PGP 2021-22 Smii Sgunta Set2

The Walt Disney Company and Pixar Inc.
:
To Acquire or Not to Acquire?
Srinivas Gunta
Faculty Member
Strategic Management
Discussion questions
1. Should Disney (a) disengage with Pixar and focus

on internal development; (b) renegotiate the
contract with Pixar; (c) acquire Pixar or (d) look at
other options?
2. Compare & contrast Pixar with Dreamworks.
3. Evaluate the implications of the presence of Steve
Jobs in Pixar on any engagement with Disney.
© Srinivas Gunta PGP 2021-22 Strategic Management II

The deals that Pixar had
• How many deals?

– How many films?
• What is the predominant logic of the deals?

– Does synergy exist?
• 1991 vs. 1997 deals

– No. of pages (Exh. 5 vs. Exh.7)
– Shifting of balance of power (Exh. 6)

When to do what : Pretty neat, eh?
Any issues with the above framework

of Dyer, Kale & Singh?

Pixar vs. Dreamworks
• Dreamworks makes films for adults and the

adult in every child
– What about Disney?
– What about Pixar?
• Is Pixar more a technology story?
– Ideas vs. Execution?
• Is Pixar being taken for a ride?
– Revenue composition (Exh. 3 - TV) & share (Exh. 9)
Update

Update 2
• Should Pixar have gone for a similar deal?

Enter Jobs
• What do you think is the role of Steve Jobs?

– Are all shareholders equal?
– All shareholders are equal but some are more
equal than others!

Planning for resources…
• Partnerships
– Why enter partnerships?
51:49 JV between NHPC and OHPC

Organizational Design and Control
Bartlett, Ghoshal & Birkinshaw, 2003. Developing Coordination and Control:

The Organizational Challenge. Transnational Management: Text, Cases &
Readings in Cross-Border Management, 4th ed. McGraw-Hill: 339 –355
Srinivas Gunta
Faculty Member
International Division
• Until then we had done relatively little to develop foreign markets for
our products. For some years we had retained an export agent in San
Francisco to sell HP products through a network of overseas sales
representatives. This worked reasonably well, but by 1954 it was
apparent that we needed to mount a more aggressive effort. So we
created an export department that dealt directly with the overseas
representatives.
Excerpted from Packard, D. (2006). The HP Way. Collins Business Essentials. pp. 71-72. (First published in 1995)

Product Divisions
• Our rapid growth up to 1956 had brought to light some organizational
weaknesses. And with prospects for continuing growth ahead, I thought
it was time to provide more structure to the company and a better
delineation of goals and responsibilities. By 1957 our product line
included more than three hundred instruments, our annual sales were
approaching $30 million, and we had ninety engineers engaged in
product development.
– It was time to organize these engineers into smaller, more efficient groups,
which we did by forming four product- development groups. Each group
concentrated on a family of related products, and each had a senior
engineering head reporting to Dr. Bernard Oliver.
– One of our new divisions concentrated on frequency counters and related
instruments, another on micro-wave equipment, a third on audio and video
products and fourth on oscilloscopes.
Excerpted from Packard, D. (2006). The HP Way. Collins Business Essentials. pp. 76-77. (First published in 1995)

Why have alternate paths?
• Why is an
international division
preferred initially?
• Who calls shots in
different models?
• Why did “Grid” not
work as prescriptive
model?

Orientations & Approaches
• Headquarters’ orientation
– Ethnocentric
– Polycentric
– Geocentric
• Strategic approach to managing businesses

– Multinational (Early European models)
– International (Early US models)
– Global (Early Japanese models)
Organizing as a Decentralized Federation
• Multinational
• What is achieved?
• What orientation?
• What sort of control?
• What about synergies?

Organizing as a Coordinated Federation
• International
• Who calls the shots?
• What was the relation
Fuji Xerox had with
(Rank) Xerox in the
early 1970’s?

Organizing as a Centralized Hub
• Global
• What does
subsidiary do?
• How does it
compare to
coordinated
federation?

