October 2008 Archives

"It is exactly in those organizations in which control through the narrowing, trivialization, and decomposition of full participation is most common--in schools and workplaces--that learning is most often an institutional motive and yet, by the argument here, most likely to fail" (Lave, 1991, p. 78).


References

Lave, J. (1991). Situating learning in communities of practice. In L. B. Resnick, J. M. Levine, & S. D. Teasley (Eds.), Perspectives on socially shared cognition (pp. 63-82). Washington, DC: American Psychological Association.

Jim Munroe has produced a very entertaining and helpful guide to time management. I really like it's counter-cultural style. So, if you have time check out his time management for anarchists

In his HBR article What Is Strategy, Porter argues that operational effectiveness does not represent a strategy. In other words, planning to be the most "operationally effective" is not a strategy.

But I wonder how true this is. Having looked at, and worked with, many SME (Small and medium enterprises), they often have low levels of operational effectiveness. However, much of the time it doesn't matter because they are as effective as the firms with whom they compete. Operational effectiveness is a relative term. Providing a firm is similar to its rivals in operational effectiveness, operational effectiveness cannot provide an edge.

In large firms, management has often paid been a lot of attention to operational effectiveness. Consequently, any further improvement is likely to have limited impact; all the firms tend to be very good, so the cost/benefits of becoming more operationally efficient is limited.

However, this isn't the case in SME. Because they are often relatively operationally inefficient (comapred to their larger brethren), there are significant improvements that can be achieved at relatively low cost. Thus, such improvements can be a source of significant "differentiation" for a firm.


References

Porter, M. E. (1996). What is strategy? Harvard Business Review, 74(6), 61-78.

Sometimes it's nice to use a video during a presentation. If you want to use a video in PowerPoint, here are my top-tips.

  • Make sure the file name is short, and keep the file in the same directory as the .ppt file.
  • To put a video on a slide, use "Insert->Movie from file".
  • To get videos from YouTube you can use the web-page from TechCrunch. Save the file as a .flv (you'll convert it in the next step)
  • Use the .wmv format. If you use .avi or .mpg, you often have to choose the "full-screen mode" to playback the video (otherwise, when you play the video you just get a black box where the video should be). If you want to convert the file, Zamzar is pretty good.

It's interesting that I'm increasingly relying on web services, rather than installing applications. Once upon at time, I would have installed an add-on to Firefox to be able to download the video. Then I would have installed a video converter. But not now. It is often quicker, and more reliable to use web services (if you are sure they are clean and not loaded with viruses/spyware/malware).

There is even a nice PDF unlocker service for those times you lose the password to a .pdf file.

A quick guide to the BCG growth-share matrix.

I often find that students understand the concepts behind the BCG growth-share matrix, but don't know what 'numbers' to use when 'drawing' it. So here we are ...

The BCG growth share matrix is a tool for the evaluation of the performance of a company that operates in a number of markets; i.e. it is a way to examine the portfolio of businesses in which the firm operates. I've taken an illustration of the matrix from Hedley's original 1977 paper. The description of stars, question marks, cash cows, and dogs can be found in Hendley's paper.

The BCG growth share matrix

There are a couple of things to note. Firstly, the Y axis is Business Growth Rate. On this access, the dividing line between cash cows and dogs (the bottom half of the matrix) is at 10%. In other words to be a star or a question mark, the business needs to be growing at 10% or more.

The X-axis is the relative competitive position. It is a logarithmic scale, of a firm's relative comparative position, i.e. their relative market share compared to the best competitor (not oneself). Thus, if my company has 20% market share, and my best competitor has 10% market share, then my relative competitive position is 20/10 which is 2. On the other hand, if my company has 20% market share, and my best competitor has 30%, then my relative competitive position is 20/30 or 0.67. On the X-axis, the difference between stars and question marks is that stars have a relative competitive position of more 1.5. However, for cash cows and dogs, the difference is that cash cows have a relative competitive position greater than 1.

Of course, the numbers are only approximate. As Hedley (1977, p.13) says, there is "no 'magic' that transforms a star to a cash cow as it growth declines from 10.5 to 9.5 per cent". Indeed, all the lines are just guides.

