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BS > Matéria Exame > Flashcards

Matéria Exame Flashcards

1
Q

Problem Tree

A

Causes-Problem-Effects
Used to analyse and structure problems

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2
Q

Problem Solving Loop

A

Define the problem
structure the problem
prioritize issues
develop issue analysis and work plan
conduct analysis
sinthesize findings
develop recommendations

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3
Q

Problem Sheet statement

A

Problem statement-basic question to be resolved
context- industry, trends…
success criteria- relevent quantitative and qualitative measures
scope- what the study include and not include
stakeholders- who make decisions
key sources of insight
constraints

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4
Q

logic tree

A

pah yh, saber fazer isso

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5
Q

5 steps for presentation

A

1.determine strategy
2.build storyline
3.build storyboard
4.produce the slides
5.present the material

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6
Q

Audience impact matrix

A

Persuade / Tell
Engage / Explainor inform

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7
Q

Presentation Tell
-structure
-tone/style
-tools/media

A

Short intro, governing thought upfront, grouping storyline, shallow structure

Direct, concise, action oriented

Emails, memos, presentations

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8
Q

Presentation Explain
-structure
-tone/style
-tools/media

A

Introduce to set helpful tone, grouping/narrative storyline, deep structure(develop subpoints), strong transitions

Detailed, comprehensive, comprehensible

Seminars, training, manuals

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9
Q

Presentation Persuade
-structure
-tone/style
-tools/media

A

Audience’s position acknowledge, objections dealt with upfront, arguments storyline, new info, exemples…

Powerful, wateright, reassuring

one-on-one, social events, workshops, field trips

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10
Q

Presentation Engage
-structure
-tone/style
-tools/media

A

introduce with new data, a story, more questions than answers, audience’s position acknowledge, objections dealt with upfront

experiential, interactive, enticing

workshops, discussions, fieldtrips, coaching, surveys

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11
Q

Piramid principle

A

Grouping- main message –> action/reason
Vs
Argument- insightful statement + comment on the situation–>implication of the situation and the comment -> Main message

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12
Q

4Ps meeting/presentations

A

Purpose- reason for presentation
Payoff- what the audience will gain
Preview- the major points you will cover
Process- howe do you like to run the session

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13
Q

What is strategy

A

In the context of business this goal is usually to make a profit/create value for shareholders and ideally obtain a competitive advantage

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14
Q

Action plans (strategy)

A
  • Which product market to enter
  • Which international markets to enter
  • How to position the firm in its chosen markets
  • How to deal with competition
  • Whether to form partnerships with other firms
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15
Q

Difference between Strategy, Tactics and Operations

A

Strategy - defines your long term goals and how you are planing to achieve them

Tactics-are much more concrete and are often oriented toward smaller steps and a shorter time frame along the way

Operation-actions and decisions made by managers and members of a business that affect the production, distribution, service, management, needed for a company to function

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16
Q

Dimensions of Organizational Effectiveness

A
  • Culture: Values and norms consistent and aligned with the companies.
  • Strategy: The path to achieve the organization’s vision.
  • Competencies: Critical organizational competencies to deliver the strategy.
  • Structure: Organizational structure that serves as catalyst to execute.
  • Activities: Activities that are performed by the company’s resources
  • Systems: Systems and processes that allow for an effective and efficient organization.
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16
Q

Dimensions of Organizational Effectiveness

A
  • Culture: Values and norms consistent and aligned with the companies.
  • Strategy: The path to achieve the organization’s vision.
  • Competencies: Critical organizational competencies to deliver the strategy.
  • Structure: Organizational structure that serves as catalyst to execute.
  • Activities: Activities that are performed by the company’s resources
  • Systems: Systems and processes that allow for an effective and efficient organization.
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17
Q

Key organization topics in shopping strategy

A
  1. Design – How to design (or (re)design) the organization to enable to achieve aspirations.
  2. Talent for leadership – How to acquire, develop and retain talent.
  3. Culture – How to make culture a powerful source of competitive advantage.
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18
Q
  1. Design
    Organizing the corporation: multiple models
A
  • Customer-based
  • Asset-based
  • Product-based
  • Geographic
  • Functional
19
Q

2.Talent for Leadership
Leadership competencies

A

Leading the organization- strategic clarity, organizational alignment, results & change execution

Leading others- talent developer, team builder, stakeholders influencer

Leadership agility- thinking dexterity, personal spirit, interpersonal savvy, growth proficiency

20
Q

2.Talent for Leadership
What is Talent Management

A

Create an Organizational Context and Culture that drives Talent and Leadership Development.
1. Understand required organizational competencies and talent bench to win.
2. Assess existent talent pool against requirements, identify high-potentials as well as low-performers.
3. Develop people based on adult learning best practices to drive performance and their fulfil potential (or hire talent if needed).

