| 授業名 | Enterprise Turnaround Strategy |
|---|---|
| Course Title | Enterprise Turnaround Strategy |
| 担当教員 Instructor Name | 植田 統（Osamu Ueda） |
| コード Couse Code | GLP212_G20N |
| 授業形態 Class Type | 講義 Regular course |
| 単位 Credits | 2 |
| 言語 Language | EN |
| 学位 Degree | MBA |
| 開講情報 Terms / Location | 2020 GSM Nagoya Fall |
授業の概要 Course Overview
Misson Statementとの関係性 / Connection to our Mission Statement
授業の目的（意義） / Importance of this course
This course is designed for foreign students who are interested in management of Japanese companies facing turnaround situations. In this course, we analyze various turnaround situations which Japanese major companies faced and overcame in the last 2 decades. Upon completion of this course, students are expected to learn what the turnaround process should be and how it should be implemented in the real business situations. In order to illustrate the difference between Japanese and American companies, we will start with IBM turnaround case and then start looking at Japanese companies' turnaround situations.
到達目標 / Achievement Goal
本授業の該当ラーニングゴール Learning Goals
*本学の教育ミッションを具現化する形で設定されています。
LG1 Critical Thinking
LG2 Diversity Awareness
LG4 Effective Communication
LG6 Innovative Leadership (MBA)
LG2 Diversity Awareness
LG4 Effective Communication
LG6 Innovative Leadership (MBA)
受講後得られる具体的スキルや知識 Learning Outcomes
1. Kotter's 8 step turnaround proceess
2. McKinsey's 7s framework
3. How Japanese companies are managed
4. How different they are from western companies
2. McKinsey's 7s framework
3. How Japanese companies are managed
4. How different they are from western companies
教育手法 Teaching Method
| 教育手法 Teaching Method | % of Course Time | |
|---|---|---|
| インプット型 Traditional | 10 % | |
| 参加者中心型 Participant-Centered Learning | ケースメソッド Case Method | 90 % |
| フィールドメソッド Field Method | 0 % | 合計 Total | 100 % |
事前学修と事後学修の内容、レポート、課題に対するフィードバック方法 Pre- and Post-Course Learning, Report, Feedback methods
Students are expected to study cases and prepare answers to the questions prior to the class. In the class, students are expected to present their answers and adjust their thinking based on the discussion. Students will know if their opinions are appreciated based on the following discussion.
For Case 8, students have to submit a final report to the questions written below. Final report should be written by Word with 11+ character size. It should be submitted at the beginning of Day 4. The answer should be written with clear conclusion and supporting rationale. Maximum number of pages is 6.
For Case 8, students have to submit a final report to the questions written below. Final report should be written by Word with 11+ character size. It should be submitted at the beginning of Day 4. The answer should be written with clear conclusion and supporting rationale. Maximum number of pages is 6.
授業スケジュール Course Schedule
第1日（Day1）
This course will be conducted in 4 days. We will do 2 sessions each day.The class is composed of two parts.
1． Class discussion - Start the class with discussions for the case questions written below. Students named will have a chance to present their thinking/opinions to the class. If you think it is better to have a discussion with other students prior to the class, you should feel free to do so.
2． Group work - In the latter half of each session, I will give one question which is not in this syllabus, to the class. The class will be divided into several groups composed of 3-4 students, which will have 20/30-minute discussion and present their conclusion to the class.
In session 8, students need to prepare final reports and submit them in printed form prior to the opening of session 7. For other classes, students don’t need to submit reports. Students are only expected to analyze cases, prepare answers to case questions, and present them to the class.
Day 1
Session 1
Theme：The most successful turnaround in the business history
Case：IBM Corporate Turnaround
Question
1. Why did Akers think splitting IBM was the only solution for IBM?
2. Why did IBM board select Gerstner as CEO?
3. Why did Gerster make a decision to keep IBM as one entity?
4. Why did Gerstner succeed and Akers fail in turnaround?
5. At the end of the case, Gerstner says that execution is critical. What would you do to achieve this objective?
Session 2
Theme：The most successful turnaround accomplished by a foregn CEO
Case：Nissan Motor Co., Ltd. - 2002
Question
1． How was the Nissan management different in the lost decade from Ghosn’s era? What is the reason why Kume and Tsuji could not turnaround the company?
