DQ

1- Please read the case "Blue Cloud Gets Agile and answer the following questions:

What is your evaluation of the change implementation steps followed by Skinner? What behavioral changes, if any, does Agile require of employees? How do you account for such widely varied responses to Agile among Blue Cloud employees? What should Skinner do now?

2- A firm must build its deliverables around its core competencies. Put another way, a company typically develops a strength in particular area of its business. That becomes the core competency.

Walmart's core competency, for example, is its superior IT systems. They are used to tightly control and monitor product inventory levels and therefore keep Walmart's costs low while shifting the burden of inventory and holding costs to suppliers.

If another entity can do a function better, faster and cheaper, then it makes sense to add that entity as a channel member. For example, transportation is probably the most obvious step in the channel that is outsourced. Deliveries and pick ups at all stages are often best performed by specialized transportation firms.

Can you think of any examples of organizations that control all or most of their value chain functions?

How about firms that outsource most of the steps?

What do your employers (past or present) do in this regard?

Attachment:- Blue Cloud Gets Agile.pdf