哈弗商务23.pdfVIP

Lecture Text Professor Tarun Khanna Scope and Global Strategy (edited for clarity) Introduction Good morning. My name is Tarun Khanna, and we’re here to spend a short amount of time talking about global strategy, to build on the rest of the sessions that you folks have had earlier this week, talking about business-unit strategy primarily. Agenda And as a way of starting, what I thought I would do is go over a quick agenda that will take a couple of minutes, connect it to some of the issues that you were addressing earlier in the week, and then jump right into the global strategy part. The idea is that we have spent much of the earlier part of this week talking about the value chain, which is typically a construct that we think about at the level of the individual business unit. And just to remind you, the essence of this approach of thinking about strategy is to break down the individual business unit into the series of activities that typically could be caricatured as thinking about the inbound logistics of the firm, thinking about what happens to the stuff that we bring into the firm, how we transform it through the production process, how we ship it out through this outbound logistics function, how we market it, sell it, and think about the after-sales function. The important thing to remember is that this is all at the level of the individual business unit. But what I want to talk to you about today, and what will follow my session, is trying to understand what happens when you embed the business unit within the broader corporate entity of which the typical business unit is a part. So think about GE Medical, which would be a business unit, albeit a very big one, embedded within a broader corporation, that is the General Electric company, and being part of the General Electric company imposes cert