2． Why did Ghosn decide to set up cross-functional teams to develop NRP? How did Ghosn manage CFT so that they could reach valuable recommendations?
3． What are the expected benefits and risks of Ghosn’s initiatives?
4． What was Ghosn’s leadership style? Why was it accepted by traditional Nissan culture?
●使用するケース
IBM Corporate TurnaroundNissan Motor Co., Ltd. - 2002
第2日（Day2）
Day 2Session 3
Theme：Turnaround with a new product development
Case：Asahi Breweries Ltd.
Question
1． Why did the 1949 breakup of Dai Nippon reduce Asahi’s competitiveness in the market?
2． What are the KSF’s in the beer market? What are the reasons for success of Asahi Super Dry, taste, price, advertising, distribution?
3． What are the reasons why Higuchi could turnaround the business? Was it a pure luck or result of a well thought out strategy?
Session 4
Theme：Transforming a traditional Japanese company
Case：Transforming Matsui Securities
Question
1．What kind of issues, both internal and external, did Matsui face in 1996?
2．How did Michio Matsui segment the market? Which segment did Matsui target at?
3．How did Michio Matsui change the value chain in order to serve the customers in the target segment? Compare value chains of the traditional securities business vs. online securities business.
4．What is the reason why Matsui Securities could achieve the leading market position and sustain it in the internet securities industry?
Theme：Challenge in changing a business model
●使用するケース
Asahi Breweries Ltd.Transforming Matsui Securities
第3日（Day3）
Day 3Session 5
Theme:The difficulty in changing the core business
Case：Fujifilm: a second foundation, Kodak and The Digital Revolution(A)
Question
1. What did Fisher do at Kodak? What would you have done differently?
2. How did Fujifilm transform itself before 2000?
3. What did Komori do after 2000? What would you have done differently?
4. Why did Kodak fail and Fujifilm succeed?
Session 6
Theme: Continuous change without disruption
Case：Transforming Mitsubishi Corp.
Question
1. How do you evaluate the transformation process in Makihara’s and Sasaki’s era? What would you have done differe:ntly?
2. In spite of the efforts made by Makihara and Sasaki, there were four major issues remaining as written on page 10 and 11. What would you have done to resolve these issues?
3. Research how MC has done in resolving the above issues. What is your evaluation?
●使用するケース
Fujifilm: a second foundation, Kodak and The Digital Revolution(A)Transforming Mitsubishi Corp.
第4日（Day4）
Day 4Session 7
Theme: How to cope with the emergency situation
Case: Toyota(A):Hitting the Skids
Questions
1. Why couldn't Toyota respond to 2007 NHTSA investigations? What are the real reasons for Toyota's slow response?
2. What would you have done differently from Akio Toyoda in September 2009, if you had been in his position?
3. Was Toyoda's decision to accept Congress hearing right? What were the pros/cons of the hearing?
4. What else could Toyoda tell Congress that had not already been said? What else could he do to fix the problem?
Session 8
Theme：Survival after a major corporate disaster
Case：Snow Brand Milk Products (A)
Question
1． What do you think are the underlying causes of the two SBM scandals?
2． If you had become the CEO of SBM, what kind of revitalization program would you have implemented? Explain the rationale for each initiative.
3． Based on what you have learned in 8 cases, what do you think is the biggest issue in the transformation process of a Japanese company? How would you overcome that, if you were CEO?
