Course Name: BUSINESS CONSULTING AND CHANGE MANAGEMENT · PDF file · 2016-02-25Business Consulting and Change Management MIB, Antai College, SJTU 1 February 25, 16 Course Name: BUSINESS

Business Consulting and Change Management

MIB, Antai College, SJTU February 25, 16 1

Course Name: BUSINESS CONSULTING AND CHANGE MANAGEMENT

Professor Emmanuel Monod

Contact Hour: 32 Credit: 2 Academic Year: 2016

1- COURSE PURPOSE ................................................................................................................................ 2

2- LEARNING OBJECTIVES .................................................................................................................... 2

3- COURSE SCHEDULE ............................................................................................................................ 3

4- COURSE CONTENT ............................................................................................................................... 4

5- ASSIGNMENT ......................................................................................................................................... 7

7- EVALUATION ....................................................................................................................................... 10

8- CLASS POLICY..................................................................................................................................... 10

9- COURSE MATERIAL .......................................................................................................................... 11

10- INSTRUCTOR INFORMATION ....................................................................................................... 12

11- TEACHING APPROACHES .............................................................................................................. 11

12- ADDITIONAL READINGS ................................................................................................................ 11



1- COURSE PURPOSE

1. Business consulting will be practiced through business cases in hyper-competition analysis,

marketing analysis and planning, strategy and competitive advantage and Structure and Actors

analysis. These business cases will include Western corporations such as Google, Yahoo!

Dreamworks and Chinese corporations such as Baidu, Alibaba, Tencent, Youku, Bona films,

Huayi brothers media, Shanda Games, Perfect World, NetEase, and Blizzard entertainment

2. This course will also allow to practice change management consulting through cases that will

include business transformation methods, management information systems, change roadmap,

and leadership development. Such cases will include Accenture, Siemens, Fluor Technologies,

Tata Consulting Group, Philips, Ernst and Young and NASA,

3. This course is not only based on the analysis of business cases, but also on the practice of

business communication. It includes student teamwork and presentations including role

playing of consultants in a business context that are expected not only to conduct an analysis,

but also to provide advices to their customer

4. These presentations will also include conflict management techniques because the audience

will play the role of different functions within the customer corporation, including CEO,

shareholder, finance director, marketing director and different product directors who will

object to the recommendations of the consultants

5. This course also includes a Project. A manager of a large corporation will come to class in

order to explain the requirements of the case. Students will work in competitive teams for

developing proposals during the week-end. Defenses will take place in front of the customer

on Monday evening. The customer will select only one of the competitive proposals.

2- LEARNING OBJECTIVES

Upon achievement of this course, students will be able to:

1. Analyze the competition with Hypercompetition Analysis (HCA) framework

2. Understand the customer behavior with Marketing Analysis and Planning (MAP) tools

3. Identify sources of Strategy and Competitive Advantage (SCA) using different options

4. Describe the organization with the Structure and Actors Analysis (SAA) diagrams

5. Provide advices regarding Information Systems (IS)

6. Assess the opportunity of different Business Transformation (BT) methods

7. Apply tools for Project Management (PM)

8. Make recommendations for Change Roadmap (CR)

9. Advise top management regarding Leadership Development (LD) approaches

10. Recommend how to implement Business Process Management (BPM)



3- COURSE SCHEDULE

Schedule Topic Business case

March 3 Structure and Actors

analysis,

Information Systems

Business transformation

Business communication

Case: Business

transformation

March 10 Project management

Change Roadmap

Leadership development

Business process

management

Cases: Organization

IBM Accenture

NASA

March 17 Hypercompetition analysis,

Marketing analysis and

planning,

Strategy and competitive

advantage

Cases: Information Systems

Siemens Ernst and Young

Fluor Technologies Tata

March 24 Cases: Search Engines in

China

Google - Yahoo - Baidu

March 31 Cases: e-commerce in China

Tencent - Alibaba - BAT war

April 7 Cases: On line games

Perfect world - Shanda Games – NetEase -Blizzard

April 14 Cases: movies

Dreamworks - Bona films - Huayi brothers- Youku

Wednesday

April 20th

18h- 20:45

Requirements Project

Friday April

22d

8:30

Proposal development Project

Saturday April 23rd

8:30

Proposal development Project

Monday April

25th

18h- 20:45

Defense Project

(note: this schedule is liable to change)