21
Q

2.Talent for Leadership
Attracting talent:

A

Company image
Role
Team and organization
Development opportunities
Compensation package

22
Q

3.Culture
Three dimensions to impact a culture.

A
  1. Processes: What are the most critical routines to drive the culture?
  2. Rules of engagement: What are the guiding principles for people’s behaviour?
  3. Responsibilities: Who is in charge of driving, participating and monitoring processes and rules of engagement?
23
Q

3.Culture
Building blocks of a company’s Way of Working:

A
  • A company’s Way of Working needs to be tailored to its unique circumstances.
  • The Leadership can actively shape the Way by Working defining processes, rules of engagement and responsibilities.
  • The configuration should be informed by relevant research undertaken.
    The way we work = Consistent Team Governance
24
Q

3.Culture
Culture statement

A

Entrepreneurship
Exploration
Fellowship
Impact
(ns bem como meter isto aqui, tem lá bué cenas)

25
Q

Framework for marketing strategy

A

Analysis :(Company, Competitors, Customer, Context, Collaborators)
Decisions:
1.Aspiration - what value to whom decision
Segmenting, targeting, positioning
2.Action plan-marketing mix (4Ps)…mais cenas

Outcomes: Customer - acquisition, retention, buy rate, sales, profit, franchise

26
Q

Model of consumer behaviour

A

Market stimuli - products, services, distribution and communication
Other stimuli - economic, technological, political, cultural
Consumer psychology, motivation, perception, learning, memory
Consumer characteristics- cultural, social, personal
Buying decision process - outra flashcard
Purchase decision- Product choice, Brand choice, Dealer choice, Purchase amount, Purchase timing, Payment Method

27
Q

Purchase Decision Buying

A
  1. Problem recognition
  2. Information Search
  3. Alternative Evaluations
  4. Purchase Decision
  5. Post Purchase Behaviour
28
Q

5 key factors that drive successful transformation

A
  1. Leadership
  2. Aspiration
  3. Structure
  4. Engagement
  5. Resources
29
Q

Who is on the boat? Typical archetypes at the beginning of a transformation program

A
  • Pirates: married to past and opposed to change
  • Crew: Interested in the program, require additional skills to fully contribute
  • Passengers: employees who are along for the ride and have not taken leap of faith
  • Captains: high performers who are also carrying the transformation
30
Q

The Influence model

I choose to change my mindset and behaviour if…

A

A compelling story
Reinforcements mechanisms
Skills required for change
Role modeling

31
Q

What to do (performance)
How to make it happen (health and capabilities)

A
  1. Independent diligence
  2. Bottom-up planning
  3. Transformation Implementation
  4. Performance infrastructure
  5. Mindset and behavior change
  6. Ability to execute
32
Q

The 5 Essential Components of Digital Transformation

A
  1. People- consumers, employees, clients
  2. Data - digital records of 1 and evaluated results of 5
  3. Insights - meaningful interpretations of 2
  4. Action- changes in behaviors, decisions, and strategy based on 3
  5. Results - quantifying the ROI, impact and utility of 4
33
Q

Structured approach to develop a digital strategy.

A

Define where the value is
Design pilots and build a digital roadmap
Transform to capture value from digital

34
Q

Digital strategy
Define where the value is

A

Hack business model to identify where/how to make money
o Map sources of profit/value
o Identify threats and opportunities
o Baseline digital capabilities, talent, IT, and culture

Apply VC approach to size value
o Evaluate options to digitize the existing business
o Generate and size new ideas
o Perform competitive scan

35
Q

Digital Strategy
Design pilots and build a digital roadmap:

A

War game like an attacker to define actions:
o Prioritize a portfolio of initiatives.
o Design ‘proof of concept’ pilots

Architect digital roadmap
o Outline operating model requirements.
o Size capability gap and define talent strategy, culture interventions, and communication plans.
o Determine sequencing, KPIs and investments.
o Define key ‘stage gates’.

