# data[].attributes.body
https://docs.google.com/document/d/1fjFIkqs3d1LonP0XcLEFh1CEwbSb9VZvygyB_ZoKxtk/edit

# data[].attributes.body
Barbershop business with a focus on opening multiple locations around Hanoi:

1. Customer Segments

- Male customers aged 15-50, middle to upper-class income.

- Professionals and students seeking modern and clean grooming services.

- Families looking for child-friendly barber services.

2. Value Propositions

- High-quality grooming services with a stylish, contemporary design.

- Affordable prices with consistent quality across all locations.

- Specialized services such as beard styling, scalp treatments, and premium grooming packages.

- Convenience with multiple locations in accessible areas around Hanoi.

3. Channels

- Physical locations in key areas across Hanoi (e.g., near office buildings, universities, residential areas).

- Online booking system via website and mobile app.

- Social media platforms for marketing and customer interaction.

- Partnerships with local delivery services for at-home grooming products.

4. Customer Relationships

- Personalized service for each customer (e.g., keeping hairstyle preferences on record).

- Loyalty programs and membership cards for regular customers.

- Post-service follow-ups and satisfaction surveys to improve service.

- Community events, such as free haircuts for charity or student discounts.

5. Revenue Streams

- Core revenue from haircut and grooming services.

- Additional revenue from selling grooming products (e.g., hair care, beard oils).

- Premium services (e.g., spa-like scalp treatments, VIP packages).

- Franchise or licensing fees when expanding locations.

6. Key Resources

- Skilled barbers and staff trained in modern grooming techniques.

- High-quality grooming tools and products.

- Well-designed, comfortable locations with a unique branding identity.

- Technology for online booking and customer data management.

7. Key Activities

- Hiring and training barbers to ensure consistent service quality.

- Marketing and promotions to build brand awareness in Hanoi.

- Customer service and engagement, both online and offline.

- Site selection and lease negotiations for new locations.

- Regular maintenance of equipment and facilities.

8. Key Partnerships

- Suppliers of high-quality grooming tools and products.

- Local businesses for cross-promotions (e.g., coffee shops, gyms).

- Digital marketing agencies to boost online presence.

- Real estate agents to find strategic locations in Hanoi.

- Training academies for continuous staff development.

9. Cost Structure

- Initial investment in setting up barbershops (renovation, equipment).

- Salaries and training costs for staff.

- Marketing and advertising costs.

- Technology costs for the online booking system.

- Operational costs (rent, utilities, and supplies).

# data[].attributes.body
Idea: "Vietnam’s First Studio Offering Yoga & Wellness Subscriptions with On-Demand Hybrid Access"

This Boutique Yoga & Fitness Studio’s extremely unique and do-able USP is a subscription-based hybrid model, where members can enjoy unlimited in-studio classes combined with on-demand virtual sessions via an app. This allows clients to seamlessly switch between attending in-person classes and practicing at home based on their schedule, energy level, or preference.

Key Features Supporting the USP:

Unlimited Access: Members get unlimited in-studio classes PLUS an extensive library of on-demand yoga, Pilates, and wellness videos.

Work-Life Balance Focus: Perfect for urban professionals who want the flexibility to switch between at-home practice and immersive in-studio experiences.

Localized Touch: Vietnamese instructors and content tailored to cultural and fitness preferences.

Business Model Canvas: Boutique Yoga & Fitness Studio with Hybrid Access

1. Key Partners

Technology Providers: Developers for a mobile app and video hosting platform.

Fitness Equipment Suppliers: High-quality yoga mats, props, and equipment for studio and at-home practice kits.

Instructors: Certified yoga and fitness professionals who can teach both live and recorded classes.

Content Creators: Videographers and editors to create high-quality on-demand video content.

Local Wellness Brands: Partnerships for co-branded events or product promotions.

Internet Service Providers: Ensuring seamless online access to live and recorded content.

2. Key Activities

Class Delivery: In-studio yoga and fitness classes.

Content Creation: Recording and producing on-demand yoga, Pilates, and wellness videos for the app.

Platform Management: Maintaining a user-friendly app for scheduling, subscription management, and accessing online content.

Marketing & Outreach: Social media campaigns, influencer collaborations, and community engagement events.

Feedback Loops: Gathering customer feedback to improve both in-person and online offerings.

Membership Management: Streamlining subscriptions and providing excellent customer service.

3. Value Propositions

Hybrid Model Flexibility: Unlimited in-studio classes combined with on-demand video access for ultimate convenience.

Personalized Wellness: App suggestions tailored to fitness goals (e.g., stress relief, strength building).

Work-Life Balance: Perfect for busy professionals who want to practice in-studio or at home based on their schedule.

Local Connection: Classes taught by Vietnamese instructors with content reflecting local culture and preferences.

Affordable Premium Experience: High-quality service at a price point accessible to middle and upper-middle-income customers.

4. Customer Relationships

Personalized Support: Direct instructor feedback for both in-studio and online participants.

Community Building: Online forums or social media groups for members to share experiences and connect.

Membership Perks: Discounts on wellness products, priority booking, and access to exclusive content.

Gamified Engagement: Rewards for completing challenges (e.g., “30 Days of Yoga”).

Live Feedback Channels: Regular surveys and feedback opportunities to refine services.

5. Customer Segments

Primary:

Urban professionals seeking flexibility and convenience.

