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7/27/2019 Case Interview Preparation Frameworks
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World view and my mission
Case Interview Preparation
Frameworks
10/29/2011
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Framework
ProfitabilityRevenue
Cost
Price
Quantity
Fixed
Variable
Ohmae
3 Cs
Customer
Competitive
Company
Company
Structure
Strategy
System
Hard
Soft
Staff and Skills
Shared value
Style
Cost
5 forces
PorterCs
Customer
Current Competitive
Suppliers
New entries
Substites
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Framework
ProfitabilityRevenue
Cost
Price
Quantity
Fixed
Variable
Cs
Customer
Competitive
Company
Structure
Strategy
System
Hard
Soft
Staff /Skills
Shared value
Style
Purchase Behavior
Product & service Need
Numbers now
OrganizationLow hierarchy
Differentiation
Operation Excellent
Product differentiator
Niche
High hierarchy
ProcessesBusiness processes
Support processes
Operation Excellent
Product differentiatorIn house
Outsourced
Part in house part outsource
HardNumbers to grow
Soft
OrganizationLow hierarchy
High hierarchy
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Organization
Low hierarchy
High hierarchy
Structure
People
Decision making
Values
Skills
Low hierarchy
Complex
Mission/vision
Mission/vision
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change management- Kotler framewerk
Communicating
the vision
Developing
a vision
Creating the
guiding
coalition
Estabilish a
sence of
urgency
Empowering
broad base
actions
Generating
short tem
wins
Consolidating gains and
producing more change
Anchoring new
approach in the
culture
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teach
this person
coach
this person high
willingness
to
perform
low
removethis person 'father' (discipline)this person
low - -- - - - capability to learn - - - -- -
high
Jeffrey Cole wrote (February 2008): "... In 1987 I saw this[people-performance matrix model] in a USMC leadershiptraining manual from, I believe 1967, which is probably still inthe library either at Camp Kinser, Okinawa Japan, or at the
Combat Service Support Detachment at TakegaharaGarrison (Gotemba prefecture), Japan.
Given that this was in a Government training manual Ibelieve that would indicate that the diagram is probably olderthan the 1970s.
The labels on that diagram did not have cutesy names, itwas simply 'capability to learn' and 'willingness to perform'
and the quadrants reflected low/high for each attribute. Thementoring recommendations based on the diagram wereessentially (for the axes - willingness to perform / capabilityto learn):high/high : coachhigh/low: teachlow/high: father (discipline)
low/low: removeas quickly as possible.(Diagram interpretation based on the above description
provided by J Cole.)
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Leadership Framework
Vision
Communicative and Enlist
Seize authority and take responsibility
Plan and implement
Build succession and continuity
`In spite of` Mind set
Confront complexity and ambiguity Wield charismatic Authority
Inspire
Be principled
Be Rigorous about the Truth of the present
Be reflective, especially about your own nature
Go to the point of No return
Be passionate
Be optimistic
Pursue significance
Short term outlook
Maverick and lack transparency
Follow
Dream
Depend on heroic
`Because of` Mind set
Seek simplicity and coherence only Formal Authority
Motivate
Pragmatic Decision Making
Blind determination
Unaware or denial
Take path of least resistance
complacent
Hold limiting belief
Pursue success only
CoreV
alues
Integrity
Humility
Truth
Passion
Leadership Attribute Non Leadership Attribute
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In today's world, the structure, content, and process of work have changed. Work is now:
more cognitively complex more team-based and collaborative
more dependent on social skills
more dependent on technological competence
more time pressured
more mobile and less dependent on geography.
In today's world, you will also be working for an organization that is likely to be very
different due to competitive pressures and technological breakthroughs. Organizations
today are:
leaner and more agile
more focused on identifying value from the customer perspective
more tuned to dynamic competitive requirements and strategy less hierarchical in structure and decision authority
less likely to provide lifelong careers and job security
continually reorganizing to maintain or gain competitive advantage.
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The 13 aspects of leadersheap
1. Talk Straight
Be honest. Tell the truth. Let people know where you stand. Use simple lan-guage. Call things what they are.
