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Please read first and then respond/answer to their questions in a simple paragraph to each
one bellow (separate) #1 through #4
SUBSTANTIVE 1 full paragraph on each of the responses (separately)
• Greet a specific student or a group of fellow students by name.
• Put key concepts in own words and provide unique examples
•Add substantive information, asks meaningful questions to peers and provides substantive
responses
•Draw insightful conclusions that are thoroughly defended Write responses that can be easily understood and are clear and concise
• Clearly identify the source of information and evidence that you do use.
• Include detail from our text and common reading as evidence for what you have to say
(Remember that others will need to draw on our readings, too, so only use just enough
information from our readings to make your point clearly).
#1. Makoto,
An organization that has missed a threat or opportunity in the macro environment is
Blockbuster. They have completely missed the environment around them for being able to rent
movies and video games. They had to close down many stores and try to follow the industry
to catch up (Newman). They also filed for bankruptcy four years ago, losing to companies
like Netflix and Hulu. Today, customers are able to retrieve movies on a much easier scale
through video game and other consoles. Computers are also an easy way to watch television
or movies through Netflix. Blockbuster also failed to collect data on their customers,
hence why they lost so many. Redbox is another competitor that Blockbuster lost to, being
able to rent movies for one day at a time for just over one dollar. Redbox is a vending
machine type product to rent dvd’s from, so it takes away the human need to rent out a
movie. Blockbuster was completely behind the technology curve, not being able to see how
people were going to try to change the way they receive and watch movies for less money.
Netflix saw the potential for customers to be able watch movies off the internet and
provide a selection of different movies.
If I was the CEO of Blockbuster, I would have heavily implemented collecting data to
improve. Being able to see what the customers are interested in and seeing the information
and trends would be the key to success. I would have seen that the online market to watch
movies would be the future, and would have come up with our own movie and video game online
library. Inventory of the online library would also be key to making it successful.
Although the other companies would still be major threats, Blockbuster could have been a
serious competitor if it saw the changes that were happening.
#2. Theresa,
Twenty years ago an employee of the Washington Post Newspaper (Bob Kaiser) sent a memo to
the company’s president (Graham) about digital media. In his memo Kaiser stressed the
importance of newspaper sustainability in regards to technology. Kaiser understood the
direction technology was heading and that newspapers in the future would be electronic.
Graham listened to Kaiser and even allowed employees to work on developing electric news
print. However, Graham wasn’t fully committed to this vision and passed on deals with AOL,
Netscape and Google. (Potts, 2012)
Graham’s lack of response to the macro technological forces ultimately cost him the
newspaper business. Last summer the Washing Post Company sold their four generation
newspaper business to the founder of Amazon. In a statement the company acknowledged that
the physical newspaper business is no longer viable. Although the Washing Post Company is
still a very booming business, they are no longer in the newspaper business. (Washington
Post, 2013)
It appears this company response to the changing market was product balance
diversification. However, one is left wondering what would have happened if this company
had chosen a different strategy and leaped into the electronic news business.
As CEO I would see this miss opportunity as a big miss. The Washing Post was forced out of
the business because they didn’t act on changing forces. I would be concerned if it
happened once it could happen again. The first change I would make is to ensure our
strategic plan was fully aligned with our long term goals. Right now this company is just
buying up companies to diversify themselves. I see this as a risk for they are getting into
businesses that they know nothing about. Short-term strategies that disregard long term
goals can be a recipe for disaster.
#3. Amy,
NASA has a record of both successful projects and failed projects. Discuss when a project
is, at any organization, considered successful and when is it considered a failure? What
are the potential causes of a project’s failure? Give real-world business examples for your
statements.
A project is unique; it is non-routine. Projects have characteristics such as having a
specified period of time for completion, a specific budget, and a unique set of
specifications. In order for a project to be successful, it should remain within budget,
completed on time and within customer specifications. If a project does not meet these than
it may be considered a failure. It is important to note, that while projects are unique, so
are the customers associated with them. For instance, a customer may be more concerned with
completing a project within the specified time frame and less concerned if it goes over
budget. For this project, it would be more important for the project manager/project team
to finish the job on time. Not finishing this project on time would be a greater failure
than not completing it within budget. Therefore, while meeting all three critera are
required for project success, depending on the project certain criteria may be considered
more vital than others.
Project failures occur for numerous reasons. Some projects may be considered a greater risk
than others due to the nature of the project and they are at a greater risk for failure.
Examples of project failures could inlude; unforseen extreme weather conditions moving a
project schedule out past its deadline, poor planning/scheduling which causes excessive
expenses putting a project over budget, or a project being complete that does not meet the
needs/specs of the customer. A real world example that I can recall from my work experience
involves the delay of a projects construction due to the failure to identify
environmentally hazardous substances on the land. The project was delayed pending the
removal of the hazardous substances
#4. Alison,
In my opinion, a project is considered to be a failure when there isn’t anything
salvageable in the results. Just because a test or a project didn’t come back with the
result you were wanting to looking for, it can still be considered a success. Projects fail
all the time. But if you take something from the project to figure out why you didn’t get
the results you want, then the project can’t be a complete failure.
Take the example of curing cancer for example. There has yet to be a cure for cancer,
however there are many projects that have been taking place in hopes to cure it. Just
because no projects have been deemed effective, doesn’t mean none were successful. Of all
the tests, anything that could further get them closer to curing cancer is considered to be
a success in my book. Even if there is one thing in the project that goes correct, that’s
still one less thing they have to correct in the end.
These so called "failure projects" are needed and still on the road to a
successful project. Depending on what the project is, there are many things that could go
wrong to cause a project to fail. You could type a number in wrong, you could have the
wrong chemical, or you could not have the correct equipment. There are many aspects that go
into projects and sometimes there isn’t just one thing that causes it to go wrong. If there
was, it’d be pretty easy to pinpoint that cause and correct it and get a successful project
every time! Not the case in the real world.
According to the article I found (below), there are 4 ways to classify a successful
project. "Successful projects are those that 1) meet business requirements, 2) are
delivered and maintained on schedule, 3) are delivered and maintained within budget, and 4)
deliver the expected business value and return on investment."
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