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This weeks readings seem to come at a paramount time; the first actual roll over. Looking back on the first two practice rollovers our team did not actually have a sound business model or a complete strategy to build upon the model. I did understand the importance of looking at the big picture but got caught up in all the little components, tiny decisions that do add up but probably were not of real importance. We were unsure of our overarching strategy and had no idea what anyone else was doing, our competitors. I don¿t know how I cannot get caught up in the small decisions? Perhaps we need to have a meeting where we just go over out strategy. It is important though that we realise the strategy will need to be constantly changed to take into everything else that is occurring in our environment. Although following something through is important as well as not getting to caught up in every decision others could be making, I think it is even more important to not be blind and miss what is going on around us. I always thought that I have understood the big picture as such, but in the group dynamic I am falling into the trap of not looking what are the real key decisions we need to make. This has been concerning for me, especially if this was the real world. I can see when we talk about these small details that it consumes times and there are bigger things we could be discussing. But then I don¿t want to disrupt the team dynamic which is properly not good either that I don¿t want to do this given what we have been told about creating a real team. The Why Business Models Matter (2002) reinforced for me the connection between strategy and the model and I could see where we were falling short. Too many companies get caught up in using just a business model to look at how the business fits together but they forget the strategy element.  Making this top of mind will be important for me and I understand know that we will really need to constantly review and look at this.

To move forward in Mikes Bites we definitely need to figure out our strategy but this is difficult to decide when we don¿t know our competitors, what they are doing and how successful they will be. I suppose this relates to the Blue Ocean strategy raeding (2004) where right now the market place is uncontested. We need to create our own demand and not get too caught up in what our competitors are doing. But in the Charting Your Companies Future (2002) reading the first part of developing the strategic canvas it to compare your business with your competitors. I can see how drawing this canvas will be useful to do after the first few rounds when we know our relative stance. I do question the role of this simulation and its real world application. How can we really create a blue ocean with Mikes Bites? Also if this were real, I think our strategy would be very different. How risky we would be if this kind of money were real, I think would be a totally different story. But without practice and making some mistakes how how will we learn. 

Kim, W. C. & Mauborgne, R. (2004). Blue ocean strategy. Harvard Business Review, 82(10), 75--84

Kim, W. C. & Mauborgne, R. (2002). Charting your company's future. Harvard Business Review, 80(6), 76--83

Magretta, J. (2002). Why business models matter. Harvard Business Review, 80(5), 86--92

2 Comments

  1. Hi Samantha,

    Thank you for the opportunity to review your learning journal. The main thing of which you have demonstrated learning is the realization of team strategy  being the driving force of future decisions. It was great that you reflected on how your team looks at strategy now and  how you could look at it in the future for the rest of your mikesbikes rollovers. 

    You have followed Daudelin's guidelines well - outlining your problem, analyzing it, suggesting why it happened, and offering some potential actions you could do to improve your current situation. When you mentioned that your team should have a meeting based solely on your team's strategy, was a good example of how you demonstrated that. 

    The highest level of Bloom's taxonomy demonstrated in this journal is evaluation. This was done when you said "I always thought that I have understood the big picture as such, but in the group dynamic I am falling into the trap of not looking what are the real key decisions we need to make. This has been concerning for me, especially if this was the real world. I can see when we talk about these small details that it consumes times and there are bigger things we could be discussing."  

    Your learning journal is well organized and easy to read. If there was one room for improvement, I would say to maybe link the evaluations you do with more concrete evidence in what is happening with your Mikes Bikes team outcomes. State improvements, failures, any changes really - it gives you something to look back on and remember for the future journals. 

    Thank you for sharing your work, it has given me great insight on how I can look at making observations in the future, and strengthen my own learning journal. 

    Cheers, 

    Krissy 

  2. Reviewing my own journal has been a useful exercise especially after looking at others. The main thing of which I have demonstrated learning is realising how important strategy is not just the business model. I reflected on how I look at strategy personally, in the context of my group as well as suggesting how I may look at it in the future.

    I have followed Daudelin's guidelines by progressing through the four steps although I could have better used this framework. The highest level of Bloom's taxonomy demonstrated was synthesis. This was done when I said "I always thought that I have understood the big picture as such, but in the group dynamic I am falling into the trap of not looking what are the real key decisions we need to make. This has been concerning for me, especially if this was the real world. I can see when we talk about these small details that it consumes times and there are bigger things we could be discussing."  

    To improve next time I could further analyse the problem and then draw in a more applicable theory before articulating the action part. I also need to start tying the readings together.