case interview preparation frameworks

7/27/2019 Case Interview Preparation Frameworks

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World view and my mission

Case Interview Preparation

Frameworks

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Framework

ProfitabilityRevenue

Cost

Price

Quantity

Fixed

Variable

Ohmae

3 Cs

Customer

Competitive

Company

Company

Structure

Strategy

System

Hard

Soft

Staff and Skills

Shared value

Style

Cost

5 forces

PorterCs

Customer

Current Competitive

Suppliers

New entries

Substites


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Framework

ProfitabilityRevenue

Cost

Price

Quantity

Fixed

Variable

Cs

Customer

Competitive

Company

Structure

Strategy

System

Hard

Soft

Staff /Skills

Shared value

Style

Purchase Behavior

Product & service Need

Numbers now

OrganizationLow hierarchy

Differentiation

Operation Excellent

Product differentiator

Niche

High hierarchy

ProcessesBusiness processes

Support processes

Operation Excellent

Product differentiatorIn house

Outsourced

Part in house part outsource

HardNumbers to grow

Soft

OrganizationLow hierarchy

High hierarchy


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Organization

Low hierarchy

High hierarchy

Structure

People

Decision making

Values

Skills

Low hierarchy

Complex

Mission/vision

Mission/vision


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change management- Kotler framewerk

Communicating

the vision

Developing

a vision

Creating the

guiding

coalition

Estabilish a

sence of

urgency

Empowering

broad base

actions

Generating

short tem

wins

Consolidating gains and

producing more change

Anchoring new

approach in the

culture


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teach

this person

coach

this person high

willingness

to

perform

low

removethis person 'father' (discipline)this person

low - -- - - - capability to learn - - - -- -

high

Jeffrey Cole wrote (February 2008): "... In 1987 I saw this[people-performance matrix model] in a USMC leadershiptraining manual from, I believe 1967, which is probably still inthe library either at Camp Kinser, Okinawa Japan, or at the

Combat Service Support Detachment at TakegaharaGarrison (Gotemba prefecture), Japan.

Given that this was in a Government training manual Ibelieve that would indicate that the diagram is probably olderthan the 1970s.

The labels on that diagram did not have cutesy names, itwas simply 'capability to learn' and 'willingness to perform'

and the quadrants reflected low/high for each attribute. Thementoring recommendations based on the diagram wereessentially (for the axes - willingness to perform / capabilityto learn):high/high : coachhigh/low: teachlow/high: father (discipline)

low/low: removeas quickly as possible.(Diagram interpretation based on the above description

provided by J Cole.)


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Leadership Framework

Vision

Communicative and Enlist

Seize authority and take responsibility

Plan and implement

Build succession and continuity

`In spite of` Mind set

Confront complexity and ambiguity Wield charismatic Authority

Inspire

Be principled

Be Rigorous about the Truth of the present

Be reflective, especially about your own nature

Go to the point of No return

Be passionate

Be optimistic

Pursue significance

Short term outlook

Maverick and lack transparency

Follow

Dream

Depend on heroic

`Because of` Mind set

Seek simplicity and coherence only Formal Authority

Motivate

Pragmatic Decision Making

Blind determination

Unaware or denial

Take path of least resistance

complacent

Hold limiting belief

Pursue success only

CoreV

alues

Integrity

Humility

Truth

Passion

Leadership Attribute Non Leadership Attribute


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In today's world, the structure, content, and process of work have changed. Work is now:

more cognitively complex more team-based and collaborative

more dependent on social skills

more dependent on technological competence

more time pressured

more mobile and less dependent on geography.

In today's world, you will also be working for an organization that is likely to be very

different due to competitive pressures and technological breakthroughs. Organizations

today are:

leaner and more agile

more focused on identifying value from the customer perspective

more tuned to dynamic competitive requirements and strategy less hierarchical in structure and decision authority

less likely to provide lifelong careers and job security

continually reorganizing to maintain or gain competitive advantage.


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The 13 aspects of leadersheap

1. Talk Straight

Be honest. Tell the truth. Let people know where you stand. Use simple lan-guage. Call things what they are.