Common pitfall across the models?
• No scope for
interaction
amongst the
subsidiaries

How is this an improvement?
• Multidimensional Perspectives
– Local responsiveness
– Global efficiency
– Best practice transfers
• Distributed, interdependent
capabilities
– Frequency & Content of
interactions goes up
• Flexible integrative process:
Management as orchestrator
– Centralization
– Formalization
– Socialization
Understanding the Being
• Anatomy
– Formal structure and responsibilities
• Physiology
– Interpersonal relationships and processes
• Psychology
– Individual attitudes and mentalities

Transnational: Integrated Network Model
• Anatomy
– Microstructural tools such as
committees
• Physiology
– Formal and informal channels of
communication
• Psychology
– BHAGs
– Formalization
– Actions of senior managers
– Tough to change

Which one makes sense and why?
Anatomy  Physiology  Psychology
OR
Psychology  Physiology  Anatomy

House of Tata:
Acquiring A Global Footprint
Srinivas Gunta
Faculty Member
• Does the Tata group contribute positively in

the internationalization efforts of its group
companies?
– What is the role of Tata group center?
• What do you think should be the guiding
principles in deciding on internationalization
decisions such as the Jaguar and Land Rover
deal?
– Should Tata Motors go for JLR?
Some additional issues
• Is growth important?
• Is globalization necessary?
• How did Tata’s prior international forays fare?

Tatas over the years

Tatas and the group center

From Exhibit 5
1800.0
1600.0
1400.0
1200.0
Tata Motors
1000.0
Indian Hotels
TCS
800.0
Tata Steel
Tata Tea
600.0
Sensex/10
400.0
200.0
0.0
Aug-97
Jan-98
Apr-99
Dec-00
May-01
Mar-02
Aug-02
Jun-98
Jul-00
Oct-01
Jan-03
Apr-04
Dec-05
May-06
Jun-03
Jul-05
Oct-06
Mar-07
Aug-07
Nov-98
Nov-03
Sep-99
Feb-00
Sep-04
Feb-05

Recasting Exhibit 5
450.0
400.0
350.0
300.0
Tata Motors
250.0
Indian Hotels
TCS
200.0
Tata Steel
Tata Tea
150.0
Sensex
100.0
50.0
0.0
Aug-97
Jan-98
Apr-99
Dec-00
May-01
Mar-02
Aug-02
Jun-98
Jul-00
Oct-01
Jan-03
Apr-04
Dec-05
May-06
Jun-03
Jul-05
Oct-06
Mar-07
Aug-07
Nov-98
Nov-03
Sep-99
Feb-00
Sep-04
Feb-05

Tata Sons’ Shareholding Structure (% held)
90
80
70
60
50
40
30
20
10
0
Tata Tata TCS Tata Indian
Motor Steel Tea Hotels
2003-07: Major Tata Co.s’ Performance
Companies Net Total Total Net Income

Income: Assets: Liabilities: Margin:
CAGR CAGR CAGR CAGR
Tata Motors 50.94% 6.97% 25.22% 18.23%
Tata Steel 32.30% 31.19% 29.87% 8%
Tata Tea 39.96% 17.31% 19.2% 30.56%
Indian Hotels 67.52% 11.59% 9.91% 35.58%

Tata Motors vis-à-vis peers: 2007 D/E
180
M&M
160
140
120 Tata
100
80
Ashok
60 Leyland
40 Maruti
20
0
Debt/equity
Tata Steel vis-à-vis peers: 2007 D/E
180
Tata Arcelor Mittal
160
140
120 Nippon
100 SAIL
80
60
40
20
0
© Srinivas Gunta 1st Qtr
PGP 2021-22 Strategic Management II
Tata Tea vis-à-vis peers: 2007 D/E
250 Tata
200
150
HUL
100
Nestle
50
0
Indian Hotels vis-à-vis peers: 2007 D/E
100 Indian Hotels
90 Shangri-La Asia
80
Hongkong & Shanghai
70
60
50
40
30
20
10
0
What are Tatas up to?
• Buy 30% of EBI; sell it the next year

• Management contracts in hotels along with
presence in “Gateway” cities and even think
of acquiring a chain
• Low-end Nano and High-end Jaguar

Strategic Review at Egon Zehnder International
Srinivas Gunta
Faculty Member
Discussion questions for (A)
1. Are professional service firms different from other

commercial firms with respect to strategy
formulation? How?
2. How is EZI different from its competitors? (You may
want to focus on philosophy, compensation and
employee turnover among other things).

