Asset manager GMO underperforms the market during the 1996-2000 stock market bubble because of the focus on absolute risk. After suffering significant client withdrawals, performance again shines when the bubble collapses. Did they win the battle only to lose the war? This case reviews the quantitative investment process developed by the firm to manage assets and the philosophy behind the models and the firm. Now that performance has recovered, the partners contemplate why so much business was lost. Should they temper further bets to retain more business, or does the fiduciary duty to the client necessarily entail the risk that some clients will leave?
This case analyzes a complex ERP implementation that takes place in one of the leading companies in China. The issues are indistinguishable from those facing a U.S. organization.
Provides an overview of some important aspects of the relational data models that underlie today's enterprise-level information technologies, such as enterprise resource planning and customer relationship management. Key concepts covered include relational data and integration. A stylized example is provided.
In the Second Edition of Portfolio Management for New Products, published and distributed by Perseus Books, Professors Cooper, Edgett, and Kleinschmidt (all of McMaster University) present a rigorous and practical approach to managing a company's product portfolio as you would a financial portfolio - by investing for maximum long-term growth. Numerous mini-cases illuminate key themes. This is a useful book for practitioners and educators alike. Chapter 1, "The Quest for the Right Portfolio Management Process," introduces major themes in product portfolio management, including the integration of new products with established ones. Key terms are introduced and defined.
In the Second Edition of Portfolio Management for New Products, published and distributed by Perseus Books, Professors Cooper, Edgett, and Kleinschmidt (all of McMaster University) present a rigorous and practical approach to managing a company's product portfolio as you would a financial portfolio - by investing for maximum long-term growth. Numerous mini-cases illuminate key themes. This is a useful book for practitioners and educators alike. Chapter 2, "Three Decades of R&D Portfolio Methods: What Progress?," probes the literature on portfolio management, identifies the main generic types of portfolio management tools proposed in the literature, and defines the requirements for an ideal portfolio management approach. The chapter ends with a look at the three goals in portfolio management.
In the Second Edition of Portfolio Management for New Products, published and distributed by Perseus Books, Professors Cooper, Edgett, and Kleinschmidt (all of McMaster University) present a rigorous and practical approach to managing a company's product portfolio as you would a financial portfolio - by investing for maximum long-term growth. Numerous mini-cases illuminate key themes. This is a useful book for practitioners and educators alike. Chapter 3, "Portfolio Management Methods: Maximizing the Value of the Portfolio," is the first of three chapters that examine the methods that leading corporations employ to manage their new product project portfolios and allocate their R&D resources. Chapter 3 looks at approaches used to maximize the value of a portfolio.
In the Second Edition of Portfolio Management for New Products, published and distributed by Perseus Books, Professors Cooper, Edgett, and Kleinschmidt (all of McMaster University) present a rigorous and practical approach to managing a company's product portfolio as you would a financial portfolio - by investing for maximum long-term growth. Numerous mini-cases illuminate key themes. This is a useful book for practitioners and educators alike. Chapter 5, "Portfolio Management Methods: A Strong Link to Strategy," Used and Performance Results Achieved," is the third of three chapters that examine the methods that leading corporations employ to manage their new product portfolios and allocate their R&D resources. Chapter 5 looks at approaches used to develop a strong link to strategy; topics include: product and technology roadmaps; strategic buckets-a powerful top-down approach; an analysis of bottom-up approaches; and a top-down/bottom-up approach. The authors conclude with a brief discussion on "how much should we spend?"
In the Second Edition of Portfolio Management for New Products, published and distributed by Perseus Books, Professors Cooper, Edgett, and Kleinschmidt (all of McMaster University) present a rigorous and practical approach to managing a company's product portfolio as you would a financial portfolio - by investing for maximum long-term growth. Numerous mini-cases illuminate key themes. This is a useful book for practitioners and educators alike. Chapter 6, "Portfolio Management Methods Used and Performance Results Achieved," lowers the microscope on portfolio performance. The authors reveal the performance results achieved by each portfolio management method and how users rate the various methods.
In the Second Edition of Portfolio Management for New Products, published and distributed by Perseus Books, Professors Cooper, Edgett, and Kleinschmidt (all of McMaster University) present a rigorous and practical approach to managing a company's product portfolio as you would a financial portfolio - by investing for maximum long-term growth. Numerous mini-cases illuminate key themes. This is a useful book for practitioners and educators alike. Chapter 7, "Challenges and Unresolved Issues," examines the pitfalls, hurdles, and concerns that managers are addressing as they attempt to implement portfolio management.
In the Second Edition of Portfolio Management for New Products, published by Perseus Books, Professors Cooper, Edgett, and Kleinschmidt (all of McMaster University) present a rigorous and practical approach to managing a company's product portfolio as you would a financial portfolio - by investing for maximum long-term growth. Numerous mini-cases illuminate key themes. This is a useful book for practitioners and educators alike. In Chapter 8, "Data Integrity: Obtaining Reliable Information," the authors propose methods for improving estimates for such things as market and revenue forecasts, pricing, costing, and probabilities of success.