Finally, to convey the importance of each business being analysed, Hedley recommends that the size of the circle represents either turnover or the number of employees.


References

Hedley, B. (1977). Strategy and the "business portfolio". Long Range Planning, 10(1), 9-15.

In a recent article Varoufakis (2008, p.1259-1260) says:

To give an example, consider the following simple N-person game known as the Race-to-Zero. N players are asked to write on a piece of paper (in isolation from one another) a real number between 0 and 100 (inclusive). The player whose chosen number is nearest the maximum choice among all players divided by two wins £1m times her choice of number. (Joint winners divide the spoils.) Is there a 'solution' to this game? Is there an equilibrium towards which the players' choices will tend the more rationally they think? What number should one write down? Nash suggests that rational players would immediately decide that it makes no sense to choose a number in excess of 50, thinking that: 'Since the largest number that can be chosen is 100, and I win if my choice is nearest to that maximum choice divided by 2, I should never choose a number above 50.' However, this thought immediately begets another, infinitely longer, thought:

'If I am clever enough to work this out, then the rest will also work this out too. Therefore none will select a number greater than 50, in which case I must not choose any number above 25. But if this is so, will the others not know this to be so too? And if they do, will they not restrict their choices to a maximum of 25? Then I must not go beyond 12.5.'

And so on. Asymptotically, one's optimal choice of number tends to zero just as surely as the proverbial rock rolls down a hill until, asymptotically, it hits rock-bottom. 'Choose zero' is, therefore, the game's equilibrium.

I often have problems following such ad infinitum reasoning. What Varoufakis is saying is that rational thinkers will select zero as the best option. And yet it clearly isn't the best solution.

Firstly, there is no payout at zero, so it makes no sense to choose zero as ones best choice. Why would anyone make a choice where the payout is guaranteed to be zero (and this isn't even a zero sum game). Any number other than zero is a better number (in fact one could argue that one is a where things will come to rest).

Secondly, If I truly believe that everyone else will chose zero then I should choose 100. If everyone else chooses zero, and I choose £100, we are all the same distance from the maximum choice divided by two (0-50-100), so I am a winner (as is everyone else). But my payout is 50 x £1m, and not 50 x £0.

Now, if everyone thinks as I do, and they all pick 100, then we are all winners, albeit that we have to share the money. Of course, if one some 'smart Alec' goes it alone and picks 50 then I am 'stuffed'... and the circle starts again, and I should then pick 50. And if I do, then everyone else. At which point we're back to what Varoufakis says should happen, everyone gravitates to zero.

Except of course the zero choice makes no sense (as there is no pay-off). Consequently, I don't think there is a 'rational' solution. There is no point of equilibrium (Nash or otherwise -- but since I'm not a mathematician, nor a game theorist perhaps I shouldn't be so bold in my assertion).

As an aside, if one is actually the number that the rest of the players choose, then it still makes sense for me to go for 99 . I'll leave it to you, the reader, to figure out where (if at all) is the point of equilibrium exists in this version of the game.

My argument is that there is no logical (aka rational) solution except not to pick zero. More generally I would say that there is no point of equilibrium for all players in this game. Either that, or if the 'rational' thing to do is to go with zero--and that we expect rational behaviour from everyone else--then best thing to do is be 'irrational' and go with 100.

Someone, please point the error in my logic.


References

Varoufakis, Y. (2008). Game Theory: Can it Unify the Social Sciences? Organization Studies, 29(8-9), 1255-1277. doi: 10.1177/0170840608094779.

It seems that the producers of Endnote are suing the producers of Zotero.

On one level, I'm not surprised. Zotero is pretty damn good. For me, it outperforms Endnote in a number of ways, and in the few areas in which it has failings (the Word integration isn't as slick as it could be), I'm sure it will be sorted out over time.

I can imagine that many people do/will find Zotero a better solution than Endnote, and I wouldn't be surprised if the folks at Endnote are frantically trying to replicate (copy) some of the really cool-things from Zotero.

If I was at Thompson-Reuters, I'd certainly be suing GMU, after all, what would I have to lose ...

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