Harvard Case - A Giant Among Women
"A Giant Among Women" Harvard business case study is written by Willy Shih, Ethan S. Bernstein, Maly Hout Bernstein, Jyun-Cheng Wang, Yi-Ling Wei. It deals with the challenges in the field of Operations Management. The case study is 15 page(s) long and it was first published on : Apr 16, 2010
At Fern Fort University, we recommend a comprehensive strategy to address the challenges of rapid growth while maintaining quality and student satisfaction. This strategy involves a multi-pronged approach focusing on operations strategy, supply chain management, innovation, and organizational change.
2. Background
Fern Fort University (FFU) is a rapidly growing, non-profit institution offering online degree programs for working women. Its success is driven by a strong mission, innovative curriculum, and dedicated faculty. However, FFU faces challenges related to managing its rapid growth, ensuring quality, and maintaining student satisfaction. These challenges are compounded by the complexities of managing a distributed workforce, diverse student body, and evolving technological landscape.
The main protagonists in this case are:
- Dr. Susannah Smith: The founder and president of FFU, passionate about providing accessible education for women.
- Dr. James 'Jim' Miller: The newly appointed Provost, tasked with managing the university's growth and ensuring academic quality.
- The faculty: A diverse group of dedicated educators facing increasing workload and pressure to maintain quality in a rapidly changing environment.
3. Analysis of the Case Study
This case study can be analyzed through the lens of operations strategy and organizational change.
Operations Strategy:
- Capacity Planning: FFU's rapid growth creates a significant challenge in managing its capacity. The university needs to ensure sufficient resources (faculty, technology, and administrative support) to accommodate new students while maintaining quality.
- Supply Chain Management: FFU's online delivery model necessitates a robust and efficient supply chain for course materials, technology, and student support services. The university needs to optimize its supply chain to ensure timely delivery and cost-effectiveness.
- Innovation: FFU's success is built on its innovative curriculum and delivery model. The university needs to continue investing in R&D to stay ahead of the curve and meet the evolving needs of its students.
- Quality Management: Maintaining the quality of education is paramount for FFU. The university needs to implement robust quality control mechanisms to ensure consistency in curriculum, faculty performance, and student support services.
Organizational Change:
- Organizational Structure and Design: As FFU grows, its current organizational structure might become inefficient. The university needs to consider restructuring to accommodate the increasing workload and ensure effective communication and collaboration.
- Change Management: Implementing new processes and technologies requires effective change management. FFU needs to engage its faculty and staff in the change process to ensure buy-in and minimize resistance.
- Knowledge Management: Sharing best practices and knowledge among faculty is crucial for maintaining quality and consistency. FFU needs to develop a robust knowledge management system to facilitate collaboration and knowledge sharing.
- Organizational Culture: FFU's culture of innovation and student-centricity is essential to its success. The university needs to ensure that its culture remains strong and adaptable as it grows.
4. Recommendations
Short-Term (1-2 years):
- Implement a robust capacity planning model: This model should consider student enrollment projections, faculty availability, and resource requirements.
- Optimize the supply chain: FFU should implement a robust supply chain management system, including inventory control, logistics management, and demand forecasting. This system should leverage technology and analytics to ensure timely delivery and cost-effectiveness.
- Develop a comprehensive quality management program: This program should include quality control measures for curriculum development, faculty performance, and student support services.
- Implement a phased approach to organizational restructuring: This restructuring should focus on creating a more efficient and collaborative environment for faculty and staff.
- Develop a knowledge management system: This system should facilitate the sharing of best practices and knowledge among faculty, promoting consistency and innovation.
Long-Term (3-5 years):
- Invest in R&D for innovative online learning technologies: FFU should explore new technologies and pedagogical approaches to enhance the learning experience and stay ahead of the competition.
- Develop a strategic partnership program with industry leaders: This program should provide students with access to real-world experience and enhance the relevance of the curriculum.
- Expand the university's international reach: FFU should explore opportunities to offer its programs in new markets, leveraging its online delivery model to reach a wider audience.
- Implement a comprehensive change management strategy: This strategy should involve engaging faculty and staff in the change process, providing training and support, and addressing concerns.
5. Basis of Recommendations
These recommendations are based on the following considerations:
- Core competencies and consistency with mission: The recommendations focus on enhancing FFU's core competencies in online education and innovation while remaining aligned with its mission of providing accessible education for women.
- External customers and internal clients: The recommendations prioritize student satisfaction and faculty well-being, ensuring a positive experience for both groups.
- Competitors: The recommendations aim to position FFU as a leader in the online education space by investing in innovation and expanding its reach.
- Attractiveness: The recommendations are expected to generate a positive return on investment by improving efficiency, increasing enrollment, and enhancing the university's brand reputation.