Demonstrate integrity. Dont manipulate people nor distort facts. Dont spin the truth. Dont leave false impressions.
I look for three things in hiring people. The first is personal integrity, the second is intelligence, and the third is a high
energy level. But if you dont have the first, the second two dont matter . Warren Buffett, CEO, Berkshire-Hathaway
"Real integrity is doing the right thing, knowing that nobody's going to know whether you did it or not." Oprah Winfrey
2. Demonstrate ConcernGenuinely care for others. Show you care. Respect the dignity of every per-son and every role. Treat everyone with
respect, especially those who cant do anything for you. Show kindness in the little things. Dont fake caring. Dont
attempt to be efficient with people.
The end result of kindness is that it draws people to you." Anita Roddick, Founder & CEO, The Body Shop
"If people know you care, it brings out the best in them." Richard Branson, Founder, the Virgin Group
3. Create Transparency
Tell the truth in a way people can verify. Get real and genuine. Be open and authentic. Err on the side of disclosure.
Operate on the premise of, What you see is what you get. Dont have hidden agendas. Dont hide information. Trust happens when leaders are transparent." Jack Welch, Former CEO, G.E.
1. Talk straight
2. Demonstrate Concern
3. Create transparency
4. Right Wrongs
5. Show Loyalty
6. Deliver Results
7. Get Better
8. Confront Reality
9. Clarify Expectations
10.Practice Accountability
11.Listen First
12.Keep Commitments
13.Extend Trust
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4. Right Wrongs
Make things right when youre wrong. Apologize quickly. Make restitution where possible. Practice service recoveries.Demonstrate personal humil-ity. Dont cover things up. Dont let personal pride get in the way of doing the right thing.
"What I call Level 5 leaders build enduring greatness through a paradoxical blend of personal humility and professional will."
Jim Collins
Watergate wasnt so much a burglary as it was the failure to recognize mistakes, to take responsibility for them, and to apologize
accordingly." Jon Huntsman, Chairman, Huntsman Corp.
5. Show Loyalty
Give credit to others. Speak about people as if they were present. Represent others who arent there to speak for themselves.
Dont badmouth others be-hind their backs. Dont disclose others private information.
If you want to retain those who are present, be loyal to those who are absent because the key to the many is the one ."
Stephen R. Covey
6. Deliver Results
Establish a track record of results. Get the right things done. Make things happen. Accomplish what youre hired to do. Be on time
and within budget. Dont overpromise and underdeliver. Dont make excuses for not delivering.
"There is no ambiguity around performance at Pepsi, which some people perceive as harsh. I see it as an important and necessarypart of how you operate. You can't create a high trust culture unless people perform." Craig Weatherup, former CEO, PepsiCo
7. Get Better
Continuously improve. Increase your capabilities. Be a constant learner. Develop feedback systems - both formal and informal. Act
upon the feedback you receive. Thank people for feedback. Dont consider yourself above feed-back. Dont assume your
knowledge and skills will be sufficient for tomor-rows challenges.
The illiterate of the 21st century will not be those who cannot read and write but those who cannot learn, unlearn, and relearn."
Alvin Toffler
8. Confront RealityTake issues head on, even the undiscussables.
Address the tough stuff directly. Acknowledge the unsaid. Lead out courageously
in conversation. Dont skirt the real issues. Dont bury your head in the sand. Confront the reality, not the person.
"We strive to tell everyone everything we can. We want a culture with open dialogue and straight answers. In terms of our work
with employees, we have been direct with them even when they don't like the answer. Our goal is not to please everyone but
instead for them to trust that what we tell them is the truth. You can't work the tough issues we face unless everyone, starting with
the senior team, trusts one another." Greg Brenneman, former CEO, Continental Airlines
Leaders need to be more candid with those they purport to lead. Sharing good news is easy. When it comes to the more
troublesome negative news, be candid and take responsibility. Dont withhold unpleasant possibilities and dont pass off bad news
to subordinates to deliver." Jon Huntsman, Chairman, Huntsman Corp
1. Talk straight
2. Demonstrate Concern
3. Create transparency
4. Right Wrongs
5. Show Loyalty
6. Deliver Results
7. Get Better
8. Confront Reality
9. Clarify Expectations
10.Practice Accountability
11.Listen First
12.Keep Commitments
13.Extend Trust
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9. Clarify Expectations
Disclose and reveal expectations. Discuss them. Validate them. Renegotiate them if needed and possible. Dont violate expectations.
