| 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 | GLP223_G24N |
| 授業形態 Class Type | 講義 Regular course |
| 授業形式 Class Format | On Campus |
| 単位 Credits | 2 |
| 言語 Language | EN |
| 科目区分 Course Category | 応用科目200系 / Applied |
| 学位 Degree | MBA |
| 開講情報 Terms / Location | 2024 GSM Nagoya Fall |
授業の概要 Course Overview
Misson Statementとの関係性 / Connection to our Mission Statement
Develop innovative and ethical leaders who understand cross cultural differences.
授業の目的（意義） / Importance of this course
This course is designed for foreign students who want to understand what kind of strategies companies took and how the leaders lead the companies in trouble to turn aroud themselves. We plan to look at 2,5 Japanese cases and 5.5 international cases.
到達目標 / Achievement Goal
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.
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
SDGsとの関連性 Relevance to Sustainable Development Goals
Goal 4 質の高い教育をみんなに（Quality Education）
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 2-3 hours per case and prepare themselves to effectively contribute to the class discussion. Please try to feel as if you are the CEO in the cases.
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 to the Google classroom prior to the beginning of Day 4. Answers should be written with clear conclusion and supporting rationale. Please don't write what is already written in the cases. I am looking for your opinions and understanding of the case. 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 to the Google classroom prior to the beginning of Day 4. Answers should be written with clear conclusion and supporting rationale. Please don't write what is already written in the cases. I am looking for your opinions and understanding of the case. Maximum number of pages is 6.
授業スケジュール Course Schedule
第1日（Day1）
Session 1Case 1：IBM Corporate Turnaround
Questions
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
Case 2：Nissan Motor Co., Ltd. - 2002
Questions
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
Case 1：IBM Corporate TurnaroundCase 2：Nissan Motor Co., Ltd. - 2002
第2日（Day2）
Session 3Case 3-1：Fujifilm: a second foundation
Case 3-2: Kodak and The Digital Revolution(A)
Questions
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?Barbarians at the Gate or Turnaround Gurus? Private Equity and the Rise of the LBO
Questions
To be done
Session 4
Case 4：GAP,Inc., 2019
Questions
1. What kind of strategy did Pressler take? Why did his strategy stop working after 2004?
2. Fischer undid much of Pressler's work in less than a year. Why didn't he wait until Murphy took over?
3. What kind of strategy did Murphy take? Was his strategy working?
4. What is the reason for the split of Old Navy? What kind of impact does it have on the new Gap?
●使用するケース
Case 3: Case 3-1：Fujifilm: a second foundationCase 3-2: Kodak and The Digital Revolution(A)
Case 4：GAP,Inc., 2019
第3日（Day3）
Sesson 5Case 5: Tiger Airways: Incentivising talent through compensation
Questions
1. What were the issues Tiger Airways was facing when Koay assumed CEO?
2. What kind of strategy did Koay dvelop?
3. Why did Koay decide to change the compensation and benefit system? How is this change linked to the strategy?
4. How would you disign the compensation and benefit system and why?
Session 6
Case 6：Transforming Matsui Securities
Questions
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 profitability constantly in spite of the competition?
●使用するケース
Case 5: Tiger Airways: Incentivising talent through compensationCase 6: Transforming Matsui Securities
第4日（Day4）
Session 7Case 7: Bain Capital: Outback Steakhouse
1. Was the Bain Capital's investment strategy well thought out? How would you have done differently?
2. What did they do in the first 15 months? What would you have done differently?
3. What were the issues Bain Capital was facing with regard to its capital structure and covenants?
4. Which option would you take and why?
Session 8
Case 8： Blackstone: Crocs Investment
Questions
1. What are the reasons for the significant share price drop in 2007-2009?
2. What was Blackstone's deal structure? Why did they structure that way?
3. How did Blackstone transform the company? Why didn't they raise the share price?
4. If you had been in Melawani's shoes and you had just received all digital marketing proposal, what would you have thought and what kind of decisions would you have made?
●使用するケース
Case 7：Bain Capital: Outback SteakhouseCase 8：Blackstone: Crocs Investment
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 | 0 % |
| 最終レポート Final Report | 40 % |
| 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
Based on the feedback from last year, I decided to use 4 international cases to fit the needs of international students.
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