CORPORATE PLANNING AND STRATEGY BOOT CAMP

Transcription

1 CORPORATE PLANNING AND STRATEGY BOOT CAMP PwC s Academy

2 Course Materials Cases (required reading): Apple Inc. in 2015 Walt Disney Company : The Entertainment King The Walt Disney Company and Pixar Inc. : To Acquire or Not to Acquire? Danaher Corporation Axel Springer in 2014: Strategic Leadership of the Digital Media Transformation Course pre-work: Reflection exercise During the course, we will ask you to share your experiences and perspectives with fellow participants. Before you join the class on February 12th, please reflect on the corporate strategy of your company, or of a company or organization of significance to you. For example, a key competitor or customer. Key questions to consider as you reflect on the corporate strategy of your focal company: In what industries, product/service markets and geographies does your company operate? - How similar are these businesses to one another? What are the underlying resources, assets and/or competencies that create success across your company s businesses? - Do these allow you to create value or decrease costs or both? - Do all businesses benefit? - Are any businesses disadvantaged by being part of your company? What M&A or joint venture opportunities is your focal company considering? What structures and processes do you have in place to make the most of your corporate advantage? Course Agenda May 09 Time Topic Case 08:30-12:30 Building Corporate Advantage Apple Inc. 12:30-13:30 Lunch 13:30-16:00 Assessing Corporate Portfolio scope Disney 16:00-18:00 Growing the portfolio Acquisitions vs Organic Growth Pixar May 10 Time Topic Case 08:30-10:30 Assessing your Corporate Portfolio and Objectives (from an Emerging Market perspective) Reflection Session #1 10:30-12:45 Managing (and Growing) a Multi-Business firm Danaher 12:45-13:45 Lunch 13:45-16:30 Transforming a Multi-Business Firm with Structure and Incentives Axel Springer (2014) 16:30-18:00 Setting Priorities for Managing and Growing your Multi-Business firm Reflection Session #2

3 Session #1 Building Corporate Advantage Assessing your company s industry trend and competitive position across businesses Using resources and capabilities to build a corporate growth strategy Case: Apple Inc. in 2015 Session #2 1. Apple one of the most profitable computer companies in the world in the late 1980s and early 1990s. Why was Apple a troubled company for much of the rest of the 1990s? What do you think of the efforts to revive its fortunes? 2. For each of Apple s businesses the Mac, the ipod, iphone, ipad and the Apple watch: Assessing corporate portfolio scope i. What is Apple s competitive positioning and what resources and capabilities provide its advantage? ii. How has Apple managed the industry conditions it faces in each business? iii. How closely related are these businesses? To what extent are Apple s sources of advantage its resources and capabilities shared across its businesses? Driving corporate parenting advantage across diverse business units Assessing portfolio choices organic growth or M&A, extent of horizontal, vertical and geographic differentiation Case: Walt Disney Company: The Entertainment King i. Why has Disney been so successful for so long? What capabilities have helped sustain this success? ii. To what extent does Disney s expansive corporate scope (international expansion, vertical integration, range of businesses) leverage and contribute to Disney s key sources of advantage?

4 Session #3 Growing the portfolio acquisitions vs organic growth Using corporate strategy to drive growth in adjacent markets and to provide natural ownership advantages Evaluating an acquisition strategy for related diversification Case: Walt Disney Company and Pixar Inc.: To Acquire or Not to Acquire King i. Which is greater: the value of Pixar and Disney in an exclusive relationship, or the sum of the value that each could create if they operated independently of one another (and worked with other companies)? Why? ii. Assuming the Pixar - Disney combination delivers value, can that value be achieved with a new contract? Or is common ownership required (i.e., must Disney acquire Pixar)? iii. If Disney does acquire Pixar, how should Disney organize and manage the combined entity? What challenges do you foresee, and how would you meet them? Session #4 Assessing your own corporate portfolio and objectives (from an Emerging Markets perspective) Reflection #1 Reviewing your own corporate strategy portfolio Considering the challenges of corporate strategy from an Emerging Market s perspective Setting corporate strategy objectives and identifying likely challenges

5 Session #5 Managing (and growing) a Multi-Business Firm Balancing coordination across businesses with innovation and autonomy at the local business level Using structures, roles and incentives and the corporate and business unit level, to achieve corporate objectives Case: Danaher Corporation i. Why has Danaher been so successful as a multi-business conglomerate over more than two decades? What attributes of its corporate strategy have allowed it to sustain superior performance? ii. How easy or difficult is it for other companies to mimic or emulate what Danaher does? Why? iii. How far can Danaher s advantage travel? Specifically, what types of businesses are best suited to leveraging DBS? And what types of businesses are not well suited to this model? Session #6 Transforming a Multi-Business Firm with Structure and Incentives Managing change across a corporation Using structure, incentives and culture to roll out corporate initiatives in this case, the shift to digital Case: Axel Springer in 2014: Strategic Leadership of the Digital Media Transformation (Stanford Business Case) i. What key actions did the CEO take in pursuing Axel Springer s digital transformation? How did he align the company with the new strategy and motivate employees? ii. What challenges does Axel Springer faces in the next three to five years and how should they be addressed? In particular, how should the company navigate the dynamics between local (e.g., classified) and international (e.g., advertising) interests? iii. Beyond 2014, how can Axel Springer best position itself for digital success? 2018 PricewaterhouseCoopers Academy (Private) Limited, Limited Liability Company incorporated in Sri Lanka. All rights reserved

6 Faculty Profile Prof. Susan Lynch Ph.D. In Strategic and International Management, (London Business School) Adjunct Professor of Strategy (INSEAD) Prof. Susan Lynch is an expert in Strategy Development and Execution and has a PhD in Strategic and International Management from London Business School. At INSEAD, she teaches courses in Strategy and Strategy Implementation to Executives and MBAs. Prof. Susan also spent two years as a Visiting Professor teaching Strategy in Harvard Business School s MBA programme. As a Programme Director, she supports INSEAD s corporate clients in developing and executing learning programmes with a strong Strategy component. These programs help organisations build a consistent knowledge base of best practices in Strategy Development and Execution. Many of these programmes incorporate tailored experiences and business cases to ground the learning in the priorities and activities of a client s business and involve application of tools to participants on-going business projects. Recent programmes she has led or lectured in include, INSEAD s Business Strategy for Human Resource Leaders, Syngenta s Business Strategy for Syngenta Leaders, Eastman and Lord s Strategy and Leadership programme, International Flavors and Fragrance s Mini-MBA program, Pernod Ricard s strategy progamme. Prior to her academic studies, Prof. Susan was a Management Consultant with McKinsey and Company for over 7 years. Based in Sydney and then New York, she was an Associate Principal and leader of the North American Telecoms practice, consulting to multinational clients on issues of Corporate and Business Unit Strategy, Business Building and Organisational change. Today, Prof. Susan is a faculty member of McKinsey s global MiniMBA programme, teaching Strategy to McKinsey s Associates. Professor Lynch s research lies at the intersection of Strategy Implementation and Organisational Change. Her work and teaching focus on how a company s approach to Strategy Development and Execution must shift over time, as a company grows and matures PricewaterhouseCoopers Academy (Private) Limited, Limited Liability Company incorporated in Sri Lanka. All rights reserved

7 Contact Us Investment: LKR 145, % NBT Class size: 25 seats Dates: 09 & 10 May 2018 Venue: Jaic Hilton, Colombo 2018 PricewaterhouseCoopers Academy (Private) Limited, Limited Liability Company incorporated in Sri Lanka. All rights reserved.