Dont assume that expectations are clear or shared.
Almost all conflict is a result of violated expectations." Blaine Lee
"An individual without information cannot take responsibility. An individual who is given information cannot help but take
responsibility." Jan Carlzon, former CEO, Scandinavian Airlines
10. Practice AccountabilityHold yourself accountable. Hold others accountable. Take responsibility for results. Be clear on how youll communicate how youre
doing - and how others are doing. Dont avoid or shirk responsibility. Dont blame others or point fingers when things go wrong.
"Remember, when you were made a leader, you weren't given a crown, you were given a responsibility to bring out the best in others.
For that, your people need to trust you." Jack Welch, former CEO, General Electric
11. Listen First
Listen before you speak. Understand. Diagnose. Listen with your ears...and your eyes and heart. Find out what the most important
behaviors are to the people youre working with. Dont assume you know what matters most to others. Dont presume you have all
the answers - or all the ques-tions.
"Nothing beats personal, two-way communication for fostering cooperation and teamwork and for building an attitude of trust andunderstanding among employees." David Packard, Co-Founder, Hewlett Packard
Weve all heard the criticism, He talks too much. When was the last time you heard someone criticized for listening too much?"
Norm Augustine, Former CEO, Lockheed Martin
12. Keep Commitments
Say what youre going to do. Then do what you say youre going to do. Make commitments carefully and keep them at all costs. Keep
commitments the symbol of your honor. Dont break confidences. Dont attempt to PR your way out of a commitment youve
broken.
Trust doesnt mean they tell you everything. It doesnt mean they dont posture. But it means if they say, We will do this, they will
do it. It is credibility. It is integrity." Scott Smith, Publisher, Chicago Tribune
13. Extend Trust
Demonstrate a propensity to trust. Extend trust abundantly to those who have earned your trust. Extend trust conditionally to those
who are earning your trust. Learn how to appropriately extend trust to others based on the situation, risk, and credibility of the
people involved. Dont withhold trust because there is risk involved.
"The chief lesson I have learned in a long life is that the only way to make a man trustworthy is to trust him ." Henry Stimson, U.S.
Statesman
"I have found that by trusting people until they prove themselves unworthy of that trust, a lot more happens." Jim Burke, former CEO,
Johnson & Johnson
1. Talk straight
2. Demonstrate Concern
3. Create transparency
4. Right Wrongs
5. Show Loyalty
6. Deliver Results
7. Get Better
8. Confront Reality
9. Clarify Expectations
10.Practice Accountability
11.Listen First
12.Keep Commitments
13.Extend Trust
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Key organisational changes
Reduced hierachicalstructuur
Blurred boundaries
To increase respond To decrease innovation cycle
To work more effectively
together
To decrease innovation cycle
Fewer layers (more laterally)
Looser boundaries among
department as well as job
categories
Kind of changes Objective of changes Result of changes
Decentralized decision making Cross unit organizational group
Greater need for task &
knowledge sharing
Need for
Teams as basic
building blocks
To make rapid decision
To reduce inefficiency
To continues improve workprocesses
Team based organizational
structure
Greater need for task &
knowledge sharing
New Management
perspective
To give workers more decisionauthority
To coach the workers to worksocially
Workers commit to
organizational goals and
mission
Managers to become coach
for the workers to work
socially
Continuous change To continue the cycle of
reflection
Metamorphosis )new)
Migration (shift)
Elaboration (a part)
Plan stability period
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Commitment
I want to do it in this new way
Action
I will react to achieve this change
Testing
I will put myself at stake for this change
Positive perception
I see the opportunities in this change
Engagement
I see the implications for me/us
Awareness
I am being told about something
UnderstandingI know why and what will change
Compliance
I want to do it in this new way
Reaction
I will react to this change if I must
Testing
I must absorb this change
Negative perception
I feel threatened by this change
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Three parallel activities need to be
managed and executed:
Manage the strategy planning to deliverthe context and guideline to the
operational and technical work stream
Manage the technical readiness (IT &
technology) work streams to launch the
platform and products
Mange the operation readiness to
prepare/set up or to adjust/change
operations to be ready for the business
launch and deliver services to the
customers through the following
departments: PR, marketing, sales,
customer care, provisioning, billing,incident management
Manage the readiness of support
activities: finance, HR, logistic, internal IT
department activities (IT/technology
future development, small changes
management,
Requirements
Design
Develope
Build
Test
Adjust
Launch
Maintain
OPERATIONAL ASPECTS
TECCHNICAL ASPECTS
ASPECTS
Define SMART
Requirements.