4- COURSE CONTENT

The course will include a set of tools that enable the management in corporations:

4.1- BUSINESS CONSULTING

Issues Tools

HC

A

HY

PE

R

CO

MP

ET

ITIO

N

AN

AL

YS

IS

PESTEL vs Hypercompetition Criteria

Productivity Vs Flexibility

Barriers To Entry Vs Transience

Sustainable Vs Transient Competitive Advantage

Market Forces Vs Network Model

Globalisation Vs Transnationalisation

Hypercompetitive Trajectories

MA

P

MA

RK

ET

ING

AN

AL

YS

IS

AN

D P

LA

NN

ING

Product lifecycle

BCG

ADL

Mc Kinsey

SWOT

Product/Market

Segmentation

Customer Behavior/ Generic Positioning

Dynamic Stability

SC

A

ST

RA

TE

GY

AN

D

CO

MP

ET

ITIV

E

AD

VA

NT

AG

E

Vision

Mission

Sustainable Competitive Advantage

Transient Competitive Advantage

Core Competencies

Balanced Scorecard

Organizational Learning



4.2- CHANGE MANAGEMENT CONSULTING

S

AA

S

TR

UC

TU

RE

AN

D A

CT

OR

S

AN

AL

YS

IS

Organizational Structure

Centralization / Decentralization

Mechanistic / Organic Management System

Corporate Life Cycle

Entrepreneurial Transition

IS

INF

OR

MA

TIO

N

SY

ST

EM

S

ERP - Enterprise Resource Planning

WMS - workflow management systems

GSS - group support systems

DMS - document management system

IT and transformation

IS development methods

BT

B

US

INE

SS

TR

AN

SF

OR

MA

TIO

N

BPR- Business Process Reengineering

TQM

Lean Management

Agile management

Process innovation

PM

PR

OJE

CT

MG

T

Executive mandate

Project Definition Report

Project Budget

Project Contract

Project Communication Plan

Project Management Plan

CR

CH

AN

GE

RO

AD

MA

P

Wake-up call

Other initiatives

Conditions for change

Team

Target for change

readiness

LD

LE

AD

ER

SH

IP

DE

VE

LO

PM

EN

T

Tasks versus relationship

Innovation versus delegation

Control versus challenge

Credibility

Volunteers

Trust

BP

M

BU

SIN

ES

S P

RO

CE

SS

MG

T

Business Process Value Chain

Transactional vs Relational Processes

CRM Customer Relation Management

SCM Supply Chain Management

PLM Product Lifecycle Management

BI Business Intelligence

KM Knowledge Management



4.3- CUSTOMERS ROLES

While the team who will defend each business case will play the role of consultants, a part of the

students in the audience will play the role of the customers. The customer being a corporation (Google,

Baidu, Alibaba, Tencent, Youku, …), each department and actors shall be represented:

Top management 1. CEO,

2. CFO,

Operational departments 3. Sales director,

4. Operations director,

5. R&D director

Product managers 1. Stars Product Manager,

2. Cash Cows Product Manager,

3. Dilemmas Product Manager,

4. Dogs Product Manager

VPs 5. VP customer sat,

6. VP strategy and development

Support departments 7. Marketing director,

8. COO,

9. CIO,

10. HR director

Because change management implies re-organization, each change project has opponents and allies.

