Strategic Reorganization

Course Objectives

In this course, students will learn points to examine, analyze, and assess to determine the direction of a corporate reorganization, create a plan, and execute it to turn around a company or a business whose survival is at risk in the short term, or at risk of becoming unprofitable in the medium to long term. This specialized course is in the “innovation” category, and does not focus on a specific field. Students must be able to draw on their previous studies.

The course is centered more around “practical management situations.” In the final class, students will create teams and draft reorganization strategies, developing a team proposal from the standpoint of the manager of an actual troubled company, using the same data as the person initiating reforms at the company. Through this process, students will get a feel for how to develop practical reorganization strategies.

This course is designed for students who: 1) want to innovate the strategies adopted by their companies or divisions and renew their company’s core competence and organizational culture; 2) are interested in reorganizing corporations from the outside through consulting and business restructuring services; or 3) plan to pursue a career path in corporate reorganization.

 

Course Details

Programs: Full-time MBA, Part-time & Online MBA
Discipline: Innovation
Course Level: Specialized Course
Required/Elective Course: Elective Course
Number of Credits: 1.5
Report: Day 6
Hours Per Class: 3 hours
Class Capacity: 35

*Due to the characteristics of the course, application of the substitute class and leave of absence system may be limited.

 

Recommended Preliminary Courses

- Critical Thinking
- Marketing I
- Finance I
- Strategy

 

Theme/Reading Materials

Day 1
Session A
THEMEDealing with a Market that is Expected to Disappear
CASE・ Fujifilm and the Digital Revolution
・ Kodak and the Digital Revolution (A)
Session B
THEMEDealing with a Market that is Expected to Disappear (Continued)
CASE・ Fujifilm and the Digital Revolution
・ Kodak and the Digital Revolution (A)
 
Day 2
Session A
THEMELong-term Revival Strategies
CASE・ GENERAL ELECTRIC IN 2017: NAMING AND CLAIMING THE INDUSTRIAL INTERNET
・ Leading Transformation - How I Remade GE
Session B
THEMELong-term Revival Strategies (Continued)
CASE・ GENERAL ELECTRIC IN 2017: NAMING AND CLAIMING THE INDUSTRIAL INTERNET
・ Leading Transformation - How I Remade GE
 
Day 3
Session A
THEMEIdentifying Business Conditions and Challenges
CASE・ THOMAS COOK GROUP ON THE BRINK (A)
・ THOMAS COOK GROUP ON THE BRINK (B): TRANSFORMATION YEAR 1 RESULTS
・ THOMAS COOK GROUP ON THE BRINK (C): TRANSFORMATION YEAR 2 RESULTS
Session B
THEMEPlanning and Executing a Corporate Revival Strategy
CASE・ THOMAS COOK GROUP ON THE BRINK (A)
・ THOMAS COOK GROUP ON THE BRINK (B): TRANSFORMATION YEAR 1 RESULTS
・ THOMAS COOK GROUP ON THE BRINK (C): TRANSFORMATION YEAR 2 RESULTS
 
Day 4
Session A
THEMERevival Strategies in a Crisis Situation
CASE・ SUNTECH POWER HOLDINGS: HOW TO AVOID BANKRUPTCY
Session B
THEMERevival Strategies from Unexpected Situations
CASE・ The Volkswagen Emissions Scandal
 
Day 5
Session A
THEMERevival Strategy and Response to Scandals
CASE・ MCDONALD’S JAPAN (A): THE SHANGHAI HUSI DEBACLE
・ MCDONALD’S JAPAN (B): A CRISIS OF TRUST
Session B
THEMERevival Strategy and Response to Scandals (Continued)
CASE・ MCDONALD’S JAPAN (A): THE SHANGHAI HUSI DEBACLE
・ MCDONALD’S JAPAN (B): A CRISIS OF TRUST
Day 6
Session A
THEMEOvercoming Repeated Crises
CASE・ Saga-Hirakawaya (A)
・ Saga-Hirakawaya (B)
・ Interview with Hirokazu Hirakawa (Saga-Hirakawaya)
Session B
THEMEOvercoming Repeated Crises (Continued)
CASE・ Saga-Hirakawaya (A)
・ Saga-Hirakawaya (B)
・ Interview with Hirokazu Hirakawa (Saga-Hirakawaya)

Faculty

Philip Jones
Philip Jones
Global/Asia/Japan, Innovation
We all have experiences, perspectives, insights and ideas that are germane to the study of business strategy. While the quality and originality of these ideas often have very little to do with the number of years a person has spent on the job it is by looking at the experiences and insights of those who have gone before us (i.e., the business leaders that you will meet in our case studies) that we gain the means by which to test the viability of these ideas.
Shunichi Shibanuma
Shunichi Shibanuma
Innovation
As globalization and digitalization prevail, the rules of business have drastically changed. While new companies grow, incumbent companies deteriorate and sometimes go bankrupt with little warning.In this kind of environment, businesspersons inevitably need to understand and proactively cope with turbulent situations. On top of gaining management skill, students in my class can expect mindset and behavioral changes that will help them become self-disciplined self-starters.Let's have a fruitful discussion in the class!
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