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Master of Business
Course APMG 8099
Facilitator : Ken Simpson
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A thought to begin with
Education is not what the teacher does; it is a process
spontaneously experienced by learners. It is not acquired by listening to words; but by
experiencing a relevant environment.
The teachers task is to prepare activities located in
that environment; then refrain from interfering in theprocess.
(Maria Montessori, n.d.)
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The postgraduate philosophy
We do not set out to teach you anything no facts,figures, rules, or other answers
Instead we try to create an environment where you
can choose to learn to the extent that you want to So very few answers, but plenty of questions
You can therefore :
- respond with minimal enthusiasm and focus on apassing grade
- respond with maximum application and focus onimproved capability
Your choice !!!
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Objectives for the first session
Describe the structure and process of the course
Explain the meaning of business strategy in the
contemporary business environment Present a useful strategy framework model
Learn a little about each other
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Key points from the course schedule
Attend all classes, email me in advance if you areunavoidably detained
Pre-break what class based on assigned reading :
absolute necessity to have read the material Post-break how class based on personal
development for improved capability
What class assessment is 70% of total grade,assessed through written business strategy
How class assessment is 30% of total grade,assessed through on-line participation
What assessment may need extra information itis your responsibility to ask, not mine.
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Some hard facts about the New Zealand
economy
We are self-sufficient in food items, but importdependent for non-food items
We generate large quantities of primary produce,which are sold as commodities and not as valueadded products
New Zealanders are legendary at thinking up newideas, weak at making money from those ideas
Paradoxically, our competitive efforts are far tooheavily based on imitation rather than innovation
The result is a conservative and less than ideallyefficient economy
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Some hard facts about New Zealand
businesses
New Zealanders are very keen on self-employment,thus almost every business is over-shopped
The average New Zealand business is classified as
small, and often as micro Technical skills are quite strong, generic management
skills are very weak
The planning horizon is measured in weeks, months ifwe are lucky, and those plans are seldom written down
A common approach is open the doors and see whathappens
All of this equates to an anti-strategic approach!
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Good news or bad news?
If you are the New Zealand government, desperatelybad news
These characteristics dont make for international
competitiveness Especially with a high wage and low productivity
labour market
For a new business start-up though ....
- the playing field is crowded
- but most of the players arent very good!- smart new businesses have a slight advantage
So how do we come a smart business?
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A chain of logic
In 5, 10, 15 years time, your life will be one of threethings better, the same, or worse than today
This will happen, cant be avoided
So you can (a) plan for the future or (b) do nothing andwait and see what happens
To do (a) means to better understand the world youlive in geographic, industrial/commercial, personal
Understanding leads to identifying opportunities andanticipating problems
Identified opportunities and predicted problems meanimproved future.
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Grants case studies
A solid appreciation of their own strengths andweaknesses
An uncanny ability to understand the world in whichthey lived
An ability to develop a set of long-term goals thatare realistic, achievable and will contribute to long-term success
An ability to successfully combine all of theseelements in an implementation plan that will lead togoal achievement.
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The strategy ladder 1-5
1. Know the factors that make you behave the way thatyou do
2. Develop a workable understanding of the world you
live in3. Develop an intimate understanding of the industry you
work in
4. Know exactly what it is you want to build as a futurepersonally and professionally
5. Know your current and potential skills, talents,capabilities
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The strategy ladder 6-10
6. Know what are they key things you have to get right inorder to succeed
7. Combine all of those elements into a formal future
planning document8. List the specific things you need to start (and keep)
doing, as of tomorrow!
9. Understand and prepare for what could possibly gowrong
10. Measure your progress regularly
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