Learning Journals

Session 9 and session 10 were the last classes that we had for this term so we started the class with the group presentation by Roman and Filippo. Then Chanakan, Awal, Milana and I did the second group presentation. The professor asked and answered many meaningful questions before we move on to the review for the final exam—which is always nice to know what will come out.  Then, we moved on to understandingg the role at which Human Resource Management plays in a companies innovation and the strategy development process. To understand it better, the professor asked us to do a case study about Swisscom and let us try to relate it to the concepts and theories that we have learned so far in class. As the case study was more about the internal discussions and methods of the top management, it was difficult to try and relate it to the theories. I had to do the disruptive innovation process to which I answered:  Swisscom became to innovate while their core business was still strong or at leas

In the beginning of the first session, we started with a review of the previous class and went over the sources of disruption such as regulation, technology, customer and competition. With the current political climate, we can see that there are practical risk with the regulations, there can be a decrease of customers and markets and competitions with new sanctions and less competitions. The patterns of disruption can come from a competitor outpacing a market, new substitutes attracting new competitors, the rules of the games changing, sinking in competitive options, vanishing resources/competitor and market fit, and consolidation of value chains.  In the case of BMW, when tesla was disrupting the electric car industry with its innovative cars and consolidated value chains, BMW were also engaginng in electric mobility but were appraoching these trends carefully as it is one of the many segments they have. They took actions to address the ongoing increase of consolidations along the val