Demonstrate integrity. Dont manipulate people nor distort facts. Dont spin the truth. Dont leave false impressions.

I look for three things in hiring people. The first is personal integrity, the second is intelligence, and the third is a high

energy level. But if you dont have the first, the second two dont matter . Warren Buffett, CEO, Berkshire-Hathaway

"Real integrity is doing the right thing, knowing that nobody's going to know whether you did it or not." Oprah Winfrey

2. Demonstrate ConcernGenuinely care for others. Show you care. Respect the dignity of every per-son and every role. Treat everyone with

respect, especially those who cant do anything for you. Show kindness in the little things. Dont fake caring. Dont

attempt to be efficient with people.

The end result of kindness is that it draws people to you." Anita Roddick, Founder & CEO, The Body Shop

"If people know you care, it brings out the best in them." Richard Branson, Founder, the Virgin Group

3. Create Transparency

Tell the truth in a way people can verify. Get real and genuine. Be open and authentic. Err on the side of disclosure.

Operate on the premise of, What you see is what you get. Dont have hidden agendas. Dont hide information. Trust happens when leaders are transparent." Jack Welch, Former CEO, G.E.

1. Talk straight

2. Demonstrate Concern

3. Create transparency

4. Right Wrongs

5. Show Loyalty

6. Deliver Results

7. Get Better

8. Confront Reality

9. Clarify Expectations

10.Practice Accountability

11.Listen First

12.Keep Commitments

13.Extend Trust


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4. Right Wrongs

Make things right when youre wrong. Apologize quickly. Make restitution where possible. Practice service recoveries.Demonstrate personal humil-ity. Dont cover things up. Dont let personal pride get in the way of doing the right thing.

"What I call Level 5 leaders build enduring greatness through a paradoxical blend of personal humility and professional will."

Jim Collins

Watergate wasnt so much a burglary as it was the failure to recognize mistakes, to take responsibility for them, and to apologize

accordingly." Jon Huntsman, Chairman, Huntsman Corp.

5. Show Loyalty

Give credit to others. Speak about people as if they were present. Represent others who arent there to speak for themselves.

Dont badmouth others be-hind their backs. Dont disclose others private information.

If you want to retain those who are present, be loyal to those who are absent because the key to the many is the one ."

Stephen R. Covey

6. Deliver Results

Establish a track record of results. Get the right things done. Make things happen. Accomplish what youre hired to do. Be on time

and within budget. Dont overpromise and underdeliver. Dont make excuses for not delivering.

"There is no ambiguity around performance at Pepsi, which some people perceive as harsh. I see it as an important and necessarypart of how you operate. You can't create a high trust culture unless people perform." Craig Weatherup, former CEO, PepsiCo

7. Get Better

Continuously improve. Increase your capabilities. Be a constant learner. Develop feedback systems - both formal and informal. Act

upon the feedback you receive. Thank people for feedback. Dont consider yourself above feed-back. Dont assume your

knowledge and skills will be sufficient for tomor-rows challenges.

The illiterate of the 21st century will not be those who cannot read and write but those who cannot learn, unlearn, and relearn."

Alvin Toffler

8. Confront RealityTake issues head on, even the undiscussables.

Address the tough stuff directly. Acknowledge the unsaid. Lead out courageously

in conversation. Dont skirt the real issues. Dont bury your head in the sand. Confront the reality, not the person.

"We strive to tell everyone everything we can. We want a culture with open dialogue and straight answers. In terms of our work

with employees, we have been direct with them even when they don't like the answer. Our goal is not to please everyone but

instead for them to trust that what we tell them is the truth. You can't work the tough issues we face unless everyone, starting with

the senior team, trusts one another." Greg Brenneman, former CEO, Continental Airlines

Leaders need to be more candid with those they purport to lead. Sharing good news is easy. When it comes to the more

troublesome negative news, be candid and take responsibility. Dont withhold unpleasant possibilities and dont pass off bad news

to subordinates to deliver." Jon Huntsman, Chairman, Huntsman Corp

1. Talk straight



4. Right Wrongs

5. Show Loyalty

6. Deliver Results

7. Get Better

8. Confront Reality



11.Listen First

12.Keep Commitments

13.Extend Trust


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Disclose and reveal expectations. Discuss them. Validate them. Renegotiate them if needed and possible. Dont violate expectations.