In the Second Edition of Portfolio Management for New Products, published by Perseus Books, Professors Cooper, Edgett, and Kleinschmidt (all of McMaster University) present a rigorous and practical approach to managing a company's product portfolio as you would a financial portfolio - by investing for maximum long-term growth. Numerous mini-cases illuminate key themes. This is a useful book for practitioners and educators alike. Chapter 9, "Making Strategic Allocations of Resources: Deployment," is the first of two chapters that present in detail the authors' model Portfolio Management Process. Among the topics: resource allocation across units; estimating resource requirements; and tools for dealing with uncertainty, including sensitivity analysis and Monte Carlo simulation.
In the Second Edition of Portfolio Management for New Products, published by Perseus Books, Professors Cooper, Edgett, and Kleinschmidt (all of McMaster University) present a rigorous and practical approach to managing a company's product portfolio as you would a financial portfolio - by investing for maximum long-term growth. Numerous mini-cases illuminate key themes. This is a useful book for practitioners and educators alike. Chapter 10, "Making Strategic Allocations of Resources: Deployment," is the second of two chapters that present in detail the authors' model Portfolio Management Process. The authors consider three drivers: strategy, gating, and portfolio reviews. They also present two alternative approaches to the process, and conclude by explaining an integrated decision system.
In the Second Edition of Portfolio Management for New Products, published by Perseus Books, Professors Cooper, Edgett, and Kleinschmidt (all of McMaster University) present a rigorous and practical approach to managing a company's product portfolio as you would a financial portfolio - by investing for maximum long-term growth. Numerous mini-cases illuminate key themes. This is a useful book for practitioners and educators alike. The last chapter of the book, Chapter 11, "Designing and Implementing the Portfolio Management Process," presents practical ideas for designing and implementing an effective Portfolio Management Process.
On January 11, 2000, AOL and Time Warner announced their intention to merge, creating what AOL CEO Stephen Case and Time Warner CEO Gerald Levin called the 21st century's first fully integrated communications, media, and entertainment company. This case, prepared from public sources, enables in-depth analysis of the value of AOL Time Warner from the viewpoint of executives and analysts before their merger six months later.
Knowledge sharing allows teams and individuals to more quickly develop solutions to difficult problems, reduce costly duplication of effort, and create new, innovative solutions through collaboration. But, as this former George Washington University professor turned academic points out, most knowledge sharing practices neglect the group or individual who will receive and hopes to leverage the knowledge. Written to help the reader empathize with and understand the particular needs of the knowledge sharer, this article suggests what organizations and managers can do to support the particular needs of the other, important component of the knowledge equation, the knowledge receiver. (NOTE: Ms. Dixon's book, Common Knowledge, was chosen as The Globe and Mail's Report on Business's Best Business Book of 2000.)
In August 2001, Credit Suisse First Boston (CSFB), a major international investment bank, was removed from the foreign underwriting team that would handle a pending share offering for China Unicom Group Ltd., the second largest telecommunications company in the Chinese Mainland. Only two months earlier, CSFB was designated to deal with the U.S. portion of that offering. However, after the bank hosted overseas investment "road shows" attended by senior government officials from Taiwan (including the finance minister), it was officially dropped from the China Unicom underwriter list. The incident provoked criticism from governments in the United States and Taiwan and widespread activity in investment banking circles as several other banks dropped plans to host road shows for Taiwan.
Any company can learn to compete more effectively with stronger rivals by mastering the concept of balance in the face of attack. Balance is a judo strategy principle that emphasizes the importance of retaining the initiative and shaping the competition in ways that make it easier to win. Rather than get thrown on the defensive, successful judo strategists learn to engage with powerful opponents by mastering three techniques: grip your opponent, avoid tit-for-tat, and push when pulled. These techniques are illustrated with a variety of examples drawn from both new- and old-economy companies.
With efforts to de-layer organizations and reduce functional boundaries, coordination increasingly occurs through networks of informal relations rather than channels tightly prescribed by formal reporting structures or detailed work processes. However, although organizations are moving to network forms through joint ventures, alliances, and other collaborative relationships, executives generally pay little attention to assessing and supporting informal networks within their own organizations. Social network analysis is a valuable means of facilitating collaboration in strategically important groups such as top leadership networks, strategic business units, new product development teams, communities of practice, joint ventures, and mergers. By making informal networks visible, social network analysis helps managers systematically assess and support strategically important collaboration.
Large international corporations commonly engage in IT outsourcing. However, the process of evaluating, selecting, and subsequently contracting out or selling the organization's IT assets, people, and/or activities to a third-party supplier creates the possibility of a "Winner's Curse." This occurs when the supplier overpromises on what can be delivered for the contract price. This article presents a longitudinal outsourcing case study that explicates the often abstruse Winner's Curse, its effect on post-contract management and the relationship, and how it was alleviated by a mutual renegotiation of the terms of the deal. Building on auction and IT outsourcing theory, the article provides both a model of IT outsourcing processes and a Winner's Curse typology for understanding IT outsourcing ventures. To avoid the experience of relational trauma as a consequence of a Winner's Curse, this article identifies six lessons that client and supplier companies should consider before signing IT outsourcing deals.