Coloplast Case Study Essay

As Dynacorp outgrew its functional structure it began to experience common disadvantages of such organizational types. These disadvantages include unresponsiveness to changes in the market and to customers. Restructuring to Front/Back revealed a structural disadvantage that is identical to the functional structure: poor integration between market needs and technology development. An additional disadvantage incurred due to the restructure was inadequate integration and synergy between the front and back ends.

One frequently asked question in business today that is least answered is, as stated by David Chaudron, PhD (2003), “What can we do to make our business flourish, survive and grow?” With the rapid changes in technology and the rise in the globalization of markets, we must have a game plan in place for adjusting to these changes. It has become increasingly difficult to predict what is going to happen, and there are thousands of obstacles and opportunities along the way. To add to the confusion, there are thousands of products, solutions and methods for dealing with these changes. With many brands, sizes and varieties it is very difficult to choose what is best for your organization. Add to that,

Most markets are highly competitive, even if there are only a few organizations offering the product – the competition is for both initial and repeat sales. And of course, all organizations want their “slice of the pie”. With new adventures, however, come large risks. A successful company knows beforehand any issues that might arise so as to best plan how to deal with

In their case study, Bohmer and Ferlins (2008) presented the transformational change that occurred at Virginia Mason Medical Center (VMMC) since adopting the Toyota Production System (TPS) and tailoring it to create the Virginia Mason Production System (VPMS). The authors followed a structured way of presenting the case by outlining the need for change at VMMC, the strategy that Kaplan followed to transform VMMC, and the results achieved due to this change.

Kudler needs to develop a strategy for the company to keep it sustain profitability. The strategy will establish a profitable position against the five forces listed within Porter’s model. This strategy is important to Kudler to perform activities and services differently from their competitors. This strategy should set Kudler apart from the competition. The Porter’s model suggests the following response strategies to competitive forces: cost leadership, differentiation, focus strategy, growth strategy, alliances strategy, and customer-oriented strategy (Turban, Rainer, & Potter, 2003).

They know that growth is lacking and that in order to survive, DMC must alter course now. Senior leadership needs to determine which market segment to pursue, and how this strategy may or may not affect other areas of the company including, but not limited to: Human Resources, Manufacturing and Distribution. Senior leadership must also be aware that any change in strategy will influence I.T. also. While IT is a broad-minded team willing to offer up technical solutions to advance product development and sales, their budget, as well as other departments has been inhibited over the course of current recession and the inconsistency of returns to the company.

medication within 24 hours were excluded from the study. Patients enrolled in the study were divided

Dynacorp is “an important source of power is match between styles, skills, and capacities and what is required by the context and the formal position” . Due a competitive market the establishment is currently facing emergent challenges, which included loss of leadership, high costs, and changes in the market. More importantly, the CEO is concerned Dynacorp’s archaic functional structure will not sustain nor compete in the current market. However, the CEO’s mandated “front/end” structure became the “root conflict” between the company’s divisions and employees. The internal core issues which plagues the source of power and interests of the company is the integrity and influence of the CEO and the “Research and Advanced Development Group (Engineers

Background: Total knee arthroplasty is associated with moderate to severe postoperative pain and effective analgesia is essential for postoperative recovery and rehabilitation. The challenge of analgesic regimes is to obtain adequate pain relief and maximum muscle control to enable the patient to mobilize and rehabilitate early without troublesome side effects. Local Infiltration Analgesia (LIA) is widely thought to be effective and is frequently applied as part of a multimodal pain strategy due to its simplicity and apparent safety in multiple types of surgery. However, the optimal dose, technique and best composition in perioperative consummated pain medication are not known.

Barney, J. (2004). Firm resources and Sustained Competitive Advantage. Strategy: Process Content Context: an international perspective, de Wit & Meyer , 285-292.

Honicker Corporation is a USA based, successful dashboard manufacturer. It has opportunities for international expansion, but due to the ultraconservative culture it did not happened until they faced a change in management in 2009. Honicker was a rich company, and to expand, they took the short road and acquired four companies around the world: Alpha, Beta, Gamma, and Delta. There were two commonalities among these companies: they serviced mainly in their own geographical area, and senior management knew their geographical culture and hold good reputation with their stakeholders.

Acorn Industries is an example of a company that was experiencing “growing pains”. In order to expand the company from a single product with short term production cycle to diversified products with long production cycles and long-term contracts required careful planning and organizational metamorphism.

Kirkham’s strategy was to integrate the different systems of each division into an “all-inclusive” product and also to involve all the divisions together with regards to product development, instead of letting each division be responsible for just products within that division. Mr. Donaldson chose Kathleen Quinn, Vice-President of R&D, to be responsible for coordinating the development of new products. This proved to be quite a challenging task considering that each managing director (of each division) still retained responsibility for the turnover and profitability of their respective decisions and also for the strategies to achieve the goals of their divisions. In addition, regardless of the trend of their customers in purchasing integrated systems, the majority of each division’s turnover came from the sale of stand-alone products.

Codman & Shurtleff is a subsidiary of Johnson & Johnson which supplied hospitals and surgeons worldwide with over 2,700 products for surgery. Codman is now facing a profit shortfall of two million. A series of actions was decided in order to recover the shortfall, while the decisions made were somehow not aligned with J&J’s group philosophy. Codman managers decided to cut budgets of R&D expenditure which might have negative effects on the long term performance of the firm. The management of Codman ought to choose a better way that has a positive effect on operations in the long run and use a formal process, “stage gate”, in new product development.

1 THE KNOWLEDGE ENVIRONMENT– EXTERNAL CONTEXT ...................................................................... 2 HP’s Markets and Competitors ........................................................................................................... 2 INTERNAL KNOWLEDGE CULTURE AND ORGANISATIONAL STRUCTURE ............................................... 3 HP’s Phased Approach to KM ............................................................................................................. 3 Phase 1: Create the Foundation ..................................................................................................... 3 Phase 2 & 3: Build, Launch and Permeate the Environment .......................................................... 3 Organizational Culture ........................................................................................................................ 4 KNOWLEDGE ROLES ................................................................................................................................ 5 Knowledge Leadership ........................................................................................................................ 5 Knowledge Workers ............................................................................................................................ 6 TECHNOLOGY AND KNOWLEDGE SHARING