Alternatives

Do Nothing:

• If RIM does nothing, they run the risk of falling behind other companies in their R&D.
• The reporxt is all based around why we should do something, in order to keep RIM competitive

Expand in Waterloo:

• It is part of Canada’s technology triangle, which is an ideal place for a business.
• The principle R&D is already being done in Waterloo, expanding here means that it would all remain in one place.
• They already have extensive co-op and internship programs with the University of Waterloo
• Other competitors are also coming to the University of Waterloo to look for their employees, so the talent pool is getting smaller, and it’s becoming harder to get employees.
• It may be hard to do a full expansion in Waterloo since it would be so difficult to find the required number of employees.
• Since space is getting sparse in their current location, they would require more office space in Waterloo.

Expand in Cleveland, Ohio:

• There are a number of top engineering Universities and Institutes in surrounding states.
• A building would have to be leased, or built.
• List some of the associated costs involved. (qualitative)
• Employees from the Waterloo office will need to be relocated here, so that they can help with the training and set up.
• Meets the criteria that there are other software/hardware companies in the area. (Criteria that RIM has used in the past.

Expand in Birmingham, United Kingdom:

• There are a number of top engineering Universities within United Kingdom.
• RIM’s UK head office is just outside of Birmingham.
• Training could possibly be started here, while the building is under construction/being set up.
• Birmingham is not relatively far from surrounding cities.
• A building would have to b leased, or built.
• List some of the associated costs involved.
• Employees from the Waterloo office will need to be relocated here, so that they can help with the training and set up.
• Meets the criteria that there are other software/hardware companies in the area. (Criteria that RIM has used in the past)

Also Joel, I will be emailing you later today with everyone's sections.

-Danielle

What I'm Up Too Today/Basic outline of strat/structure writeup

outline update:

i've adjusted my outline considerable since we talked to jo-anne on tuesday because we are providing this information to the shareholders and not some member of the public or the class. I am focusing on key aspects of how the companies strategy and structure impact each other and also how they have shaped the company as this company is clearly derrived from a focus on r&D and delivering the best product, and also how this core product has changed slightly as more people adapt to rim products for a more casual manner now as well as for business solutions as they did previously:

heres my original outline, i should have an almost finished writeup tonight depending on how work is today (im here till 9:30 and my boss is over my shoulder most of the day for some reason!)

Strategy:

§  Functional level strategy

o   Emergent and functional level strategies

o   Mission Statement (developed from past 3 years annual reports

o   Highlight strategies that have been used in the past two build on strengths and correct weaknesses

§  Organizational structure

o   Company based on r&d

§  Value chain

§  Primary activities drive support activates and therefore company infrastructure

§  Primary activities based on r&d are also based locationally (not a real word) which correlates to waterloo location

o   Promotes and Leads to competitive advantage

§  Superior innovation. *and 92 value creation cycle derives location and demand and all other infrastructure/hr etc

I will also start to create a write-up for the knowledge based sharing system and aim to write up a part for co-op programs (international) and also for university/college blackberry program whcih we can then collaborate on to make how we like it and tie it into the college program recommendations

you can email me on joelpmclean@gmail.com or joel.mclean@cogeco.com (work email works faster for me to get it) if you want to chat today :)

presentation date

anyone know which date we got?

Joel's Meanderings:

Sorry its late

I think I misunderstood what was going on, my mistake.

 

I see doing nothing and staying in waterloo as pretty much the same thing. I also see a few things that we I think agree will be recommended regardless of which one we go with eg:

·         Increase r&d spending as a percentage of sales/income (I think greg with your knowledge of their financials you probably have a good ratio we can recommend them to say within based on your industry and historical findings)

·         Create new relationships with high tech universities around the us and Canada and also worldwide (we can utilize the university rankings ot develop a list of best choices)

o   This would include providing co-op’s (even overseas e.g if we went with uk recommendation we could set up co-op from Netherlands (the dutch tend to have strong knowledge of English which is a strong positive)

o   Provide students and facility with complementary services/phones (discounted data plans through major networks would be pretty simple one would imagine)

·         Create knowledge sharing network (reward based) which could in turn be data mined to create an expansive knowledge base for employees

1) Do nothing (jus the bits I wrote about above)

2) UK Expansion:

·         Continuing the UK think I would like the Birmingham idea as it also would encounter Manchester and pretty much anywhere else in the uk or Scotland due to its location (England isn’t that big of a place really! Its I think a quarter of the size of Ontario or something ridiculous)

·         Gateway to Europe [open market]

·         Co-Ops (international could attract from us/Canada and vice versa as no language barrier and little immigration barriers when is in regards to employment)

3) US Expansion:

NY seems a good idea, however it might prove expensive, could look at existing areas and work closely with universities/colleges to encourage students to move there… create a new waterloo of sorts.