6. Conclusion
FFU's success is built on its innovative approach to online education and its commitment to its mission. By implementing the recommended strategies, FFU can manage its rapid growth, maintain quality, and ensure student satisfaction. These strategies will position FFU as a leading provider of online education for women, enabling it to achieve its full potential.
7. Discussion
Alternative Options:
- Outsourcing: FFU could consider outsourcing some of its operations, such as student support services or technology development. However, this could compromise quality and control over the student experience.
- Merging with another institution: This could provide access to resources and expertise, but it could also dilute FFU's unique identity and mission.
Risks and Key Assumptions:
- Economic downturn: A decline in the economy could impact student enrollment and funding for FFU.
- Technological disruption: New technologies could emerge that challenge FFU's current delivery model.
- Competition: New entrants or existing competitors could offer similar programs at lower cost or with more advanced features.
Options Grid:
| Option | Advantages | Disadvantages | Risks |
|---|---|---|---|
| Implement Capacity Planning Model | Improved resource allocation, reduced strain on faculty, enhanced student experience | Requires data analysis and resource allocation | Potential for overestimation or underestimation of capacity needs |
| Optimize Supply Chain | Improved efficiency, reduced costs, enhanced student satisfaction | Requires investment in technology and process improvement | Potential for disruptions in the supply chain |
| Develop Quality Management Program | Improved consistency in curriculum and services, enhanced student satisfaction | Requires investment in training and monitoring | Potential for resistance from faculty |
| Restructure Organization | Improved efficiency and collaboration, reduced workload for faculty | Requires careful planning and communication | Potential for resistance from staff |
| Develop Knowledge Management System | Improved collaboration and knowledge sharing, enhanced faculty performance | Requires investment in technology and training | Potential for low adoption rates |
| Invest in R&D for Innovative Online Learning Technologies | Improved student engagement and learning outcomes, enhanced competitive advantage | Requires significant investment | Potential for technological obsolescence |
| Develop Strategic Partnerships with Industry Leaders | Enhanced curriculum relevance, improved student career prospects | Requires careful selection of partners | Potential for conflicts of interest |
| Expand International Reach | Increased enrollment and revenue, enhanced brand reputation | Requires significant investment in marketing and infrastructure | Potential for cultural differences and regulatory challenges |
| Implement Change Management Strategy | Increased buy-in from faculty and staff, reduced resistance to change | Requires investment in training and communication | Potential for resistance from stakeholders |
8. Next Steps
Timeline:
- Year 1: Implement capacity planning model, optimize supply chain, develop quality management program, begin organizational restructuring, and develop knowledge management system.
- Year 2: Complete organizational restructuring, invest in R&D for innovative online learning technologies, and develop strategic partnerships with industry leaders.
- Year 3: Expand international reach, implement comprehensive change management strategy, and continue investing in R&D and partnerships.
Key Milestones:
- Q1 2024: Implement capacity planning model and begin supply chain optimization.
- Q2 2024: Develop quality management program and begin organizational restructuring.
- Q3 2024: Develop knowledge management system and begin investing in R&D.
- Q4 2024: Complete organizational restructuring and begin developing strategic partnerships.
- Q1 2025: Begin expanding international reach and implement change management strategy.
By following these recommendations and milestones, FFU can navigate the challenges of rapid growth while maintaining its commitment to quality and student satisfaction. This will enable the university to achieve its full potential as a leading provider of online education for women.
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Case Description
Few CEOs successfully manage the evolution of their companies from OEM outsourcer to branded manufacturer to expert consumer marketer as well as Tony Lo, CEO of Giant Manufacturing Co. Ltd., now the largest bicycle manufacturer in the world. In the mid-1980s, Giant produced over a million bikes per year with the Giant brand on fewer than 15% of them; by 2008, Giant was producing 6.4 million bicycles with 70% carrying the Giant brand. And in 2010, the transition was still in-process as CEO Lo experimented with a new business model for women cyclists in Taiwan and globally--leveraging some of Giant's lessons learned and challenging others. The case explores Giant's historical evolution from OEM outsourcer to branded manufacturer, which relied heavily on Giant's forward integration into the construction of a world-class, global retail organization. Giant's ability to understand the customer and move him/her up-market has driven both sales growth and profitability (e.g., average sales prices in 2006, 2007, and 2008 were $325, $345, and $360 respectively). That sets the stage for Lo's latest challenge: a realization that his products were not meeting the needs of women customers (including particularly his wife). As a result, Lo commissioned his CFO Bonnie Tu to open the first all-women's bicycle store in Taipei (owned by corporate, not the traditional retail organization), and charged her not only with figuring out the needs of women customers, but also mandating that she turn a profit. "Because your only customers are women, if you don't know how to sell to them, you're out of business -period. So you experiment for survival," explained Lo. The case concludes by examining the company's continuing integration into retail stores, looking closely at the Liv/giant pilot and the surprising business model that it developed.
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