36
Q

Digital strategy
Transform to capture value from digital:

A

Transform and/or build the organization:
o Capture value through self-funding initiatives
o Change culture and build capabilities.
o Accelerate talent acquisition.
o Embed ‘self-correcting’ mechanisms.
o Apply design thinking, business insights, prototyping, and pilots

Create strategic partnerships.

37
Q

Digital Leaders excel across four dimensions

A

Strategy- bold, long-term orientation, linked to business strategy, centered around costumer needs.

Culture- risk appetite, test and learn, speed/agility, internal collaboration, external orientation, external orientation.

Organization- roles and responsibilities, talent and leadership, digital investment, governance/KIP´s

Capabilities- connectivity, automation, data-driven decision making, content, costumer experience, IT architecture.

38
Q

The main mantra
Costumer Centricity at the Core (Business)

A

Strategy- Think not just digital extensions but digital transformation of the core business and male bold moves.

Culture- Think big, take risks, test and learn, move fast.

Organization- Create ring-fenced units with all resources and required accountability and establish very clear KPI’s.

Capabilities- Do not be constrained by current capabilities, part to start, and invest to build capabilities long term: digital, big data and customer experience.

39
Q

The Organizational Theory

A

Organizational theory is the sociological study of the structures and operations of social organizations, including companies and bureaucratic institutions.

Imagem nos slides-From organizations as “machines” to organization as “organisms”

40
Q

The Operations Management Model
4Ds

A
  • All operations are input-transformation-output processes
  • All operations produce products and services by changing inputs into outputs, using an “in-put-transformation-output process”

Direct- steering operations and processes
Design - shaping processes, products and services
Deliver- planning and controlling on going operations
Develop- improving the operation’s capabilities

41
Q

Operation Strategy Implementation
5Ps

A
  • Purpose: The more clarity that exists around the ultimate goal, the more likely it is the goal will be achieve (motivation, boundaries).
  • Point of entry: Support of the organization hierarchy.
  • Process: Managers who are engaged – putting operations strategy together.
  • Project Management: Time planning, controls, communication, mechanisms, reviews. Basic disciplines of project management (should be in place).
  • Participation: Staff to participate in the implementation process is also critical.
42
Q

Kaizen Change System

A

Continuous Improvement
Adopts an approach to improving performance which assumes many small incremental improvement steps:
- Minimum financial investment
- Involvement of all employees
- Take advantage of the knowledge and experience of employees

43
Q

Kaizen is based on fundamental principles.

A

1.Create customer value
2. Create Flow efficiency
3. Be Gemba Oriented
4. Empower People
5. Be scientific & Transparent

44
Q

7 types of waste

A
  1. Overproduction
  2. Material transport: Each time a product is moved, it has the risk of being damaged
  3. Material waiting: Inventory must be actively processed to add value
  4. Motion of people: Risks of damage or safety
  5. People waiting
  6. Over processing: More time performed upon a good than required
  7. Errors: Defects mean additional costs
45
Q

In the corporate world sustainability is more than environment

A

Environmental - To protect and restore the Earth. For example, by controlling climate change, preserving natural resources, and preventing waste.
Economic - To help people and businesses meet their economic needs. For people: securing food, water, shelter, and greater comforts. For businesses: turning a profit.
Social - To address conditions that affect us all, including poverty, violence, injustice, education, public health, labor and human rights.
Cultural - To protect and value the diversity through which communities manifest their identity and cultivate traditions across generations.

46
Q

Sustainability opens up 3 large sources of value – industry characteristic define whether it poses a risk or opportunity

A

Sustainable reputation- Regulatory & Compliance Management, Internal Stakeholder Management, External Stakeholder Management, Operational Risk Management.

Sustainable Ops & Financing- Sustainable Marketing, Sustainable Value Chains, Sustainable Operations, Sustainable Financing.

Sustainable Portfolio- Differentiated Brand, New Markets, New Products & Innovation, Business Portfolio

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