Dont assume that expectations are clear or shared.

Almost all conflict is a result of violated expectations." Blaine Lee

"An individual without information cannot take responsibility. An individual who is given information cannot help but take

responsibility." Jan Carlzon, former CEO, Scandinavian Airlines

10. Practice AccountabilityHold yourself accountable. Hold others accountable. Take responsibility for results. Be clear on how youll communicate how youre

doing - and how others are doing. Dont avoid or shirk responsibility. Dont blame others or point fingers when things go wrong.

"Remember, when you were made a leader, you weren't given a crown, you were given a responsibility to bring out the best in others.

For that, your people need to trust you." Jack Welch, former CEO, General Electric

11. Listen First

Listen before you speak. Understand. Diagnose. Listen with your ears...and your eyes and heart. Find out what the most important

behaviors are to the people youre working with. Dont assume you know what matters most to others. Dont presume you have all

the answers - or all the ques-tions.

"Nothing beats personal, two-way communication for fostering cooperation and teamwork and for building an attitude of trust andunderstanding among employees." David Packard, Co-Founder, Hewlett Packard

Weve all heard the criticism, He talks too much. When was the last time you heard someone criticized for listening too much?"

Norm Augustine, Former CEO, Lockheed Martin

12. Keep Commitments

Say what youre going to do. Then do what you say youre going to do. Make commitments carefully and keep them at all costs. Keep

commitments the symbol of your honor. Dont break confidences. Dont attempt to PR your way out of a commitment youve

broken.

Trust doesnt mean they tell you everything. It doesnt mean they dont posture. But it means if they say, We will do this, they will

do it. It is credibility. It is integrity." Scott Smith, Publisher, Chicago Tribune

13. Extend Trust

Demonstrate a propensity to trust. Extend trust abundantly to those who have earned your trust. Extend trust conditionally to those

who are earning your trust. Learn how to appropriately extend trust to others based on the situation, risk, and credibility of the

people involved. Dont withhold trust because there is risk involved.

"The chief lesson I have learned in a long life is that the only way to make a man trustworthy is to trust him ." Henry Stimson, U.S.

Statesman

"I have found that by trusting people until they prove themselves unworthy of that trust, a lot more happens." Jim Burke, former CEO,

Johnson & Johnson

1. Talk straight



4. Right Wrongs

5. Show Loyalty

6. Deliver Results

7. Get Better

8. Confront Reality



11.Listen First

12.Keep Commitments

13.Extend Trust


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Key organisational changes

Reduced hierachicalstructuur

Blurred boundaries

To increase respond To decrease innovation cycle

To work more effectively

together

To decrease innovation cycle

Fewer layers (more laterally)

Looser boundaries among

department as well as job

categories

Kind of changes Objective of changes Result of changes

Decentralized decision making Cross unit organizational group

Greater need for task &

knowledge sharing

Need for

Teams as basic

building blocks

To make rapid decision

To reduce inefficiency

To continues improve workprocesses

Team based organizational

structure

Greater need for task &

knowledge sharing

New Management

perspective

To give workers more decisionauthority

To coach the workers to worksocially

Workers commit to

organizational goals and

mission

Managers to become coach

for the workers to work

socially

Continuous change To continue the cycle of

reflection

Metamorphosis )new)

Migration (shift)

Elaboration (a part)

Plan stability period


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Commitment

I want to do it in this new way

Action

I will react to achieve this change

Testing

I will put myself at stake for this change

Positive perception

I see the opportunities in this change

Engagement

I see the implications for me/us

Awareness

I am being told about something

UnderstandingI know why and what will change

Compliance

I want to do it in this new way

Reaction

I will react to this change if I must

Testing

I must absorb this change

Negative perception

I feel threatened by this change


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Three parallel activities need to be

managed and executed:

Manage the strategy planning to deliverthe context and guideline to the

operational and technical work stream

Manage the technical readiness (IT &

technology) work streams to launch the

platform and products

Mange the operation readiness to

prepare/set up or to adjust/change

operations to be ready for the business

launch and deliver services to the

customers through the following

departments: PR, marketing, sales,

customer care, provisioning, billing,incident management

Manage the readiness of support

activities: finance, HR, logistic, internal IT

department activities (IT/technology

future development, small changes

management,

Requirements

Design

Develope

Build

Test

Adjust

Launch

Maintain

OPERATIONAL ASPECTS

TECCHNICAL ASPECTS

ASPECTS

Define SMART

Requirements.

What are the

requirements from

operational aspect of

the organization

toward the technic.


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the integral vision by Ken Wilber

What if I had a comprehensive map of myself and the brave new world I find myself in.

DURING THE LAST 30 YEARS, WE HAVE WITNESSED A HISTORICAL FIRST:

ALL OF THE WORLDS CULTURES ARE NOW AVAILABLE TO US.

KNOWLEDGE ITSELF IS NOW GLOBAL: HE KNOWLEDGE, EXPERIENCE, WISDOM, AND REfl ECTION OF ALLMAJOR HUMAN CIVILIZATIONSPREMODERN, MODERN, AND POSTMODERNARE OPEN TO STUDY BYANYONE.

Now reflect this:

WHAT IF WE TOOK LITERALLY EVERYTHING THAT ALL THE VARIOUS CULTURES HAVE TO TELL US ABOUTHUMAN POTENTIALABOUT SPIRITUAL GROWTH, PSYCHOLOGICAL GROWTH, SOCIAL GROWTHANDPUT IT ALL ON THE TABLE?

WHAT IF WE ATTEMPTED TO FIND THE CRITICALLY ESSENTIAL KEYS TO HUMAN GROWTH, BASED ON THESUM TOTAL OF HUMAN KNOWLEDGE NOW OPEN TO US?

WHAT IF WE ATTEMPTED, BASED ON EXTENSIVE CROSS- CULTURAL STUDY, TO USE ALL OF THE WORLDSGREAT TRADITIONS TO CREATE A COMPOSITE MAP, A COMPREHENSIVE MAP, AN ALL- INCLUSIVE ORINTEGRAL MAP THAT INCLUDED THE BESTELEMENTS FROM ALL OF THEM?

SOUND COMPLICATED and COMPLEX but it is not!

OVER THE LAST SEVERAL DE CADES, THERE HAS INDEED BEEN AN EXTENSIVE SEARCH FOR ACOMPREHENSIVE MAP OF HUMAN POTENTIALS.

THIS MAP USES ALL THE KNOWN SYSTEMS AND MODELS OF HUMAN GROWTHFROM THE ANCIENTSHAMANS AND SAGES TO TODAYS BREAKTHROUGHS IN COGNITIVE SCIENCE AND DISTILLS THEIRMAJOR COMPONENTS INTO 5 SIMPLE FACTORS, FACTORS THAT ARE THE ESSENTIAL ELEMENTS OR KEYSTO UNLOCKING AND FACILITATING HUMAN EVOLUTION.

WELCOME TO THE INTEGRAL APPROACH.


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An Integral or Comprehensive Map

THE INTEGRAL APPROACH HELPS YOU SEE BOTH YOURSELF AND THE WORLD AROUND YOU IN MORE

COMPREHENSIVE AND EFFECTIVE WAYS.

The 5 elements of Integral Approach are: quadrants, levels, lines, states, and types.

All of these elements are, right now, available in your own awareness. They are aspects of your own

experience, contours of your own consciousness, as you can easily verify for yourself as we proceed.

What is the point of using this Integral Map?

FIRST: it ensure that you are utilizing the full resources for any situation and that you touch all the bases.

Result is: with the greater likelihood of success.

SECOND: if you learn to spot these elements in your own awareness the you can more easily appreciate them, exercise

them, use them, etc.

