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 MBA
Discipline: Innovation
Course Level: Specialized Course
Special Features: Group Work
Required/Elective Course: Elective Course
Number of Credits: 1.5
Report: Day 6
Hours Per Class: 3 hours
Class Capacity: 24 (Part-time MBA)

*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

Click here to see a list of Preliminary Recommended Courses

Theme/Reading Materials

Day 1
Session A
THEME Dealing with a Market that is Expected to Disappear
CASE ・ Fujifilm and the Digital Revolution
・ Kodak and the Digital Revolution (A)
Session B
THEME Dealing 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
THEME Corporate Strategy Restructuring
CASE ・Suruga Bank: Retail Strategy
Session B
THEME Corporate Strategy Restructuring (Continued)
CASE ・Siemens Medical Solutions: Strategic Turnaround

 
Day 3
Session A
THEME Corporate Reorganization Planning
CASE ・ Nissan Motor Co., Ltd. (A)
・ Nissan Motor Co., Ltd.: Cash Flow Statements (Non-consolidated)
Session B
THEME Corporate Reorganization Planning (Continued)
CASE ・ Nissan Motor Co., Ltd. (A)
・ Nissan Motor Co., Ltd. (B)
・ Nissan Motor Co., Ltd. (C) 
 
Day 4
Session A
THEME Strategy for Corporate Reorganization
CASE ・ Gucci Group N.V. (A)
・ Gucci Group N.V. (B) (to be distributed in class)
・ Gucci Group N.V. (C) (to be distributed in class)
Session B
THEME Strategy for Corporate Reorganization (Continued)
CASE ・ Gucci Group N.V. (A)
・ Gucci Group N.V. (B) (to be distributed in class)
・ Gucci Group N.V. (C) (to be distributed in class)
 
Day 5
Session A
THEME Beyond Reorganization
CASE ・Procter & Gamble in the 21st Century (A): Becoming Truly Global
Session B
THEME Beyond Reorganization (Continued)
CASE ・ Procter & Gamble in the 21st Century (A): Becoming Truly Global
 
Day 6
Session A
THEME Reorganization Strategies after Failures and Acquisitions
CASE ・ The Breezbay Hotel Turnaround
・ The Breezbay Hotel Turnaround - Three Months Later (to be distributed in class)
Session B
THEME Reorganization Strategies after Failures and Acquisitions (Continued)
CASE ・ The Breezbay Hotel Turnaround
・ The Breezbay Hotel Turnaround - Three Months Later (to be distributed in class)

Faculty

Yoshiro Ozeki
Innovation
"When you face a corporate decline or even a crisis, how do you respond? How do you develop a strategic plan to mitigate or solve the situation? Your plan may include; what you’d do, in what order you’d execute, what you do not do, and your milestone and timeline among others. Each turnaround situation is unique and you must be able to customize your approach to it. Also please note in the turnaround situation, the time is of essence. This class will help you prepare better when you face the turnaround and must build your strategy fast. If you know beforehand a textbook approach and a checklist, your knowledge will assist you to make a head start."
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
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!

Faculty

Yoshiro Ozeki
Yoshiro Ozeki
Innovation
"When you face a corporate decline or even a crisis, how do you respond? How do you develop a strategic plan to mitigate or solve the situation? Your plan may include; what you’d do, in what order you’d execute, what you do not do, and your milestone and timeline among others. Each turnaround situation is unique and you must be able to customize your approach to it. Also please note in the turnaround situation, the time is of essence. This class will help you prepare better when you face the turnaround and must build your strategy fast. If you know beforehand a textbook approach and a checklist, your knowledge will assist you to make a head start."
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!