Indeed, any cross-functional transformational change inevitably questions the structure and power of

functional departments. This simulation is not an abstract "problem-solving" exercise where solutions

are invented by the functions and departments in order to solve problems (Simon, 1977). Rather,

problems are invented by each departments in order to impose solutions that pre-exist. We are

therefore in the situation of the "garbage can decision model," or responding to organizational conflict

(Cohen March and Olson, 1972; Allison 1971).

The students in the audience are asked to play the role of each director. Each of them is an actor with

a different interest from other actors, according to the sociology of action (Bourdieu, 1991). The

"horizontal" change transformation (especially BPR, IS or BPM) will meet the resistance of the

"vertical" functions and departments directors. Role-playing method will be organized in order to

illustrate the resistance to change embodied by the functional department managers. This method will

help to understand how information retention is used as a key to power in negotiation (Crozier and

Friedberg, 1977). The method will also refer to the approach Mintzberg (1991) where each actor tries

to impose a coordination mechanism that "pushes" the organization towards a structure that will

increase his/her influence.



5- ASSIGNMENT

5.1- Assignment content

There are 3 team assignments that will all lead to a defense in class. However, while the 2 first

assignments include only a half-filled ppt that will be provided by the instructor to each team, the

final assignment (case building) includes a ppt and a defense.

Team

Assignment

Acronym Tools Business cases

1- CHANGE

CASE

1. SAA

2. IS

3. BT

4. PM

5. CR

6. LD

7. BPM

1. Structure and Actors

Analysis

2. Information Systems

3. Business Transformation

4. Project Management

5. Change Roadmap

6. Leadership development

7. Business Process

Management

1. IBM

2. Accenture,

3. Siemens,

4. Fluor Technologies,

5. Tata Consulting Group,

6. NASA

7. Anonymous Consulting corp.

(called BCG)

8. Anonymous Stark corp (called

Fedex)

9. Anonymous US corporations

(called Starbuck)

2-

BUSINESS

CASE

1. HCA

2. MAP

3. SCA

1. HyperCompetition

Analysis

2. Marketing Analysis and

Planning

3. Strategy and Competitive

Advantage

1. Google,

2. Yahoo!

3. Baidu

4. Alibaba,

5. Tencent,

6. BAT war

7. Perfect World

8. Shanda Games,

9. NetEase,

10. Blizzard entertainment

11. Dreamworks

12. Bona films,

13. Huayi brothers media,

14. Youku

3- PROJECT This business case shall

include tools, techniques and

approaches studied in class.

This project will be discussed during

the first classes



5.2- Assignment deadline and format

Deadlines

Case 1 and 2 Deadline (no report, just ppt)

type of document Day time

PPT of the defense (electronic) One day before 12 (noon)

Final assignment Deadline (including word report)

type of document Day time

PPT of the defense (electronic) One days before 8 pm

Electronic document One days before 8 pm

Printed document Start of class

Emailing and name of files

Case 1 and 2

type of

document

Format delivery mode Title of the file

PPT of the

defense

PPT Sent to TA and the

professor

(number of team) (name of corp)

(ex 1-baidu)

Final assignment

type of

document

Format delivery mode Title of the file

PPT of the

defense

PPT Sent to TA and the

professor

(number of team) (name of the

solution to the business problem)

Report Word Sent to TA and

professor

idem

Note on format: never send a .rar

On the other hand, .zip is allowed

But the preferred format is simply .ppt and .doc

5.3- Assignment cover page

Assignment cover page shall include

1. The name of the course

2. the name of all participants in English

3. The English name (if any)

4. the student number of each participant

5. the name of the team (if any)

5.4- Discounts

Delays will result in the following discount (upon a hundred points)

delay discount (points / 100)

6 hours 3 points

one day 20 points

Two days and more zero grade for this assignment

Irrelevant formats will result in the following discount

type of document type discount

Defense ppt PPT -10% If one format missing

Printed document No binding or staple -5% if no binding or staple



cover page not at the format No names, or missing

info

-3% for each missing information (especially

names)