Result: So you will accelerate your own growth and development to higher, wider, deeper ways of being which results

greater excellent achievements in personal and professional life

IOS = Integral Operating System. OS is the infrastructure that allows various software programs to

operate. IOS (the Integral Map), is like running different software in your lifesuch as your business,

work, play, or relationships

>you want the best operating system you can find, and IOS fits that bill. In touching all the bases, it

allows the most effective programs to be used.


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SelfSelf--awarenessawareness

Miss X:Low self Awareness

Team France AM/PC/Legal:Low motivation, angry, self supportive

EmpathyEmpathy Miss X:

Not understanding the team feeling Team France AM/PC/Legal:Common understanding of one

Anothers feeling

SelfSelf--managementmanagement Miss X:

Aggressively approaching people. Team France AM/PC/Legal:

Individual + Team meetings with Miss XDelivery and Performance

SelfSelf--motivationmotivation Team France AM/PC/Legal:

New process implementation to dealwith lack of performance.

Management impact due to lackof reaction from Management Team.

Social skillsSocial skills Miss X:

Outside the Team

Team France AM/PC/Legal:Self supportive

Emotional intelligenceEmotional intelligence

Delay gratificationDelay gratification Miss X:

No vision on rewards andchallenges to reach.

Team France AM/PC/Legal:Busy to create local presence and see

challenges ahead


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Deloittes Culture Assessment Process Tool identifies the desired behavioral orientations, benchmarks the current anddesired states and provides recommendations on how Client can achieve desired outcomes

Assess current and desired behavior & CULTURE

External Focus

Focus on Consumer

Strategic contact

Shared goals & objectives

External competitivness

Result/achievments

Accountability

Independence

Action orientation

Commitmnet to result

Learning/AdaptiveSupport innovation

Encourage learning

Embrace change

Propensity of risk

Releatonship

Opennness & trust

Involvemnet

SuppotivenessColabration

Structure/Consistecy

Protocaol

Conformity

Formalisation

control


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Organisation Change Management

What is organisation change management?

Organisation change management is the day-to-day responsibility of everyonewho is going through the change. VEGAs experience has shown that changecannot be managed as a separate project in isolation from the daily working of

the client organisation it never works. Organisation change is therefore a

combination of many components, selected according to individualorganisational needs, yet placed within a structured framework to ensureconsistency and assurance of results.

How does VEGA approach organisation

change management?

At VEGA, we believe that a successful, sustainable

organisation change management programme,

and one that will create a climate of quality

improvement, must focus on the following threecomponents.

People People are what make change succeed or fail their support and engagement with objectives and methods is a critical part of

planning and execution. People will also be changed in themselves, through skills, attitudes and behaviours.

Process To change what people do, its essential to understanding the present situation, including strengths and weaknesses, as well as

quantify inputs, outputs and outcomes. Only then can a future state be designed and tested for likely performance change, before implementing

and measuring the effects.

Information Information informs decisions, is the currency of business processes, and allows performance to be tracked and improved. It is

also an asset that must be kept secure and managed for future value.

with these elements in mind, VEGAs organisation change framework balances technology implementation with the needs and engagement ofusers and stakeholders. This is because knowledge and skills transfer is fundamental to the development of a sustainable organisation aiming to

deliver high grade performance in its new form. Further to this, supplementary considerations for organisational change are:

Spectrum of seniority ensuring that leadership and contributions across the range of seniority are recognised

Diverse capabilities roles and responsibilities will change and with them the capabilities required, as well as the need for specialist capabilities

in change itself VEGAs approach assures that all these factors are built into the approach

Through-life change management change will be a continuing feature of the organisation; some parts will change faster than others and be

the subject of quick wins, while others will proceed at a different pace. Continuity of change is inevitable, because once the benefits have been

experienced, the appetite moves from single change programmes to a culture of continuous improvement.

Breadth change is much wider than physical or visible change the psychological elements are critical. Therefore, engagement to achieve

positive change is essential, and prompts VEGA to adopt a wholly collaborative approach to such programmes.http://www.vega.co.uk/services/organisation_design/change_management.aspx

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