Update...

Hey Joel,

I was just wondering how your alternatives and outline is coming along...just so we can agree and each start working on our rough copy.

Thanks

Greg

My List of Alternatives

Hi guys,

Here is what I came up with as alternatives:

• Doing nothing (I know this is not the answer…but should mention it briefly)

• Staying in Waterloo
• For obvious reasons

• Staying Within North America: New York
• They have office in New York currently
• Cornell university is located relatively close enough to new york

** The other place I was thinking was in California…there were a lot of top ranked university’s, however none really close to RIM’s LA location. **

• Going International: United Kingdom
• They have a head office in Slough
• They have an office in Birmingham
• Birmingham has a university in top 100

** The other place I was thinking of was the Netherlands…they have an office in but I don’t know where exactly. Netherlands has two universities in the top 100 to ranked (17^th, 49^th). **

If we can all decided on which ones to use for North American and International....then we can start writing up our sections regarding these alternatives and then ultimately picking the best alternative for our recommendation.

Recommendations

I've been doing more research into Knowledge Sharing and its impacts on organizations and its a HUGE issue. Im wading through pages and pages and pages of stuff right now but its pretty fascinating and it would work with whichever direction we adapt. I think it could quite possibly be much more meaningful for the company than the location we even pick.

SIEMENS have had a knowledge management system like this for many years and i have a number of other examples including HP and others who see it as a key area of their company and it itself becomes a driver and massive system of knowledge which can be mined for information, you could even use it to create some kind of mini WIKI as afterall wikipedia is just a knowledge sharing system in the simplist use of the technology.

I'll work on some kind of write up about it over the weekend buit i think it is probably a much bigger issue than where to locate (when we break down 4 similar locations, im not saying if you go to the place where there is no staff its gonna work we know it wont but this is a massive issue that many worldwide companies are now utilizing)

LEt me know what you think

I'd love to spend part of the presentation pitching it to be board, its an enormous tool that RIM has the infrastructure and compencies to set up quickly and operate efficently.


Joel






Heres some info from one source i just saw on the SIEMENS website:


Siemens Makes Knowledge Management Hall of Fame One of twelve enterprises to be named to one of the world`s "top 10" listSiemens has been named one of the world`s top 10 Most Admired Knowledge Enterprises--an award that recognizes world-class efforts in managing knowledge that lead to superior performance. The award is based on the fourth Annual Most Admired Knowledge Enterprises (MAKE) study, conducted by Teleos, an independent knowledge management research company, in association with The KNOW Network. One of 12 select enterprises named to the MAKE Hall of Fame, Siemens was honored with a top ranking in the "Ability to Develop and Deliver Knowledge- Based Goods/Services" performance dimension, according to Teleos. Ranked 17th overall in 2000, Siemens climbed to seventh in the 2001 study. To select the MAKE finalists, senior executives at Fortune Global 500 companies and a panel of chief knowledge officers and leading knowledge management practitioners were asked to nominate companies and rank them against eight key drivers of outstanding performance. These eight knowledge performance categories reflect a company`s:
· success in establishing an enterprise Knowledge Culture
· top management support for managing knowledge
· ability to develop and deliver knowledge-based goods/services
· success in maximizing the value of the enterprise`s intellectual capital
· effectiveness in creating an environment of knowledge of sharing
· success in establishing a culture of continuous learning
· effectiveness of managing customer knowledge to increase loyalty/value
· ability to manage knowledge to generate shareholder value "Siemens is the only German company to have ranked in the top 20 in each of the last four years," said Guenther Klementz, Siemens Knowledge Officer. "The jump from 17 to seven reflects the enormous efforts the company is making to create and share knowledge on a global basis. "Today, Siemens boasts both a Corporate Knowledge Management organization and more than 150 knowledge management projects worldwide," Klementz said. "Siemens` ShareNet - linking 13,000 telecommunications sales and marketing experts in more than 80 countries - is the most notable of these projects. "CEO Dr. Heinrich von Pierer is convinced that one of Siemens` top priorities is to increase efficiency and customer value by electronically networking and managing company knowledge," Klementz added. "The ultimate goal is to enable all Siemens employees to access the company`s unequaled pool of knowledge." The Most Admired Knowledge Enterprises study is administered annually by Teleos, an independent knowledge management research company. The KNOW is a group of leading knowledge-based organizations dedicated to benchmarking and sharing best knowledge practices leading to superior business performance.