5.5- Teams

Teams will be created during the first day of class and facilitated by the instructor

Number of students by team:

Case Example Number of students

1- change mgt case Accenture, Siemens 4 teams of 10 students

2- business case Baidu, Alibaba, Tencent 2 to 3 students

3- Project To be defined

5.6- Defense Process for cases 1 and 2

1. All power points shall be sent to the instructor one day before the defense (see deadline)

2. No last minute change will be allowed regarding the ppt. Students shall use the ppt send one

day before that will be waiting for them on the desktop computer. They may however

change the order of some ppt, but this is not recommended. All shall be decided one day

before.

3. The schedule of defenses will be defined during the classes

4. Each team will defend during 10 to 15 minutes.

5. Each team member shall say something, however, there may be a leader of the defense

introducing each part and making links

5.7- Defense Content

Each defense should be performed as a professional business consulting and change management

presentation that shall include the following parts:

INTRODUCTION 0 min Talk with the customer

Do not introduce the team

Start directly with the analysis

BUSINESS ANALYSIS 7 to 8

min Focus only on the tools

Keep on interacting with the customer

All team members shall talk

CHANGE MANAGEMENT

RECOMMENDATIONS

2 to 7

min Please provide recommendations including re-

organization, IS, BT, PM, CM, LD or BPM

Your objective is that the CEO signs your change

management contract

5.8- Project

To be defined during the first classes. This project will require teamwork during one week-end.

This schedule shall be confirmed during the first class



6- EVALUATION

Course activities are weighted in the following way:

1

change case

Team Assignment 1 business – defense 10%

Team Assignment 1 business – ppt 15%

2

business case

Team Assignment 2 change – defense 10%

Team Assignment 2 change – ppt 15%

3

Project

Team Assignment 3 project- defense 10%

Team Assignment 3 project - ppt 10%

Team Assignment 3 project – report 10%

4 Individual in class participation 10%

5 Compliance to cell phone and computer policy

below) 5%

6 Punctuality 2.5%

7 Attendance 2.5%

7- CLASS POLICY

1- break

1. Only one break shall take place. The duration and time will be decided in class

2- punctuality

Classes will start on time. Any late coming will result in a grade discount. Coming back

late from the break will also result in grade discount.

3- seats

1. The seat in classroom will be assigned by the instructor before the students come to class

2. Changing seat during the break is not allowed, except if asked to the instructor and

obtaining his approval

4- questions

1. The classes are highly interactive and each students will be invited to participate in order

to earn participation grade

2. Clarifications and understanding questions are welcome

3. However, due to the amount of knowledge to be taught, there will be no time for

questions that would require a long development during the class. Students will be

invited to wait after class to discuss development questions with the instructor.

4. The instructor will always stay at least 30 minutes to one hour after class to discuss any

Question with students, including development questions

5- phones and telecom devices

1. Any kind of phones, telecom or computer devices should be switched off

2. Students shall be put on the instructor’s desk before the start of the class

6- food and drinks

1. Drinking anything else than cold water in bottle is forbidden in class, except hot water

and tea inside bottles.

2. Eating is forbidden in class

7- reading or doing any other activity in class

1. Reading any kind of document not related to the class is forbidden in class.

8- handouts

1. Students are required to write their names on each handout

2. At the beginning of each class, students shall open the handouts at the page written on

the white board in order to save time and start class as early as possible

3. All students shall take notes during the class, by filling the blanks of the power points,

but also writing comments or questions. These questions can be asked either during the

class if they are related to clarification, or, if a development is needed, responses will be

provided after then end of each class

4. Upon request, the instructor may come back some afternoon in order to help a group of

student who may encounter some concern with any issue.



