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After weeks of reducing SHV and survival strategies our efforts had been rewarded. Our SHV was heading in a positive direction however just as we were starting to pull our heads above water we found our company had been taken over. This week as CEO the problem I faced was how to manage a relationship with our new owners and ensuring the continued improvement in our firm in this new environment.

Firstly the main problem with the takeover was determining how much strategy we should share with our parent company. Our companies were very similar, perhaps too similar and my team had some serious trust issues. It was understandable, the week before with only 9 cents to our name we had spent a lot of extra time working together and we did not want to see this go to waste. Basically as my title suggests we did not want to upset the delicate balance we had found by including another company. To resolve this I went searching for an objective party to give me some advice around takeovers. I spoke to both Smart Sims and Peter. Peter let us know that it would be counterintuitive for our parent company to ruin us and that we now held a lot more power in the situation. However in contrast Smart sims responded that they had seen parent companies ruin their subsidiaries and have seen subsidiaries rebel against the parent company. Managing the relationship I felt was really important and although I tried hard this week to ensure communication with the other team I feel that we could have met more often. This is because a few hours before the roll-over we were hurriedly trying to work out strategies rather than organising it previously. This is something I hope to improve on for next week particularly as we are now part of a mega-firm; a lot more coordination is required.

Having been in survival mode we found at the start of this week that we were a bit lost as to the content of our strategy. So figuring out how to ensure the continued improvement of our firm was difficult. This is because our original strategy had been scrapped in trying to improve our SHV and now that we were profitable we were unsure where we wanted to take our company. This I found was useful for communication with our parent company as we could adjust our strategy in accordance with their own to try and maximise sales in the market. So it was quite useful this week that the readings were around growth strategies. One part that particularly stood out was the idea around reallocation of resources. The goal of this is to target pockets of the market that are at a higher momentum than other areas (Baghai, Smit, & Viguerie, 2009). I feel that I need to work with my group and our parent group to ensure that we are not directly competing against each other and that we are focussing on target markets for the next few roll-overs. I am not sure how well this will work however as our parent company have a number of different bikes in a number of different markets. So our growth strategy needs to focus on quality or quantity depending on the bike and how well we are selling. I found the second reading also rather interesting and thinking about it I feel that my firm has gradually developed a more analytical approach to the program as the weeks moved on and we were trying to reverse the direction of our shareholder value. Looking back at those first few weeks I think we keenly felt the loss of the roll-back feature as it prevented us from continuing our trial and error approach. Only once we began to do really badly did we stop and think more analytically about our results (Davenport, 2006).  I really feel like at the beginning our firm did not have the right focus and was not really looking at a lot of the information provided to us by the simulation to allow for improvement.

 Hopefully now that we have learnt our lesson we will continue to see growth for the last few roll-overs. Our new goal is trying to get back to the starting SHV of $12 if we can manage this, coming back from 0.09 I think it will be an amazing achievement. Just as a final point I found it a bit difficult to see the relevance of the readings for this week and I apologise for their lack of inclusion in this week’s journal, I felt that I had learnt a lot more from the circumstances this week than the theory. However I have tried to include them in as clear a manner as possible.


Baghai, M., Smit, S., & Viguerie, P. (2009). Is Your Growth Strategy Flying Blind? [Article]. Harvard Business Review, 87(5), 86-96.

Davenport, T. H. (2006). Competing on Analytics. [Article]. Harvard Business Review, 84(1), 98-107.



  1. Hey Casey,

    Third time's the charm with giving you feedback on your journals I guess haha

    I didn't identify many issues back in week 4, but the one I did identify was that you seemed to speak about several issues at once rather than really honing in on the meat of one of them. I think you have focused on one problem that you refer back to carefully several times which is great to see, I do think, however, that the scope of this problem was a bit large to fully cover within one journal entry- for instance it encompassed both and overall relationship with your new parent company as well as pulling your own strategy together which is pretty huge. Perhaps just considering these as two problems might have been clearer and allowed you to expand further even though this version is satsifactory.

    I thought I should also remind you in case you weren't sure, that you don't have to refer to this week's readings within the same week's journal. It's a pretty stressful way to do it since your problem is often not even related (as was the case for you this week).

    A couple more things: take care to provide yourself with a clear set of actions to undertake ( as well as a section on what actions are possible before this) so that you can reflect on what you actually did in your next week's journal. Double check that all the Daudelin sections are quite clear- it will lead you towards reaching the higher levels of Bloom's taxonomy which I also think can secure you high marks in the summative journal.

    Sorry that was too long, good luck this week and congratulations on pulling yourself out of the trough: my group isn't quite there yet sadly (sad)

  2. Hi Casey

    I can't seem to find my comment on your week 4 reading reflection so unfortunately I won't be able to see if my comments have made any difference.

    However the points I can note is that it is fantastic to see that across the past few weeks you have stuck to the Daudelin model which has allowed you to maintain structure to your reflections, so well done on that.

    In your week 4 reflection you incorporated the readings thoroughly and demonstrated your understanding of them quite well. I'm glad to see that you didn't "force" the readings into your reflection this week and instead acknowledged that their relevance wasn't applicable. Perhaps for next weeks reflection, if you feel the reading does not apply, to link back to previous weeks readings instead. In your week 4 reflection you also had listed some action steps that you took to advance your knowledge of the simulation - I feel those action steps are missing from this week. 

    Otherwise, I believe you're maintaining a consistent level of  adequacy in your reflections and all the best for next weeks final reflection!! (smile)