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1.SAP-LAP Analysis
2.Father of SAP-LAP
Sushil is Professor of Strategic, Flexible Systems and Technology Management at the Department of Management Studies, Indian Institute of Technology Delhi. Currently, he is serving as Visiting Professor at The Center for the Development of Technological Leadership, University of Minnesota, Minneapolis, MN, USA. He has twelve books to his credit in the areas of Flexibility, Systems Thinking, and Technology Management. He has over 200 papers in various refereed journals and conferences. He is Editor-in-chief of Global Journal of Flexible Systems Management (giftjourn@l ).
He has pioneered the area of 'Flexible Systems Management' and made original contributions to the field of knowledge in the form of SAP-LAP models and linkages. He has evolved the concept and framework of 'Flowing Stream Strategy' as strategic flexibility to manage continuity and change. He has also provided mantras for continuous organizational vitalization. He has acted as consultant to both governmental and private industrial organizations; a few representative ones areLGElectronics, Rockwell International, Tata Consultancy Services, Tata Infotech Ltd.,CMCLtd., James Martin&Co., Gas Authority of India Ltd. and Sona Koyo Steering Systems. He is the Founder President of the Global Institute of Flexible Systems Management (www.giftsociety.org).
Sushil is Professor of Strategic, Flexible Systems and Technology Management at the Department of Management Studies, Indian Institute of Technology Delhi. Currently, he is serving as Visiting Professor at The Center for the Development of Technological Leadership, University of Minnesota, Minneapolis, MN, USA. He has twelve books to his credit in the areas of Flexibility, Systems Thinking, and Technology Management. He has over 200 papers in various refereed journals and conferences. He is Editor-in-chief of Global Journal of Flexible Systems Management (giftjourn@l ).
He has pioneered the area of 'Flexible Systems Management' and made original contributions to the field of knowledge in the form of SAP-LAP models and linkages. He has evolved the concept and framework of 'Flowing Stream Strategy' as strategic flexibility to manage continuity and change. He has also provided mantras for continuous organizational vitalization. He has acted as consultant to both governmental and private industrial organizations; a few representative ones areLGElectronics, Rockwell International, Tata Consultancy Services, Tata Infotech Ltd.,CMCLtd., James Martin&Co., Gas Authority of India Ltd. and Sona Koyo Steering Systems. He is the Founder President of the Global Institute of Flexible Systems Management (www.giftsociety.org).
3.Introduction
In order to deal with complexity, chaos and contradictions of fast changing business reality, flexibility is becoming a key attribute of the evolving futuristic enterprises.
In order to implement the Flexible Systems Management paradigm, a holistic framework is developed that contains the basic entities in any management context and their associated managerial functions and attributes. Basically
In order to deal with complexity, chaos and contradictions of fast changing business reality, flexibility is becoming a key attribute of the evolving futuristic enterprises.
In order to implement the Flexible Systems Management paradigm, a holistic framework is developed that contains the basic entities in any management context and their associated managerial functions and attributes. Basically
4.Situation
The “situation” is the external and internal environment of the organization and its performance. For example, some representative variables of external situation are competitive potential, economic policy, new technologies, type of supplies, infrastructure, industry performance and so on. Similarly, some important variables of the internal situation are financial performance, market share, corporate image, resources, capabilities and competencies, plant and machinery, core values, and so on.
The “situation” is the external and internal environment of the organization and its performance. For example, some representative variables of external situation are competitive potential, economic policy, new technologies, type of supplies, infrastructure, industry performance and so on. Similarly, some important variables of the internal situation are financial performance, market share, corporate image, resources, capabilities and competencies, plant and machinery, core values, and so on.
5.Actor
The “actor” can be individual managers, or groups, departments or class of actors such as suppliers, competitors, government, consultants, management, employees, etc.
Some important variables in the “actor” domain are motivation, morale, attitude, actor performance, roles, capabilities, world-views, freedom of choice, communication, knowledge, skills and so on.
The “actor” can be individual managers, or groups, departments or class of actors such as suppliers, competitors, government, consultants, management, employees, etc.
Some important variables in the “actor” domain are motivation, morale, attitude, actor performance, roles, capabilities, world-views, freedom of choice, communication, knowledge, skills and so on.
6.Process
The “process” is the overall transformation process that converts a set of inputs into outputs to recreate the situation.
The processes could be of various types, such as, supply chain process, customer interface process, performance management process, technology transfer process, innovation process, investment process, distribution process and so on. Depending upon the situation, one or more processes are to be studied and improved for higher flexibility.