What are the
requirements from
operational aspect of
the organization
toward the technic.
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the integral vision by Ken Wilber
What if I had a comprehensive map of myself and the brave new world I find myself in.
DURING THE LAST 30 YEARS, WE HAVE WITNESSED A HISTORICAL FIRST:
ALL OF THE WORLDS CULTURES ARE NOW AVAILABLE TO US.
KNOWLEDGE ITSELF IS NOW GLOBAL: HE KNOWLEDGE, EXPERIENCE, WISDOM, AND REfl ECTION OF ALLMAJOR HUMAN CIVILIZATIONSPREMODERN, MODERN, AND POSTMODERNARE OPEN TO STUDY BYANYONE.
Now reflect this:
WHAT IF WE TOOK LITERALLY EVERYTHING THAT ALL THE VARIOUS CULTURES HAVE TO TELL US ABOUTHUMAN POTENTIALABOUT SPIRITUAL GROWTH, PSYCHOLOGICAL GROWTH, SOCIAL GROWTHANDPUT IT ALL ON THE TABLE?
WHAT IF WE ATTEMPTED TO FIND THE CRITICALLY ESSENTIAL KEYS TO HUMAN GROWTH, BASED ON THESUM TOTAL OF HUMAN KNOWLEDGE NOW OPEN TO US?
WHAT IF WE ATTEMPTED, BASED ON EXTENSIVE CROSS- CULTURAL STUDY, TO USE ALL OF THE WORLDSGREAT TRADITIONS TO CREATE A COMPOSITE MAP, A COMPREHENSIVE MAP, AN ALL- INCLUSIVE ORINTEGRAL MAP THAT INCLUDED THE BESTELEMENTS FROM ALL OF THEM?
SOUND COMPLICATED and COMPLEX but it is not!
OVER THE LAST SEVERAL DE CADES, THERE HAS INDEED BEEN AN EXTENSIVE SEARCH FOR ACOMPREHENSIVE MAP OF HUMAN POTENTIALS.
THIS MAP USES ALL THE KNOWN SYSTEMS AND MODELS OF HUMAN GROWTHFROM THE ANCIENTSHAMANS AND SAGES TO TODAYS BREAKTHROUGHS IN COGNITIVE SCIENCE AND DISTILLS THEIRMAJOR COMPONENTS INTO 5 SIMPLE FACTORS, FACTORS THAT ARE THE ESSENTIAL ELEMENTS OR KEYSTO UNLOCKING AND FACILITATING HUMAN EVOLUTION.
WELCOME TO THE INTEGRAL APPROACH.
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An Integral or Comprehensive Map
THE INTEGRAL APPROACH HELPS YOU SEE BOTH YOURSELF AND THE WORLD AROUND YOU IN MORE
COMPREHENSIVE AND EFFECTIVE WAYS.
The 5 elements of Integral Approach are: quadrants, levels, lines, states, and types.
All of these elements are, right now, available in your own awareness. They are aspects of your own
experience, contours of your own consciousness, as you can easily verify for yourself as we proceed.
What is the point of using this Integral Map?
FIRST: it ensure that you are utilizing the full resources for any situation and that you touch all the bases.
Result is: with the greater likelihood of success.
SECOND: if you learn to spot these elements in your own awareness the you can more easily appreciate them, exercise
them, use them, etc.
