Digital firm managent hw

please answer and select just five questions

5. Vodafone was operating in the fast-moving telecommunications market where innovation and scale were key. Faced with an onslaught of technological advances-big data, automation and artificial intelligence- CEO Vittorio Colao wanted to change the organization to incorporate these advancements to improve the way the functions work. If you were in his shoes, how would you incorporate machine learning and artificial intelligence in your operations? 6. Assess Nokia India's handling of the battery recall: What aspects of the recall do you think were handled well? What aspects have room for improvement? What recommendations would you make to Nokia India's CEO and why? 7. Hong Kong-based Li & Fung Ltd ("Li & Fung") is a trading company that is renowned for skilful management of its supply chain. The bulk of its business comes from the trading of soft goods, comprising garments and apparel, with the remainder from hard goods such as furniture, fireworks and promotional items. Its major market is the US, followed by Europe, which contributes about one-quarter of its turnover. With the global economic downturn in 2009 following the American housing and credit market busts, and with the fashion industry expected to be severely affected, what should Li & Fung do to stay competitive and achieve its target of doubling its turnover to US$20 billion for the period 2008-2010? & What are the obstacles for autonomous vehicle adoption? Are they related to the reasons Michael Aldrich's e- commerce platform failed to take off? What will be the impact on retail if AVs are adopted for delivery? How can Amazon win in this space? 9. Seven Eleven Japan was successful in developing and implementing rationalization throughout its supply chain. Explain how Seven Eleven significantly improved its inventory control operations while improving service efficiency and reducing stock-outs and opportunities. Do you think that Seven Eleven Japan's strategies could be applied to different markets with the same level of performance? 10. In the fall of 2014, Chad Kartchner, senior manager of marketing and product management at Honeywell Aerospace (HA), pondered how technology could transform the way aircraft were maintained. He had heard a lot of buzz about cognitive analytics, an artificial intelligence term referring to the use of computer models and algorithms to simulate human thought through self- learning systems, data mining. pattern recognition, and natural language processing. The sheer volume of parts and the time-sensitive nature of repairs in the aviation industry made it complicated to identify problems and address them quickly. If you were the CEO of the company, how would you to tap into the benefits of cognitive analytic solutions for Honeywell Aerospace and its customers? 11. At the end of 2012, the chief information officer (CIO) at UCB, a global pharmaceutical company based in Brussels, started to implement analytics as a service. Between 2012 and 2016, he put this vision into practice, introducing agile sprints and proving the competence of analytics within the organization, and at the beginning of 2016, he felt the company was ready to upgrade its analytics capability. As he prepared to meet with UCB's chief executive officer in March 2016, the CIO considered how to advise the board as the organization worked to make an impact with analytics and big data against the backdrop of digital turbulence in its strategic environment. What was the best location for analytics roles and responsibilities within the organization? 12. In January 2016, the program director of Royal FloraHolland and a supply chain consultant met to develop a supply chain strategy that would allow Royal FloraHolland to adapt to the changing competitive environment that jeopardized its business model. Royal FloraHolland was the largest floriculture auction organization in the world, selling more than 30 million flowers and plants daily. Located in the Netherlands, Royal FloraHolland was a co-operative owned by 4,500 growers. A century-long tradition, where buyers purchased flowers and plants through the Dutch flower auction clock, was being threatened. Pressures facing Royal FloraHolland included emerging global competition, industry consolidation, and customers bypassing the auction process to buy directly from the growers. Discuss the opportunities and challenges that lay ahead for the organization. is. In 2001 Accenture took the bold step of separating from its parent, Arthur Andersen. The new firm that emerged had a bright future ahead, but it also faced the challenge of building a new IT infrastructure that could support a global organization that consults on leading-edge technology. Accenture's CIO at the time. Ed Schreck, knew that becoming a master of your own trade was not an easy task. Frank Modruson, Schreck's successor and the person responsible for carrying forward the IT transformation challenge from 2002 on, had ambitious plans for the new technology infrastructure that was to replace Arthur Andersen's legacy systems. Difficult decisions had to be made. Should the firm continue with a decentralized approach to managing technology platforms, in which each country chooses its own IT platforms and has autonomy to run them? Or should the firm take a mixed approach, in which the same standard applications would run throughout the enterprise but would be managed independently by individual offices? Or should Accenture espouse a "one-firm" approach and boldly shoot for a centralized implementation of its most critical systems, with all its offices interconnected on the same "instance of a software platform? 16. What do you think are the root causes of the failure of the Kittyhawk program? Is there any way HP could have avoided its fate by addressing those root causes? 17. Schneider Electric has put together a structure to fulfill its needs to address the changes in technologies and markets that promise to redefine its markets. Schneider Electric competes in tough but stable markets around energy management, automation, and control of infrastructures ranging from homes to production plants. New technologies and new approaches to serving markets are challenging the status quo. To take advantage of these changes, the company has been experimenting with different organizational structures to take advantage of these radical innovations. The case describes the challenges facing the company as well as the latest iteration of structures and systems. In particular, the company has put together "Innovation at the Edge," which includes tools ranging from corporate venture capital to corporate accelerator. Managers at Schneider Electric have to evaluate whether these tools are enough to fulfill the needs of the company, how to fully take advantage of them, and how to further adapt them. If you were the CEO of the company what would be your decision regarding the two startups mentioned in the case study (Omerit and Aditazz)