The “process” is the overall transformation process that converts a set of inputs into outputs to recreate the situation.
The processes could be of various types, such as, supply chain process, customer interface process, performance management process, technology transfer process, innovation process, investment process, distribution process and so on. Depending upon the situation, one or more processes are to be studied and improved for higher flexibility.
7.Interfaces: S-A, A-P, P-S
The interface of “actor” and “situation” defines the organizational climate and culture that is important for the evolution of the business processes.
The interface of “actor” and “process” defines the strategy, structure and systems that need to be transformed for organizational change.
The interface of “process” and “situation” defines the contingency to be taken care of (e.g. contingency planning) and adaptation and response of the process to the changing situation.
The interface of “actor” and “situation” defines the organizational climate and culture that is important for the evolution of the business processes.
The interface of “actor” and “process” defines the strategy, structure and systems that need to be transformed for organizational change.
The interface of “process” and “situation” defines the contingency to be taken care of (e.g. contingency planning) and adaptation and response of the process to the changing situation.
8.SAP: Analytical Tool
Situation – Actor – Process are the three basic components that define the dynamic interplay of reality in flexible systems management paradigm. SAP as an analytical tool is capable of capturing multiple perspectives of a given phenomenon in a system dynamics framework.
In plain language, a phenomenon is viewed and analyzed from multiple perspectives and can thus truly incorporate higher level of complexities than a linear view would usually do.
Situation – Actor – Process are the three basic components that define the dynamic interplay of reality in flexible systems management paradigm. SAP as an analytical tool is capable of capturing multiple perspectives of a given phenomenon in a system dynamics framework.
In plain language, a phenomenon is viewed and analyzed from multiple perspectives and can thus truly incorporate higher level of complexities than a linear view would usually do.
9.Synthesis LAP
10.The interplay and synthesis of SAP leads to Learning-Action-Performance (LAP).
We need to learn about the situation, actor and process and bring out key learning issues of interest.
Based on the learning's, the action is to be taken on the fronts of situation, actor or process or the relevant interfaces.
Synthesis succeeds SAP analysis helping us to identify the learning issues. Learning issues emphasis the typicality of the situation as well as some features of its uniqueness. Learning issues also lead to action. While learning issues derived out of a particular case are applicable to similar other cases, this application should be preceded by proper adoption. Learning issues lead to the actions which when taken would lead to improved performance. This should result in positive growth and enhance productivity and profitability
We need to learn about the situation, actor and process and bring out key learning issues of interest.
Based on the learning's, the action is to be taken on the fronts of situation, actor or process or the relevant interfaces.
Synthesis succeeds SAP analysis helping us to identify the learning issues. Learning issues emphasis the typicality of the situation as well as some features of its uniqueness. Learning issues also lead to action. While learning issues derived out of a particular case are applicable to similar other cases, this application should be preceded by proper adoption. Learning issues lead to the actions which when taken would lead to improved performance. This should result in positive growth and enhance productivity and profitability
11.Case Analysis
The SAP-LAP framework is an innovative and holistic framework for case analysis. Based on SAP-LAP framework, following generic steps can be used for analyzing any case.
Understanding Situation: In this step, we bring out key points of the emerging situation of the case in terms of historical perspective, external environment, competition, government policies, market condition, organizational performance and so on.
Major Actors and their Roles: Identification of key actors in the case and their roles, relationships, world views and freedom of choice are to be summarized. Usually, this aspect of case analysis is not well addressed in the traditional case methods.
Evolving Process: In this step, we critically analyze the key process(es) evolving in the case and portray their key issues. The processes could be of any type as discussed previously.
Key Learning Issues: The analysis carried out in SAP framework leads to synthesis in terms of key learning issues for the case.
These can be of two types: (i) generic, and (ii) specific. The generic issues are in terms of lessons learnt from the case that can be generalized by synthesizing the lessons from other cases.
The specific learning issues are linked directly with the case under consideration and are either expressed in terms of the problem areas or in terms of the objectives to be achieved.
Suggested Actions: Based on the specific learning's of the case, alternatives are to be generated and evaluated. Based on this, actions are to be suggested to improve/resolve the case problem.
Expected Performance: Finally, the impact of suggested actions on performance is assessed so as to justify the actions.
The SAP-LAP framework is an innovative and holistic framework for case analysis. Based on SAP-LAP framework, following generic steps can be used for analyzing any case.
Understanding Situation: In this step, we bring out key points of the emerging situation of the case in terms of historical perspective, external environment, competition, government policies, market condition, organizational performance and so on.