Result: So you will accelerate your own growth and development to higher, wider, deeper ways of being which results
greater excellent achievements in personal and professional life
IOS = Integral Operating System. OS is the infrastructure that allows various software programs to
operate. IOS (the Integral Map), is like running different software in your lifesuch as your business,
work, play, or relationships
>you want the best operating system you can find, and IOS fits that bill. In touching all the bases, it
allows the most effective programs to be used.
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SelfSelf--awarenessawareness
Miss X:Low self Awareness
Team France AM/PC/Legal:Low motivation, angry, self supportive
EmpathyEmpathy Miss X:
Not understanding the team feeling Team France AM/PC/Legal:Common understanding of one
Anothers feeling
SelfSelf--managementmanagement Miss X:
Aggressively approaching people. Team France AM/PC/Legal:
Individual + Team meetings with Miss XDelivery and Performance
SelfSelf--motivationmotivation Team France AM/PC/Legal:
New process implementation to dealwith lack of performance.
Management impact due to lackof reaction from Management Team.
Social skillsSocial skills Miss X:
Outside the Team
Team France AM/PC/Legal:Self supportive
Emotional intelligenceEmotional intelligence
Delay gratificationDelay gratification Miss X:
No vision on rewards andchallenges to reach.
Team France AM/PC/Legal:Busy to create local presence and see
challenges ahead
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Deloittes Culture Assessment Process Tool identifies the desired behavioral orientations, benchmarks the current anddesired states and provides recommendations on how Client can achieve desired outcomes
Assess current and desired behavior & CULTURE
External Focus
Focus on Consumer
Strategic contact
Shared goals & objectives
External competitivness
Result/achievments
Accountability
Independence
Action orientation
Commitmnet to result
Learning/AdaptiveSupport innovation
Encourage learning
Embrace change
Propensity of risk
Releatonship
Opennness & trust
Involvemnet
SuppotivenessColabration
Structure/Consistecy
Protocaol
Conformity
Formalisation
control
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Organisation Change Management
What is organisation change management?
Organisation change management is the day-to-day responsibility of everyonewho is going through the change. VEGAs experience has shown that changecannot be managed as a separate project in isolation from the daily working of
the client organisation it never works. Organisation change is therefore a
combination of many components, selected according to individualorganisational needs, yet placed within a structured framework to ensureconsistency and assurance of results.
How does VEGA approach organisation
change management?
At VEGA, we believe that a successful, sustainable
organisation change management programme,
and one that will create a climate of quality
improvement, must focus on the following threecomponents.
People People are what make change succeed or fail their support and engagement with objectives and methods is a critical part of
planning and execution. People will also be changed in themselves, through skills, attitudes and behaviours.
Process To change what people do, its essential to understanding the present situation, including strengths and weaknesses, as well as
quantify inputs, outputs and outcomes. Only then can a future state be designed and tested for likely performance change, before implementing
and measuring the effects.
Information Information informs decisions, is the currency of business processes, and allows performance to be tracked and improved. It is
also an asset that must be kept secure and managed for future value.
with these elements in mind, VEGAs organisation change framework balances technology implementation with the needs and engagement ofusers and stakeholders. This is because knowledge and skills transfer is fundamental to the development of a sustainable organisation aiming to
deliver high grade performance in its new form. Further to this, supplementary considerations for organisational change are:
Spectrum of seniority ensuring that leadership and contributions across the range of seniority are recognised
Diverse capabilities roles and responsibilities will change and with them the capabilities required, as well as the need for specialist capabilities
in change itself VEGAs approach assures that all these factors are built into the approach
Through-life change management change will be a continuing feature of the organisation; some parts will change faster than others and be
the subject of quick wins, while others will proceed at a different pace. Continuity of change is inevitable, because once the benefits have been
experienced, the appetite moves from single change programmes to a culture of continuous improvement.
Breadth change is much wider than physical or visible change the psychological elements are critical. Therefore, engagement to achieve
positive change is essential, and prompts VEGA to adopt a wholly collaborative approach to such programmes.http://www.vega.co.uk/services/organisation_design/change_management.aspx