How is EZI different?
• Philosophy
– Clients first; Firm second; Professionals third
• Probity: Clients off-limit for 3 yrs.; Employees off-limit
– Fixed fee approach
– One-firm: Firm to not have outsiders on board
• 1978 restructuring: Egon Zehnder takes equal equity stake
• Lockstep system of compensation
– Organic growth & “We don’t buy Rolodexes.”
– Attractive environment and life-long careers
• High entry barriers but No up-or-out
• How easy is it to be EZI?

http://en.wikipedia.org/wiki/File:Rolodex%E2%84%A2_67236_Rotary_Business_Card_File.jpg (Author: Poolcode)

Recasting Exhibit 3
Russell US Russell
Non-US
Reynolds Heidrick
Heidrick Reynolds
15% &
& 15%
Struggles
EZI Struggles
23%
7% 33%
EZI
25%
Spencer
Korn/Ferr
Stuart Korn/Ferr Spencer y
19% y Stuart 20%
26% 17%
Heidrick
Russell
Asia Pacific & Russell
Reynold South America
Heidrick
& Russell Europe Heidrick
Struggle Reynold &
Reynold s Struggle
s s Struggle
s 7% s
18% EZI 15% s
20% 20%
22% 24%
EZI
EZI 27%
22% Korn/Fe
Spencer rry Spencer Korn/Fe Spencer Korn/Fe
Stuart 26% Stuart rry Stuart rry
14% 17% 34% 16%
18%

1. Are professional service firms different from other

commercial firms with respect to strategy
formulation? How?
2. How is EZI different from its competitors? (You may
want to focus on philosophy, compensation and
employee turnover among other things).
3. Was the strategic review at EZI a good idea? What
do you think contributed to the initial hesitation
and opposition to the idea of the review? What
were the implications of the review?
Why Strategic Review?
• Meiland, Chairman & CEO: “Strategy is not relevant

to Professional Service Firms.”
• What factors indicate the need for strategic review?
– US Market
– IPOs
– Internet: Does IT matter?
– Zehnder’s retirement
– Generation gap: Attrition increasing steadily since 1995
• Why the resistance?
– Timeless principles vs. Daily practices; Do you buy it?
Implications of Strategic Review?
• What do you make of the process?
– Top-down or Bottom-up
– Focus: Internal or External?
• A feel-good exercise?
– An outlet for younger people to ask questions
– “Deeply introspective… very small changes… intensely
comforting”
• Any substantial and substantive changes at all?
– To invest in US and grow organically
– Practice vs. Geography
– Better measurement and to continue “Lockstep”
– KM to increase productivity; Internet as a complement
Post-recession impact of Strategic Review?
• Did the Strategic Review help?

– How?
• What are implications of appraisal system?
– Impact on “One-firm”?
• Implications of not closing offices?
– Opening a new office becomes that much more
difficult

How will EZI do?
• “Through his experience of two downturns -

the Asian crisis and the 2002 dotcom bust -
Brien has noted that there is a shift in his
business from external recruitment to
assessment of internal talent in uncertain
times.” Source: http://www.businessworld.in/index.php/Interviews/Value-Based-Leadership.html last accessed Feb 2011
– Implications?

On Divestitures Mankins, Harding & Weddigen 2008 HBR
• Are acquisition and divestiture mirror images?

– Or two sides of a same coin?
• Fit test and the value test
• How do you sell?
– Cash or stock?
– Part or whole?
• Who do you sell to?
– Highest price or strategic buyer?
On Divestitures Moschieri & Mair 2011 HBR
• Divestment vs. Divestiture

– Why the distinction?
• Different types of divestiture

– How does it matter?
– MECE?
– Divestiture of Uber Eats by Uber to Zomato
• 10% stake in Zomato~=$350 mn.; no employees
absorbed

From Strategy to Resource Allocation…
Strategy
Resource Allocation

Who is in control?
• The case of Intel’s exit from Memory business
Organizational Routines
 Ostensive
 Performative
 Work-to-Rule!

Who is in control?
• The General Managers
Gatekeepers!
• Operational Managers
Incentive alignment
• Customers
A reason why integrated steel mills lagged!
• Capital markets
Why did Newell acquire Calphalon &
Rubbermaid?

