案例分析参考答案第7章案例分析UnderwaterChaos1.What’syourreactiontothisstory?Whatdoesitillustrateaboutdecisionmaking?WiththevastsumsofmoneyinvestedintolargeprojectsliketheEurotunnel(approximately￡9.5bn),itamazesobserversthatimportantinformation(i.e.theaffectofthecoldweather)wouldnotbeconsideredbeforehand.However,thissituationisfairlycommoninprojectsthatusegroundbreakingtechnologiesinextremeenvironments.Thesetypesofprojectsoccurunderconditionsofuncertaintyandgreatrisk.Itiscommonfortheseprojectstoexperienceunexpected‘hiccups.’Thebestcasescenariointhesetypesofprojectsistoplanastoavoidlifethreateningcatastrophesandtohavecontingenciesplansincaseofemergencies.2.Howcouldthedecision-makingprocesshavehelpedinboththeresponsetothecrisissituationandinpreventingitfromhappening?Betterplanningisalwayssuggestedafterthefact.Considerationoftheeffectsofextremeweathercouldhavebeenmadepartofthetestingofthetrainandtrackequipmentbeforeitwasputintouse.Whilethesituationwasdeveloping,emergencyplansshouldhavebeeninplacetodealwithapossiblebreakdownandbettercommunicationequipmentmadeavailable.Eurostarshouldhavebeencluedintopossibleproblemswhenotherformsoftransportationbrokedownduringtheextremeweather.ItisimportanttonotethatEurostardidtakethenecessaryactionsaftertheincidenttocorrectcommunicationproblemsandretrofittrainequipment.3.Couldprocedures,policies,andrulesplayanyroleinfuturecrisissituationslikethisone?Ifso,how?Ifnot,whynot?Studentsmaynotbeawarethatmostcompanieshaveplansfordealingwithemergencies.Airlinesareagoodexampleoffirmsthatpracticeriskmanagement.Thesefirmsdevelopcontingencyplansforminorandworsecasescenarios.Employeesaretrainedinhowtohandleemergenciesandbackup/emergencyequipmentisdistributedthroughouttheorganization.However,unexpectedemergenciesarebytheirverynaturedifficulttoplanfor.Itisalmostimpossibletoplanforeveryemergency.Forexample,afterthefirstspaceshuttledisaster,NASAgroundedtheentireprogramandputtogetherasmallarmyofengineersandscientiststomitigaterisktothecrew.Unfortunately,theshuttleprogrambynatureisriskyandagainsufferedthelossofanothershipandcrew.4.Whatcouldotherorganizationslearnfromthisincident?Astheadagegoes,‘accidentshappen.’Learningfrommistakesandtheactionsthatacompanytakesduringaneventlikethisiswhat’simportant.Askstudentsiftheyhaveexperiencedasimilarsituation.Studentsmaybeabletorelatetobeingstuckinaplaneonarunwayorinahotelwhenservicesweredown.Howdidthecompanyrespond?第9章案例分析FadedSignal1.WhatstrategicmistakesdidNokiamakeintheU.S.market?WhileNokiastilldoeswellinothercountries,ithasrecentlystruggledintheUS.Nokia’sbiggestmistakeintheUSwasthatitthoughtitknewbetterwhatthecustomerwantedthanthecustomersthemselves.Seeingthebuzzcreatedbytheiphone,Nokianeglectedthegrowingfondnessforappsandtouchscreensandbelievedthatitsproductsweresuperior.Anothermistakehastodowiththedifferenttechnologiesusedbycellphones(GSMvs.CDMA).NokiawasinitiallyslowtoadapttothetechnologycurrentlyusedbyamajorityofUScellphoneusers.2.Whydoyouthinka“smart”companymakes“dumb”mistakes?Oneoftheparadoxesofbusinessesisthatmanytimestheyarethevictimsoftheirownsuccess.AgoodexampleofthisphenomenonisFord’smodelT.Havingdesignedagreatcar,Forddidn’tseetheneedtoupdatethemodelitbelievedwassuperiortoitscompetitors.WhileFordrestedonhislaurels,othercarmanufacturerswerelisteningtocustomersandprovidingtheoptionsandfeatu...