●使用するケース
Toyota(A):Hitting the SkidsSnow Brand Milk Products (A)
成績評価方法 Evaluation Criteria
*成績は下記該当項目を基に決定されます。
*クラス貢献度合計はコールドコールと授業内での挙手発言の合算値です。
*クラス貢献度合計はコールドコールと授業内での挙手発言の合算値です。
| 講師用内規準拠 Method of Assessment | Weights |
|---|---|
| コールドコール Cold Call | 0 % |
| 授業内での挙手発言 Class Contribution | 60 % |
| クラス貢献度合計 Class Contribution Total | 60 % |
| 予習レポート Preparation Report | 0 % |
| 小テスト Quizzes / Tests | 0 % |
| シミュレーション成績 Simulation | 0 % |
| ケース試験 Case Exam | 40 % |
| 最終レポート Final Report | 0 % |
| 期末試験 Final Exam | 0 % |
| 参加者による相互評価 Peer Assessment | 0 % |
| 合計 Total | 100 % |
評価の留意事項 Notes on Evaluation Criteria
Grading is relative to the students in the same class. A:10%, B:30%, C:30%, D:20%, F:10%教科書 Textbook
- John Kotter, Dan Cohen「The Heart of Change: Real-Life Stories of How People Change Their Organizations」Harvard Business Review Press（2012）
参考文献・資料 Additional Readings and Resource
[1] John Kotter, Leading Change, Harvard Business Review Press; First edition (2012/10/23), ISBN： 1422186431
[2] John Kotter, Matsushita Leadership, Free Press, (2010/9/28), ISBN： 068483460X
[3] William G. Ouchi, Theory Z, Addison-Wesley Pub (Sd), First edition (1981/4/1), ISBN-10: 0201055244, ISBN-13: 978-0201055245
[4] Ezra F. Bogel, Japan as number 1, Harpercollins College Div; Reprint(1980/09), ISBN-10: 4805304707, ISBN-13: 978-4805304709
[2] John Kotter, Matsushita Leadership, Free Press, (2010/9/28), ISBN： 068483460X
[3] William G. Ouchi, Theory Z, Addison-Wesley Pub (Sd), First edition (1981/4/1), ISBN-10: 0201055244, ISBN-13: 978-0201055245
[4] Ezra F. Bogel, Japan as number 1, Harpercollins College Div; Reprint(1980/09), ISBN-10: 4805304707, ISBN-13: 978-4805304709
授業調査に対するコメント Comment on Course Evaluation
-
担当教員のプロフィール About the Instructor
東京大学法学部卒、ダートマス大学タックスクールMBA, 成蹊大学法務博士
東京銀行、野村アセットマネジメントの本邦二大金融機関、アメリカの大手コンサルティング会社ブーズ・アレン、アリックスパートナーズに勤務。特に、アリックスパートナーズにおいては、ＪＡＬとライブドアのターンアラウンドに参画。
アメリカの大手データベース会社レクシスネクシス・ジャパンの代表取締役社長として、経営者としての経験も有する。現在は、弁護士として、企業再生案件等に従事。
著書に「企業再生－7つの鉄則」（日本経済新聞出版社）、「４５歳からの会社人生に不安を感じたら読む本」（日本経済新聞出版社）、「４５歳から５億円を稼ぐ勉強法」（CCCメディアハウス）、［捨てる７つの仕事の習慣」（PHP研究所）等１3冊がある。
東京銀行、野村アセットマネジメントの本邦二大金融機関、アメリカの大手コンサルティング会社ブーズ・アレン、アリックスパートナーズに勤務。特に、アリックスパートナーズにおいては、ＪＡＬとライブドアのターンアラウンドに参画。
アメリカの大手データベース会社レクシスネクシス・ジャパンの代表取締役社長として、経営者としての経験も有する。現在は、弁護士として、企業再生案件等に従事。
著書に「企業再生－7つの鉄則」（日本経済新聞出版社）、「４５歳からの会社人生に不安を感じたら読む本」（日本経済新聞出版社）、「４５歳から５億円を稼ぐ勉強法」（CCCメディアハウス）、［捨てる７つの仕事の習慣」（PHP研究所）等１3冊がある。
Professor Osamu Ueda Bachelor of Laws from University of Tokyo, MBA from Amos Tuch School, Dartmouth College, Juris Doctor Seikei University.
Worked for two major Japanese financial institutions, i.e. Bank of Tokyo Mitsubishi and Nomura Group and two major global consulting firms, Booz Allen and Hamilton and Alix Partners. At Alix Partners, personaly participated in the turnaround of JAL and Livedoor, two biggest turnaround cases in the Japanese corporate history. Also has an experience running LexisNexis Japan operations as Managing Director. Currently working as a corporate lawyer. Assumed NUCB professor in 2013. Published 13 books, i.e. "Corporate turnaround - 7 principles" (Nikkei), "45-year-old career crisis" (Nikkei), "High speed work method to achieve maximum output" (Diamond).
Refereed Articles
- (2012) Impact of California slavery act on Japanese companies' supply chain. Business Law Journal 51 B007S02BCA
- (2012) How to cope with FCPA risks in China. Business Law Journal 47 B006L76BMM