Mahindra & Mahindra : Creating Scorpio
Source: rjstyles, http://www.flickr.com/photos/rjstyles69/4423727963, via Wikimedia Commons
Srinivas Gunta
Faculty Member
1. How would you rate the forgetting & borrowing

by the New Product Development team at M &
M?
2. How did the product development process for
Scorpio in M & M differ from that of its global
peers?
3. What appears to be the strategy of M & M for
the global automotive industry? How does its
Product Development strategy contribute to its
global strategy?
Forgetting and Borrowing – The Continuum
High
Spin-offs Strategic Experiments
FORGETTING
Innovation within
Low Existing
Business Model
Framework by Govindarajan & Trimble, CMR 2005 Low High
BORROWING

Conventional Process of NPD
• New Product Development aka NPD

– Idea generation: Fuzzy Front-end
– Idea Screening
– Concept Development and Testing
– Business Analysis
– Beta Testing and Market Testing
– Technical Implementation
– Commercialization (often considered post-NPD)
– New Product Pricing
• Concurrent engineering/ Time to market used to
reduce/ eliminate steps
Strategies for NPD: Stage-gate model
• Stages
– Stage 0: Discovery
– Stage 1: Scoping
– Stage 2: Build Business Case
– Stage 3: Development
– Stage 4: Testing & Validation
– Stage 5: Launch
• Gates: Deliverables/ Criteria/ Outputs
– Go/ Kill/ Hold/ Recycle
Supplementary strategies for NPD
• Lean Manufacturing
• Six Sigma
– Quality Function Deployment: Matching “Voice of
Customer” to the “Voice of Engineer” by
exercising control through usage of statistical
techniques (aka Voice of Process).
– FMEA: Failure Mode and Effects Analysis
• Platform engineering
• Standardized product

M&M: Building competence
• 1995-99: Ford Escort

• 2000: Launching Bolero
– ~7800 units in the first year
– ~13000 units in 2004
• Scorpio
– 1997: Idea genesis
– 1998: Clay impressions/ Idea refinement
– 2002 August: Scorpio launched
– 35000 vehicles sold in 18 months
M&M: Building competence?
• Scorpio took close to 6 years

– In US, it takes 2 to 3 years
– In Japan, it takes 12 to 18 months
• Ok, it is more a cost story
– Where did they save? (Exhibit 6)
– Who would you attribute the cost savings to?
• Ok, it is more an organizational story
– 120 people, 19 cross-functional sub-teams
– Entire team reporting to one person
• Company steers away from the conventional

– Testing: Law of diminishing returns
– Specifies temperature drop than no. of air vents
• Ok, it is an inter-organizational story
– Korea’s Samlip for suspension business
– Korea’s Wooshin for body shop
– US’s Lear Corp for total interior work
– Lumax works with Korean rather than Japanese
suppliers

• Ok, it is a good marketing story

– Bolero: Break Free
– Brand identity prism mapped (Exhibit 7)
– Scorpio from Mahindra
– And they hugely underestimated demand
• Well, their strategy is to go global…
– 1600 vehicles in 2004 (181 were Scorpio)
– 16000 vehicles in 2008 (break-up unavailable)

Scorpio: Kuala Lumpur, Malaysia
http://commons.wikimedia.org/wiki/File:Mahindra_Scorpio_(first_generation)_(front),_Kuala_Lumpur.jpg & http://commons.wikimedia.org/wiki/File:Mahindra_Scorpio_(first_generation)_(rear),_Kuala_Lumpur.jpg

Why go global?
• Indian market is booming: 2 lakh cars in ’93

– 10 lakh cars in 2003-04
– 20 lakh+ cars by 2009-10
– 33 lakh+ cars in 2018
• What about M&M?
– Utility vehicles ~ 15% of the market
– M&M has over 50% market share
– Sells ~20,000 passenger vehicles in January
2012; 26,000+ vehicles in January 2013; Jan
2019?
Scorpio Pik Up: Santiago, Chile

What are they up to?
• W-201/ XUV 500

– High-end
– How?: Look at their margins
• What did Scorpio achieve?
– Confidence in the organization
– Car/ utility vehicle distinction removed
– Niche player like Suzuki/ Rover +

McKinsey & Company:
Managing Knowledge and Learning
Srinivas Gunta
Faculty Member
1. Why is Knowledge Management considered to be a

difficult activity?
2. How did McKinsey move from Client Relationship to
Thought Leadership?
3. How does the "One-Firm" culture of McKinsey differ
from that of Egon Zehnder International (EZI)?
– How are professional service firms different from other
commercial firms with respect to KM?

