Wednesday, April 30, 2008

End of the MBA ?

the program has almost ended. we have one more weekend session to go and we're home free. of course this is going to be difficult as its the private equity project and requires a huge write-up. that said, our management simulation ended and the professor sent out some thoughts about running a company. thought i'd share with the readers (???)

Danger of group think – need to think “out of the box” (seek “diversity” – break “Not Invented Here” syndrome) – someone needs to challenge the “status quo” with respect to strategy and tactics

Note the shifting that occurred in your team discussions over time of energies and focus from “us” to “them” and how them affects our in-place strategy (dynamic strategizing)

Power of keyboard control – you need to be concerned and work on sharing the sense of control with co-managers

Importance of recognizing small victories in difficult times (e.g. – getting to positive cash flows from operations, positive operating income, etc)

You don’t have to “kill” the competition – if you do a good job creating and executing a fundamental strategy (with dynamic adjustments), the competition will fall by the wayside (or at least have limited success). Years ago the Boston Consulting Group introduced the notion that only 2-3 firms can compete over the long run in a given market. While the definition of market is crucial to this concept, it is widely believed to be operative. Jack Welch lived by it.

Importance of taking calculated risk – winners take risks – but don’t bet the firm unless there is no viable alternative. If the equity is effectively gone, management might as well make negative expected NPV bets as long as they can get their hands on other people’s money. This is why most loans have restrictive covenants – constraints that keep such agency issues at bay.

You can make good money in mature markets – being new doesn’t always equate to best profit opportunity. One of the best firms was solely in "PROD-X" at the end.

Economies of scale in R&D – getting the most bang (volume) for your buck (spent dollars that produce saleable products in many markets). Especially in Y and Z, which took large R&D investments each year to remain competitive, being able to sell those products in the EAST, WEST and EC spread those R&D costs over greater volume – making it easier to compete on price as well as quality.

Saturday, April 26, 2008

the past week

wow what a week.. between the crisis at work, trip and promo presentation to the partners in boston, catching up with E out there, the return to NYC, boys night out in NYC and finally back into class -- im exhausted.

its sad to know that a lot of people from class will turn into strangers soon, and some will continue to stay close to me. i guess that as i have started to know people better, i've liked them less for their attitudes, behavior and generally lack of any forseeable commonalities in friendship that we may have.

back to boston: nervous as heck while practising my presentation in front of the mirror, but it eventually went well. managed to get some feedback from my mentor and it suggested that things were okay, im happy.. im not the best presenter, but i think the practising helped me this time. it pays to know every slide on your deck!

the evening was equally good, met up with E at the Oak bar inside of the Fairmont Copley and then on to Cleary's for dinner/sandwiches. what a fun evening, even Juan (an old colleague who has since quit the firm) managed to join us for the first part of the evening.

and now.. back in class, its 4.10 pm and im worn out; the team wants to drink tonight but i dont have it in me, im too tired!!!!!