Major Actors and their Roles: Identification of key actors in the case and their roles, relationships, world views and freedom of choice are to be summarized. Usually, this aspect of case analysis is not well addressed in the traditional case methods.
Evolving Process: In this step, we critically analyze the key process(es) evolving in the case and portray their key issues. The processes could be of any type as discussed previously.
Key Learning Issues: The analysis carried out in SAP framework leads to synthesis in terms of key learning issues for the case.
These can be of two types: (i) generic, and (ii) specific. The generic issues are in terms of lessons learnt from the case that can be generalized by synthesizing the lessons from other cases.
The specific learning issues are linked directly with the case under consideration and are either expressed in terms of the problem areas or in terms of the objectives to be achieved.
Suggested Actions: Based on the specific learning's of the case, alternatives are to be generated and evaluated. Based on this, actions are to be suggested to improve/resolve the case problem.
Expected Performance: Finally, the impact of suggested actions on performance is assessed so as to justify the actions.
12.Case of ABB India
Developing in-house R&D for technological pioneering. Electrical power generation and distribution technology leader in the making.
Situation
ABB India has very stiff competition from BHEL, KEL, and other foreign multinationals.
Independent Power Plants (IPPs) in India and development of a power generation base have opened up opportunities for ABB India.
The company’s financial health has improved, and hence its R&D budget is also likely to go up.
The firm has a strong technology base and keeps the emphasis on technology in its future planning.
Main Actors
CEO of ABB, as the motivating force behind ABB all over the world.
ABB India’s management as the local policy-makers.
ABB India’s employees as the heart and soul of the company.
Government of India and various state governments in context of IPPs.
Developing in-house R&D for technological pioneering. Electrical power generation and distribution technology leader in the making.
Situation
ABB India has very stiff competition from BHEL, KEL, and other foreign multinationals.
Independent Power Plants (IPPs) in India and development of a power generation base have opened up opportunities for ABB India.
The company’s financial health has improved, and hence its R&D budget is also likely to go up.
The firm has a strong technology base and keeps the emphasis on technology in its future planning.
Main Actors
CEO of ABB, as the motivating force behind ABB all over the world.
ABB India’s management as the local policy-makers.
ABB India’s employees as the heart and soul of the company.
Government of India and various state governments in context of IPPs.
13.Process of Technology Pioneering
Emphasis on technology in business strategy and corporate philosophy.
ABB India managing technology through mergers and acquisitions. It has taken over companies, which were supplying key technology components. The firm is consolidating its technological position in the power industry and emerging as a technology leader in many new areas. If technology development is mapped on a continuum that ranges from in-house R&D to mergers and takeovers, then ABB India’s position falls in the range of 7.5 to 8.0 on a 10-point scale, as shown in Figure.
A deep backward integration has been chosen as a technology strategy.
The local ABB (within a country) enjoys the support of ABB at the global level. It is in a position to offer the best technological solution to a customer, taking into account
Emphasis on technology in business strategy and corporate philosophy.
ABB India managing technology through mergers and acquisitions. It has taken over companies, which were supplying key technology components. The firm is consolidating its technological position in the power industry and emerging as a technology leader in many new areas. If technology development is mapped on a continuum that ranges from in-house R&D to mergers and takeovers, then ABB India’s position falls in the range of 7.5 to 8.0 on a 10-point scale, as shown in Figure.
A deep backward integration has been chosen as a technology strategy.
The local ABB (within a country) enjoys the support of ABB at the global level. It is in a position to offer the best technological solution to a customer, taking into account
14.Learning Issues
Technology Policy
Technology policy is missing. In its absence, the company ends up as a mere manufacturing facility.
Dependence on developed countries continues. Core competencies have not been identified.
Technology Development
Backward integration of high-tech or key component manufacturing by way of takeovers can help in improving technological health of the company.
Innovation Culture
Takeovers of high-tech firms affect the innovation culture adversely, and those firms’ technologists lose creativity.
Technology and Competitive Advantage
The local company draws benefit from the global image of the corporation and also can rely on corporate technological support when needed.
Technology Absorption
The capability to cater to local customers’ needs and innovate on existing technology requires technology absorption to a nearly complete level.
Technology Policy
Technology policy is missing. In its absence, the company ends up as a mere manufacturing facility.
Dependence on developed countries continues. Core competencies have not been identified.
Technology Development
Backward integration of high-tech or key component manufacturing by way of takeovers can help in improving technological health of the company.