McKinsey’s 7-S Framework
S
• Why did they
S S take so long
in having a
S KM system?
– Mid-wife
S S
paradox

Client Relationship to Thought Leadership
Structure
Self governance in local offices
Strategy Systems
Solutions for top management Performance evaluation on Client
development
Structure
Overlays: Industry sectors,
Competence centers & CSTs
Shared Values
Strategy Systems
Client Service
Specialized Knowledge Firm-wide info. Infra.
Skills Style
Generalist Professionalism Shared Values
Staff Knowledge development

Bright MBAs
7:1 span Skills Style
T-shaped Collaboration
Staff
Experts/Specialists
Why is KM difficult?
• Tacit knowledge
– “We can know more than we can tell” – Polanyi
– Personal, hard to formalize/ communicate and
hence, hard to make it explicit
– Know-how: Procedural knowledge
– Cognitive dimensions – mental models
• What is to be managed in KM?
– Serendipitous quality of innovation
– As much about ideals as ideas

The Knowledge Cycle…
Explore
Exploit

It’s only words…
• Discover-Codify-Disseminate
• Engage-Explore-Apply-Share

Redundancy
• What did Ohmae, Tom Peters, Waterman

do?
• What should Dull do?
• Redundancy is achieved through
– Cross-functional teams, sometimes competitive
– Job rotation
– Free access to company information

Developing Thought Leadership
• Bower’s Foundation
– “One-Firm” Culture
• Daniel’s overlays
– Matrix: Industry sectors/ Competence centers
– T-shaped consultants
• Gluck’s reinforcements
– CST: Client Service Teams; Team-led sectors
– Information infrastructure: FPIS, PDNet, KRD,
Bulletins, Practice Coordinators
Developing Thought Leadership
• Gupta’s initiatives
– Practice Olympics: Front-line
– Special initiatives: Senior partners
– Research centers: Basic research

Where is the emphasis?
• Snowball makers vs. Snowball throwers?

– Why?
• T-shaped vs. I-shaped
– Up-or-Out vs. Grow-or-Go
• Creativity or Discipline?
– MECE?

GE’s Two-Decade Transformation:
Jack Welch’s Leadership
Srinivas Gunta
Faculty Member
Discussion Questions
1. What exactly is the contribution of Jack Welch that

he should be regarded as "Manager of the
Century"?
2. Did Jack Welch change his style of management
with time? Why/ Why not?
3. What did Jack Welch focus on - Competitive
Strategy or Corporate Strategy?

Jack Welch
• Evolution of Jack Welch as the CEO of GE

• Neutron Jack
– Why fire? Why the nick?
– Financial implications?
• Jack turns a new leaf
– Work-outs and town hall meets
– Global: #1 or #2 worldwide: Why not do it in 1981 itself?
• The complete man; The towering leader
– More an exercise in PR?

Jack Welch
• Reg Jones, the predecessor of Jack Welch was

dubbed as the CEO of the decade.
– Jack Welch was named Manager of the century.
• GE grew from $27.24 billion to $129.85 billion in the
20 years that Welch was at helm.
• Employee strength in US fell from 3,02,000 in 1986
to 1,68,000 by 2000.
• MCAP went up from $14 billion to $410 billion
– Stock option recipients go up from 300 to 30,000.

Jack Welch in 1991: 2X2
Values Believes Does not believe
Commitments
Delivers Onward and “Smile up & kick
Upward down”; “they
always deliver”
Does not deliver One more Not a pleasant call
chance but easy

Did Jack’s consistency help?

A closer look at his evolution
• Be #1 or #2: Strategy or slogan?

– Strategy to rationalize diverse portfolio
– “You can’t set an overall theme or a single strategy for a
corporation as broad as GE.”
• Three circles: Strategy or eyewash?
– Helped recognize that some businesses are outside the
ambit
– Resource allocation: Core -> Productivity & quality;
Services -> People & acquisitions; Tech -> R&D
• Why become soft in late ’80’s?
– Only the paranoid survive?
– Only the schizophrenic survive!
Is the software adding value?
• Productivity
– 4% increase between ’88-’92 (double what it
was in the preceding 7 years)
• Increased internationalization
– Decentralization and open culture become vital
• In other words, more entrepreneurial

An even closer look at his evolution
• 1983: “the most profitable, highly diversified

company on earth…” (p.2)
• 1990: “GE as a place… that brings out best in
everybody” (p.7)