8- COURSE MATERIAL

Binder

The binder will include all approaches, methods, techniques and tools and all business cases

discussed during classes

The main reference book on change is Akerman Anderson, however this book is not mandatory for

the course:

Title of the book: Change Leader’s Roadmap,

Author: Linda Akerman Anderson

Publisher Jossey-Bass/Pfeiffer, Wiley, San Francisco

Version: (2001) Price: 41 USD (used: $ 24 on amazon.com) a

ISBN number: -10: 0470648066

Other book on organizational structures:

Mintzberg, H. (1991),

Structures in five,

The Free Press, New York

Additional reference on knowledge management, and information systems in general:

Jashapara, A. (2014)

Knowledge Management: An Integrated Approach (2nd Edition) 2nd Edition

Prentice Hall, new York

9- TEACHING APPROACHES

This course is based on the group learning (Doh, 2003), experiential learning (Kolb 1984) and

conversational learning (Kolb and Kolb ,2005; Baker Jensen and Kolb, 2005). It will aslo include the

issue of corporate responsibility (Goshal, 2005), and therefore will be an invitation to conduct a

critical thinking about functionalist and normative approaches. Indeed, while functionalist approaches

limit the recognition of subjectivity and conflict (Burrell and Morgan, 1979), normative approaches

neglect emergent phenomena and dissensus (Deetz, 1997). More precisely, this course will

incorporate attention to values in management education. through the Critical Management Education

(CME) approach (Grey, 2004), and combine critical perspectives with action-based learning

(Reynolds and Vince, 2004). In this course, learning will be considered as situated. It will be therefore

based on the approach of communities of practice (Lave and Wenger, 1991, p. 95). The underlying

premise is that learning in management, particularly in groups, is fundamentally about understanding

"power relations" in "social structure" (Lave and Wenger; 1991).

During the simulations and role playing, the challenge for the consultants will be to understand the

"conditions for legitimacy" (Lave and Wenger, 1991, p. 95). Therefore, he or she may have to try to

build shared meaning through argumentative action (Habermas 1984), establishing conditions of neo-

humanism (Burrell and Morgan, 1979), dialogic studies (Deetz, 1999) or "relational contracting

versus coercitive bureaucracy" (Adler, 2001). During this course, participants will experiment actor

interest (Mintzberg, 1984), the garbage can model (Cohen March and Olson, 1972), stakeholder

theory (Allison, 1971), discourse analysis (Foucault, 1972) and language games (Bourdieu, 1991) in

project management. The communication technique will rely on Neuro-Linguistic Programming

(Watzlawick, 1977)

10- ADDITIONAL READINGS

Adler, P. A. (2001, March - April). Market, hierarchy, and trust: Knowledge economy and



the future of capitalism. Organization Science, 12 ( 2), 215–234.

Lewin, A. Y. , Long, C. P. and Carroll, T. (1999) “The Co-Evolution of New Organizational

Forms”, Organization Science, Vol. 10, n°5, September-October, pp. 535-550

Mintzberg, H. (1979), The structuring of organizations : a synthesis of the research ,

Englewood Cliffs, Prentice Hall

Schneider, M. (2002) “A Stakeholder Model of Organizational Leadership”, Organization

Science, Vol. 13, n°2, March-April, pp. 209-220

Smith, A. D. and Zeithaml, C. (1996) “Garbage Cans and Advancing Hypercompetition :

The Creation and Exploitation of New Capabilities and Strategic Flexibility in Two

Regional Bell Operating Companies”, Organization Science, Vol. 7, n° 4, July-August, pp.