Innovation Culture
Takeovers of high-tech firms affect the innovation culture adversely, and those firms’ technologists lose creativity.
Technology and Competitive Advantage
The local company draws benefit from the global image of the corporation and also can rely on corporate technological support when needed.
Technology Absorption
The capability to cater to local customers’ needs and innovate on existing technology requires technology absorption to a nearly complete level.
15.Suggested Actions
Make Technology Management at par with other management functions to be accomplished more professionally by establishing a technology policy.
Develop and deploy a core competence building agenda.
Strengthen implementation of backward integration strategy by acquiring key component
manufacturing firms.
Develop in-house R&D for technology absorption so that further innovations can be made.
Expected Performance
Development of sustainable competitive advantage through core competence building.
Higher customer satisfaction by way of innovation to meet local needs.
Dependence on imported technology will be reduced.
Make Technology Management at par with other management functions to be accomplished more professionally by establishing a technology policy.
Develop and deploy a core competence building agenda.
Strengthen implementation of backward integration strategy by acquiring key component
manufacturing firms.
Develop in-house R&D for technology absorption so that further innovations can be made.
Expected Performance
Development of sustainable competitive advantage through core competence building.
Higher customer satisfaction by way of innovation to meet local needs.
Dependence on imported technology will be reduced.
16.SAP-LAP Analysis
Exposure of high officials to Cyber crimes .
Modernization and beautification of Police Stations.
Availability of ASP in region.
Presence of Champion.
Availability of talent within department.
Desire to change was in the work force.
“ I am different and important “ in young constables.
To match with rest of the Environment and Culture.
Exposure of high officials to Cyber crimes .
Modernization and beautification of Police Stations.
Availability of ASP in region.
Presence of Champion.
Availability of talent within department.
Desire to change was in the work force.
“ I am different and important “ in young constables.
To match with rest of the Environment and Culture.
17.Champions / High Officials.
ICT.
Community.
ASP.
Constables and Head Constables.
Readiness to change .
Self esteem.
ICT.
Community.
ASP.
Constables and Head Constables.
Readiness to change .
Self esteem.
18.Computers were introduced in Police Stations.
Project planning team : ASP and High Police Officials.
User requirement : Knowledge Management.
Pilot phase of project.
Expanded to all PS and containing 31 registers in PCI S/W.
Complete system run by operators , SHO is not required.
New code of conduct to computer operators.
Future : N/W of all Stations and Virtual distributed database.
Project planning team : ASP and High Police Officials.
User requirement : Knowledge Management.
Pilot phase of project.
Expanded to all PS and containing 31 registers in PCI S/W.
Complete system run by operators , SHO is not required.
New code of conduct to computer operators.
Future : N/W of all Stations and Virtual distributed database.
19.Learning
Champion is required.
Find solutions from the resources available .
Synergy ensures success.
User comfort is at priority.
System should be self sustainable.
Champion is required.
Find solutions from the resources available .
Synergy ensures success.
User comfort is at priority.
System should be self sustainable.
20. GPR is demand of time.
Technology should be introduced and supplied at citizen interface .
New policies and implementation should be from top to bottom.
More actions should be taken to integrate backend and front end.
Technological changes are best with young and educated employee , develop this blend.
Modernization : visual or actual.
Replication of project in near districts.
More technical training and involvement of work force in development.
21.Performance
Police department can address upcoming cyber crimes at local level.
IT savvy police force can improve response time.
At strategic level information can be extracted easily.
Inter connected PS reduce the time in data sharing.
On current platform we can build DSS , but the users have to change.
Citizens having hassle free services .
Constables are motivated to adopt new technology and participating actively.
It has changed the image of police personnel
Criminal record search takes too less time.
PS are moving towards paper less offices.
Other departments can integrate to police department through IT .
Technology should be introduced and supplied at citizen interface .
New policies and implementation should be from top to bottom.
More actions should be taken to integrate backend and front end.
Technological changes are best with young and educated employee , develop this blend.
Modernization : visual or actual.
Replication of project in near districts.
More technical training and involvement of work force in development.
21.Performance
Police department can address upcoming cyber crimes at local level.
IT savvy police force can improve response time.
At strategic level information can be extracted easily.
Inter connected PS reduce the time in data sharing.
On current platform we can build DSS , but the users have to change.
Citizens having hassle free services .
Constables are motivated to adopt new technology and participating actively.
It has changed the image of police personnel
Criminal record search takes too less time.
PS are moving towards paper less offices.
Other departments can integrate to police department through IT .
22.Lets rush to Case Study
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