Street smart
• Globalization: Buy low, Sell high

• How easy to know 3000/ 500 employees?
• BHAGs
• Services – Servitized products or productized
services?
• Six Sigma – 5,000 blackbelts (85,000
professionals and 300,000+ employees)

Micro or Macro?
• Macro: Sloganeering
• Micro: Specific targets
• Macro and Micro!
• These establish the connect between
business content and organizational context

Corporate Governance
Srinivas Gunta
Faculty Member
Why Corporate Governance?
• What are boards and what do they do?
• Do not seem to make a difference
– Regular meetings attendance
– Equity involvement
– Board skills
– Board member age
– Past CEO’s presence
– Independence
– Size & Committees
• Not Physics
My experience on boards
• Wikimedia India
– Role of founding team: Trusteeship a la Gandhiji
– Ballot: Democracy vs. Wikipedia tenets
• IIMB Management Review
– Who appoints them? Who reappoints them?
– What happens with change in leadership?
• Student Rep., FPM Committee, IIMB
– Are all board members equal?
– What about an exec. director who is not CEO?
Issues to ponder
• Satyam saga
– What did the board try to do?
• Culture of open dissent?
– Possible if members do not know each other?
– Walter Hewlett’s case
• Executive sessions
– Board discusses CEO in his absence; Good idea?
• What should the board do?
– Depth vs. Breadth: Implications for Corp. Strat.?

Managing the Board
• It is the usual practice at each board meeting to have
an organizational unit within HP, such as a product
group, a sales unit, or a corporate department, gives a
presentation about its area of operation.
• This has the advantage of enabling our outside
directors to become more familiar both with the
company…
• …and with many of the people who manage it.
– Eventually, some more of the more senior HP managers
themselves are elected to the board, and it is important
that each director become acquainted with these
managers and their capabilities prior to the election.
Excerpted from Packard, D. (2006). The HP Way. Collins Business Essentials. pp. 162. (First published in 1995)

Galvatrens
• Should Sheila let the ball rolling?

– Role of Board vis-à-vis top management
• Dirty Harry?
– Problem of attitude or skills?
• What about Mike?
– What should the top management do?

Advice…
• Mary Rowe: “…most believe that an organization

can at best prevent overt retaliation by managers.
They do not believe it can prevent covert
retaliation: a weak reference, a so-so performance
review, slashed tires, shunning or even injury by
coworkers, or an apparently legal layoff.”
• Pragmatic path for whistleblowers
– When?
– How?
– Why?
Wrap--Up
Moving Up The Value Chain?
Value Stuck-in-the-middle?
Chain
ROE
Focus Stuck-in-the-middle Generic
Market Share

Arenas
Competitive Strategy does not make sense… Staging Economic

Logic
Vehicles
Differentiators

Ansoff Matrix Concepts of Corporate Strategy
• Portfolio management
• Restructuring
• Transferring skills
• Sharing activities

Salient Take-aways: 1
• Nucor
– Incentive design
• Marvel
– Blue Ocean  Value, Profit & People propositions
• Newell
– Financial & Operating controls
• Xerox & Fuji Xerox
– Acquisitions & Alliances: Different means to same ends?
• Disney – Pixar: To Acquire or Not?
– M & As and Divestitures: Expectations on stability as you grow

• Tatas go global
– Markets & Resources (or Factor markets)
• EZI
– Improvisations: Long March vs. Broad Strokes
• Resource allocation & Strategy interact iteratively
– The essence of corporate strategy
• 7-S model for better future
– Harmony and reinforcement

• Mahindra & Mahindra Scorpio

– Strategy is not always a zero-sum game; Staging
• McKinsey & Co.
– Exploration and Exploitation: Finding the balance
• Jack Welch
– Macro and Micro; Smart and Street-smart
• Fiduciary responsibility: To shareholders & beyond..

Last Class!
Ever heard the saying on

“the βαд thing about жююд things” &
“the жююд thing about βαд things” ?
Surprise Quiz
How do you compress 10+ hours of work to 10 minutes?