388-399

Volberda, H. K. (1996) “Towards the Flexible Form : How to Remain Vital in

Hypercompetitive Environments”, Organization Science, Vol. 7, n° 4, July-August, pp 359-

374

11- INSTRUCTOR INFORMATION

Dr. Emmanuel Monod, PhD,

Professor Antai College of Economics & Management, Shanghai Jiao Tong University

E-mail:[email protected]

(See bio attached hereafter for more information)

mailto:[email protected]



Emmanuel Monod, PhD, is professor at Shanghai Jiao Tong University, Antai College of Economics and Management, (China). He holds a PhD from Paris Tech - Telecom Paris (ENST Paris), a master from University Paris Diderot - Paris 7 (ARWU National rank 5-6, World rank 101-150) and a bachelor from University of Paris-Sud (Paris 11) (ARWU National rank 2, World rank 41). He was vice-president of the Association for Information System and track chair (or professional development workshop chair) for ICIS, ECIS, AMCIS and Academy of Management (Boston 2012, Orlando 2013, Philadelphia 2014 and Vancouver 2015). He is now at the Academy of Management the international coordinator of the Management Education and Development division and board member of the Practice Theme Committee and the Teaching Theme Committee of the Academy of Management. He is also board member of the Association for Information Systems AIS SIG Philosophy. In August 2015, he chaired a session at the Americas Conference in Information systems and 3 sessions at Vancouver for the conference of the Academy of Management. He will chair such sessions during the 2016 Academy conference in California He is working or previously worked for the following Universities:

Shanghai Jiao Tong University, Antai College of Economics and Management (2013 to now) (ARWU National rank in China: 1to 4, World rank: 101to 150)

Professor of Management

Paris Dauphine University (Paris 9) (National rank in France: 16-18, World rank 301-400) (from 2003 to 2012)

Associate Professor (during 10 years)

Director of the DBA (during 7 years),

Director of the dual doctorate-PhD program with Georgia State University (during 10 years),

Director of the Master of International Business (M2 MIB) (during 8 years),

Country representative for China (during 5 years)

Georgia State University (Atlanta, USA) (US News ranking in Information systems: 8, MBA ranking: 44, public affairs: 23, economics: 72, US best global University for economics and business: 82) (in 2002)

Visiting Professor (1 year)

University of Nantes (from 1997 to 2001) (5 years)

Associate Professor , Director of the master of management information systems

He also has previously held executive positions during 10 years in IBM (France and USA), France Telecom and the French Company of External Trade (COFACE), depending of the French Ministry of Finance:

IBM (from 1993 to 1996) (4 years)

IBM France / IBM Europe: IS Planning Manager for Europe CRM reengineering (1995-96)

IBM Corp. USA: IS Planning Manager for worldwide CRM reengineering (1994-95)

IBM Consulting Group France Consultant in Business Transformation (1993)

France Telecom Corporate University (now Orange corporation):

Strategy director ((from 1991 to 1992) (2 years)

IBM France: (from 1988 to 1990) (2 years)

Marketing Representative (Large Account) (Aerospace Industry) (1989- 1990)

I.S. Strategy Assistant Manager (1988-89)

Ministry of Economics and Finance – COFACE French International Trade Administration:

Project Manager in Information Systems (1986-87) (2 years)

He is currently in charge of a course for the Master of Management of Australian National University in Tsinghua University

Emmanuel Monod, PhD Professor, Shanghai Jiao Tong University,

Antai College of Economics and Management, (China)



He is currently editorial board member of Information Systems Journal (ISJ), Database for Advances in Information Systems and Information Technology and People. He was previously associate editor for Information Systems Research (ISR), Communication of the AIS (CAIS) and Journal of the AIS (JAIS). He published in Information and Organization, Information Systems Journal (ISJ), European Journal of Management (EJM), European Journal of Information Systems (EJIS), Communications of the AIS (CAIS) and 3 French journals recognized by CNRS (French equivalent to NSF): Systèmes d’Information et Management, Annales des Telecommunications and Réseaux .He was guest associate editor for MISQ (Management Information Systems Quarterly) and guest editor of a special issue of ISJ (Information Systems Journal).

Documents

Course Name: BUSINESS CONSULTING AND CHANGE MANAGEMENT · PDF file · 2016-02-25Business Consulting and Change Management MIB, Antai College, SJTU 1 February 25, 16 Course Name: BUSINESS