Global Business Model (GBM) Canvas: How Fit Is Your Business Model (Ecosystem)?

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Every business with customers has a tacit or an explicit business model. However, the concept of a business model is still not very well understood and applied especially in the startup world where business models have to be created, validated, and scaled under conditions of great uncertainty. Many business models are designed and created in a vacuum that ignores the environment and the importance of present/future environmental fitness. Business model fitness does not play a significant role in such designs. This presentation introduces a visual fractal framework for systematically creating, validating, and scaling a business model for either environmental fitness ("Red Ocean" strategy) or environmental disruption ("Blue Ocean" strategy). The Global Business Model (GBM) Canvas integrates the tools of the Business Model Canvas, Business Model Environment, and Value Net. Unlike in many tools for business modeling and design, learning is an integral part of the GBM Canvas.

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Na 141 meq/L Mg 1.7 mg/dL pH 7.50 K 4.5 meq/L PO4 2.9 mg/dL PaO2 59 mm Hg on room air Cl 105 meq/L Glu, fasting 138 mg/dL PaCO2 25 mm Hg HCO3 29 meq/L Hb 13.7 g/dL BUN 16 mg/dL Hct 39.4% Cr 0.9 mg/dL WBC 15,200/mm³ Ca 8.7 mg/dL Lymphocytes 10% MBA 533 – Human Resource in Management - HR Project Motors and More Human Resources Plan Recruitment and Retention Plan John Guckian, Eric Thornburg, Tia Bailey, Amber Moore 5/6/2018 “The following Human Resources Plan (HR) examines the framework and guidelines for the application of HR to Motors and More. Comprehensive descriptions of strategy, design, compensation, training, and the future of HR in our organization are included to define our HR thought process and planning.” Table of Contents I.Executive Summary1 II.Business Strategy Report 1 III.HR Organization Design 1 V.Compensation Plan1 VI.Training and Development Plan1 VII.HR Forecast Plan2 VIII.Conclusions2 IX.Appendix2 X.References2 XI.Document Work Log2 XII. References 3 I. Recruiting and Retention Plan - 100 Points (Module 3) A. A. Given the increase in product demand, how many people will you need to hire and in what functional areas (manufacturing, operations, customer service, marketing and sales, finance/ accounting, and HR)? Provide your rationale for the proposed hiring in each unit. Consider the turnover rate. Identify the factors that could be causing turnover. Identify the costs of turnover. B. B. Include the types of interviews you would conduct and why. C. C. Develop strategies to recruit the appropriate applicants and include sources and tools used for recruiting and selection. Identify the possible areas and types of discrimination that could occur. D. D. What can you do to retain current employees? What are the benefits of retention? E. E. How will you assess the effectiveness of your recruiting efforts? The Selection Process Turnover equation Turnover voluntary reasons Turnover chart (citation) Equal Pay Sex Discrimination Racial/Ethnic Discrimination Benefits of Retention Assessing the effectiveness of recruiting efforts References Briggs, S. & Kenga, W. (1999) Integrating human resource strategy and strategic planning to achieve business excellence. Total Quality Management. Jul99, Vol. 10 (Issue 4), p447. http://web.b.ebscohost.com.saintleo.idm.oclc.org/ehost/detail/detail?vid=5&sid=5a364a18-9ed7-4f5f-9e54-3d22a95b89b0%40sessionmgr120&bdata=JnNpdGU9ZWhvc3QtbGl2ZSZzY29wZT1zaXRl#AN=2202446&db=a9h Ivancevich, J. M, & Konopaske, R. (2013). Human resource management (12th ed.). New York, NY: McGraw-Hill Irwin. McCain, D. (2009). Motors and More, Inc.: A progressive HR case study. Society for Human Resource Management, pp. 1-27. Porter’s Five Forces of Competitive Position A ...

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