The Principle
ROI
Relevance.
Originality.
Impact.
© Srinivas Gunta PGP 2021-22 Strategic Management II Courtesy: Prof. J. Ramachandran, IIMB
Strategy
..Indeed Life
is about making choices
and living the choices you make

Career choices & beyond
• The role of first job
– Positioning
– Next job’s pay
• Reflect!
– How Will You Measure Your Life? (Don’t reserve
your best business thinking for your career); pp. 46-51,
HBR, July-August 2010. By Clayton M. Christensen
• Objective in life?
– To be a better human being
– Chill! Engineer your Happiness Via Scott Adams
https://blog.dilbert.com/2011/03/17/happiness
© Srinivas Gunta
-engineering/ PGP 2021-22 Strategic Management II
Three skills needed!
• Analytical
• Conceptual
• Emotional!

• Sarkar
• Darna Zaroori Hai
• Nishabd
• RGV ki Aag
• Sarkar Raj
• Rann
• Department
1986 • Sarkar 3
13 July 2002, Natwest Trophy Final

Thank You!!

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The Walt Disney Company and Pixar Inc.

1. Should Disney (a) disengage with Pixar and focus

© Srinivas Gunta PGP 2021-22 Strategic Management II

• How many deals?

• What is the predominant logic of the deals?

• 1991 vs. 1997 deals

© Srinivas Gunta PGP 2021-22 Strategic Management II

Any issues with the above framework

© Srinivas Gunta PGP 2021-22 Strategic Management II

• Dreamworks makes films for adults and the

© Srinivas Gunta PGP 2021-22 Strategic Management II

• Should Pixar have gone for a similar deal?

© Srinivas Gunta PGP 2021-22 Strategic Management II

• What do you think is the role of Steve Jobs?

© Srinivas Gunta PGP 2021-22 Strategic Management II

51:49 JV between NHPC and OHPC

© Srinivas Gunta PGP 2021-22 Strategic Management II

Bartlett, Ghoshal & Birkinshaw, 2003. Developing Coordination and Control:

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© Srinivas Gunta PGP 2021-22 Strategic Management II

© Srinivas Gunta PGP 2021-22 Strategic Management II

• Strategic approach to managing businesses

© Srinivas Gunta PGP 2021-22 Strategic Management II

© Srinivas Gunta PGP 2021-22 Strategic Management II

© Srinivas Gunta PGP 2021-22 Strategic Management II

© Srinivas Gunta PGP 2021-22 Strategic Management II

© Srinivas Gunta PGP 2021-22 Strategic Management II

© Srinivas Gunta PGP 2021-22 Strategic Management II

Anatomy  Physiology  Psychology

Psychology  Physiology  Anatomy

© Srinivas Gunta PGP 2021-22 Strategic Management II

• Does the Tata group contribute positively in

© Srinivas Gunta PGP 2021-22 Strategic Management II

© Srinivas Gunta PGP 2021-22 Strategic Management II

© Srinivas Gunta PGP 2021-22 Strategic Management II

© Srinivas Gunta PGP 2021-22 Strategic Management II

© Srinivas Gunta PGP 2021-22 Strategic Management II

Companies Net Total Total Net Income

Tata Steel 32.30% 31.19% 29.87% 8%

Tata Tea 39.96% 17.31% 19.2% 30.56%

Indian Hotels 67.52% 11.59% 9.91% 35.58%

© Srinivas Gunta PGP 2021-22 Strategic Management II

• Buy 30% of EBI; sell it the next year

© Srinivas Gunta PGP 2021-22 Strategic Management II

1. Are professional service firms different from other

© Srinivas Gunta PGP 2021-22 Strategic Management II

• How easy is it to be EZI?

© Srinivas Gunta PGP 2021-22 Strategic Management II

© Srinivas Gunta PGP 2021-22 Strategic Management II

1. Are professional service firms different from other

• Meiland, Chairman & CEO: “Strategy is not relevant

• Did the Strategic Review help?

© Srinivas Gunta PGP 2021-22 Strategic Management II

• “Through his experience of two downturns -

© Srinivas Gunta PGP 2021-22 Strategic Management II

• Are acquisition and divestiture mirror images?

• Divestment vs. Divestiture

• Different types of divestiture

© Srinivas Gunta PGP 2021-22 Strategic Management II

© Srinivas Gunta PGP 2021-22 Strategic Management II

© Srinivas Gunta PGP 2021-22 Strategic Management II

© Srinivas Gunta PGP 2021-22 Strategic Management II

Source: rjstyles, http://www.flickr.com/photos/rjstyles69/4423727963, via Wikimedia Commons