You are on page 1of 3

Course Syllabus BPS 6350 ETM Summer 2006


Monday 6:00pm – 10:00pm SOM Building Room 2.112 Professor Michael D. Oliff 972-883-4118 Office: SOM 1.707 Hours: Before or after class or by appointment Teaching Assistant: Maulik Singhal Course Overview. This course is designed to provide an overview of the key concepts that comprise enterprise transformation. It deals specifically with corporate-wide resource allocation and reallocation – relating and combining corporate strategy, business structure and management systems within a general change-management framework. The roles of leadership, communication, team-building and performance measurement are highlighted as they accelerate and sustain large-scale, complex transformation programs illustrated in 15 global industries. The course includes significant analysis and discussion of 12 business cases, 8 of which are UTD SOM developed and copyrighted during the last 12 months.

The Scope of Enterprise Transformation Management

Organizational & Individual Dominance Strategy Purpose
Customer Value Distinctive Competency Stretch




D iscipline
The Phoenix Performance Group All Rights Reserved

Michael D. Oliff

Course Objectives. The course will provide participants with exposure to and an understanding of: 1. Corporate dominance – the ability to establish and sustain influence in chosen markets – and the enterprise transformation elements (strategy, structure and systems) that produce it.

Professor Michael D. Oliff Wk: 972-883-4118 Cell: 972-998-7536

Course Syllabus BPS 6350 ETM Summer 2006


Course Objectives, continued. 2. The requirements of corporate dominance – creating value with customers, building distinctive competencies and establishing stretch cultures and peak performance. 3. The most common obstacles and opportunities in guiding, accelerating and sustaining corporate transformation – deep, dramatic performance improvement. 4. The relationships between personal development – purpose, focus and discipline – and corporate transformation programs. 5. Successful enterprise transformation initiatives across 15 global industries – including frameworks, tools and techniques employed. 6. The role of leadership, communication and Key Performance Indicators in accelerating and sustaining complex improvement programs. 7. The application and execution of related concepts and approaches in today’s business environment

Course Text/Materials. The 350 pp. Course Pac, containing some 20 cases and articles, is available at On Campus Books and Off Campus Books. Supplemental Reading. This course assumes prior exposure to the basic concepts of strategy, operations, marketing and human resource management. It also requires the analysis of business cases. A number of references are provided to supplement knowledge in these areas.

Course Requirements and Evaluations. A list of assigned readings and cases is provided. Additional materials may be posted electronically or provided in-class. Ontime attendance, advance preparation and constructive participation in class discussions and in team working groups is required. Student evaluation and final grades will be based on: Individual Class Contribution – 25% Take-Home Mid-Term Paper – 20% Final Team Project – 30% Final Exam – In Class - 25% With 25% of your grade related to in-class activity - preparation, attendance and participation are strongly encouraged. Class Guidelines. Be on time for class. Turn cell phones off, respect each other by listening actively. Meetings before and after class are encouraged and I will make appointments at other times based on your needs. It is easiest to contact me outside of class by email ( )

Professor Michael D. Oliff Wk: 972-883-4118 Cell: 972-998-7536

Course Syllabus BPS 6350 ETM Summer 2006


BPS 6350

Session 1 May 15

Introduction and Overview, Dominance or Death, The Transformation of Enterprises, Teams and Individuals The Transformation Journey-A Roadmap Creating Customer Value Final Case Development Creating Customer Value Customer Activity Cycles Final Case Development

Navigating the Enterprise , 1996, MD Oliff No One’s Perfect but a Team Can Be, Belbin Purpose, Focus and Discipline, 1999,MD Oliff (1)Bahlsen GMBH, Transforming The Enterprise in Turbulent Times, UTD, 2004 Creating Value with Customers, 2003, MD Oliff Tin Soldiers..., 1993, S Vandermerve (2)SKF (A), (3)SKF (B), IMD, 1993 S Vandermerve

Session 2 May 22 Session 3 June 5

Session 4 June 12

Strategic Intent - Identifying Future Distinctive Competencies (4)Nokia Mobile Phones, IMD 1992 Strategic Intent – Chosen Markets (5)Wal-Mart – Strategy for the 21st Century Strategic Intent - Validating Distinctive Competency Targets Competency Mapping TAKE-HOME MID-TERM PAPER (6)Bahlsen: Developing Strategic Intent, UTD (7)Bahlsen: – Planning and Organizing for Transformation - IMPETUS, UTD, 04 (8)Nokia–Creating New Markets, UTD, 04

Session 5 June 19

Session 6 June 26

Session 7 July 3

Session 8 July 10 Session 9 July 17 Session 10 July 24 Session 11 July 31

Building Distinctive Competencies – (9)Bahlsen-Building Distinctive Competencies Dynamic Capabilities, High Performance (Demand Chain) Processes - Competency Mapping (10)Bahlsen-Building Distinctive Competencies (Product Innovation), UTD, 2004 Accelerating Change – Business Process Business Process Benchmarking,1996, MD Oliff Benchmarking (11)Bahlsen GMBH., Developing KPI’s to Key Performance Indicators Guide Transformational Change, UTD, 2004 Final Case Development Sustaining Change/Stretch Culture (12)CMB Packaging, IMD, 1992 Employee Value and Human Systems 2020 Framework for Future Dominance Final Case Development eTMM Assessment Framework, 2006 Dynamic Governance/eTMM Assessment Case Presentations Final Exam Presentations

Professor Michael D. Oliff Wk: 972-883-4118 Cell: 972-998-7536