Horizon concept, we also discussed Four zones (or Four types ofbusiness activities in established companies).5.Then we used a table (from McKinsey) to illustrate different status (or performance)in H1, H2 and H3, and its implication to companies.6.We also discussed 2 important questions: when is a good time to innovate (answer:typically when H1 is good), and the level of challenges/difficulties of managing H2 orH3 business (i.e., between H2 and H3, which is more difficult to create and manage---the common situation is that H2 is more challenging. You need to articulate thereasons).7.We also discussed a hand-out suggesting some good practices on how to manage H2businesses,8.Finally, we discussed Lenovo’s 3 horizon business, examined Lenovo’s decision onacquiring Motorola and its strategies of managing Motorola after the acquisition. Weused the 3 horizon concept, more specifically, from growing H2’s perspective toevaluate Lenovo’s acquisition of Motorola and the lessons from this acquisition.
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