Millennials and Gen Z with a focus on fitness and technology.

Secondary:

Parents or individuals needing at-home fitness options.

Fitness enthusiasts interested in unlimited access to diverse content.

6. Key Resources

Human Resources: Skilled instructors, video production team, app developers, and customer service staff.

Technology: A custom app with scheduling, payment, and content access features.

Physical Studio: Centrally located space for in-studio classes and video recording.

Fitness Equipment: High-quality yoga mats, props, and accessories for both in-studio use and optional at-home kits.

Content Library: Pre-recorded high-quality fitness sessions tailored to various goals.

7. Channels

Online Platforms: Studio website and mobile app for scheduling, subscription management, and video access.

Social Media: Instagram, TikTok, Facebook for marketing and engaging with customers.

In-Studio Promotions: Cross-promoting on-demand content to in-person attendees.

Local Collaborations: Flyers and offers through partner cafes, coworking spaces, and wellness brands.

Word of Mouth: Referral programs to incentivize current members to recruit new customers.

8. Cost Structure

Fixed Costs:

Studio Rent: ~20-25 million VND/month.

Equipment Purchase: ~300-400 million VND upfront.

App Development: ~200-300 million VND initial setup.

Salaries: Competitive pay for instructors, app developers, and staff.

Variable Costs:

Content Creation: ~50-80 million VND/month for recording and editing.

Marketing: ~50 million VND/month for social media ads, influencer partnerships.

Utilities & Maintenance: ~10-15 million VND/month.

9. Revenue Streams

Hybrid Subscriptions:

Monthly (~2 million VND): Unlimited in-studio classes + full app access.

Annual (~20 million VND): Discounted bulk subscription for frequent users.

Drop-In Classes: Pay-per-class option (~150-200k VND per class).

At-Home Fitness Kits: Optional purchase of branded yoga mats and props.

Workshops & Events: One-off fees for exclusive events or specialized courses.

Retail Sales: Selling eco-friendly yoga gear and wellness products.

Corporate Subscriptions: Offering hybrid access packages to companies for their employees.

# data[].attributes.body
1. Find a Good Place (20%):

Rent a big building in a busy area.

Make the building look nice with good lighting and comfortable seats. (600mil)

2. Hire Great Teachers (30%):

Find teachers who are good at English and can teach well.

Pay them well so they want to work for you. (900mil)

Train them to be even better teachers.

3. Make Good Lessons (15%):

Plan lessons for all levels, from beginner to advanced.

Teach speaking, listening, reading, and writing.

Use fun games and technology to make learning interesting. (450 mil)

4. Tell People About Your Center (15%):

Make a logo and a website for your center.

Use social media and ads to reach more people.

Offer discounts and special deals to attract new students. (450 mil)

5. Buy Things You Need (10%):

Buy computers, projectors, and other tools for teaching.

Get books, workbooks, and other materials for students. (300mil)

6. Use the Internet (10%):

Make a website that is easy to use.

Use social media to connect with students.

Corporate with other business to increase brand awareness

Offer online classes to reach more people. (300 mil)

# data[].attributes.body
Laundry business: automatic

1. Customer segment: Residents around apartment buildings, office buildings

2. Key Partner: Washing machine company, laundry detergent, fabric softener, landlord, market management police

3. Key activities: laundry, drying, steam ironing, clothing repair, laundry detergent sales

4. Key resource: washing machine, laundry detergent, premises, other facilities.

5. Cost structure (3 billions VND)

Fix cost: Premises, maintenance costs, labor costs, cleaning costs, depreciation costs, advertising costs, equipment costs

Variable: Electricity and water

6. Value proposition:

Save time

Provide convenience: effective drying in humid weather

Modern technology, new experiences

7. Customer relationships

Self-service

Consulting on the right washing method (online or offline)

8. Revenue streams: Service for renting advertising space on TV, posters

9. Channels

Social media: tiktok, fb, ins

Residence community on zalo, facebook

Offline: standee, poster, flyer

Online ads

App: top up, schedule, consult

# data[].attributes.body
Business Model Canvas

1. Customer Segments:

Primary Target: Individuals aged 25-35 seeking a smooth and amicable divorce process to rebuild their lives.

Secondary Target: Individuals aged 40-55 who have endured prolonged difficulties in their relationships and are now seeking a peaceful resolution.

2. Value Propositions:

Comprehensive Divorce Services: Offering a one-stop solution for all divorce-related needs, including legal, emotional, and logistical support.

Focus on Amicable Resolution: Prioritizing a peaceful and respectful divorce process, minimizing conflict and emotional distress for both parties.

Emotional Support and Well-being: Providing access to therapists, safe housing options (especially for those experiencing domestic violence), and support groups to facilitate emotional healing and transition.

Logistical Assistance: Facilitating moving and relocation services, connecting clients with real estate agents for buying or renting new homes.

Peace of Mind: Ensuring a smooth and stress-free divorce process, allowing clients to focus on rebuilding their lives.

3. Channels:

Online Platform: Website and social media presence for information, booking consultations, and accessing resources.

Physical Office: A welcoming and confidential space for in-person consultations and support group meetings.

Partnerships: Collaborations with law firms, therapists, moving companies, and real estate agencies.

Referrals: Building a network of satisfied clients and professionals who can refer new clients.

4. Customer Relationships:

Personalized Consultations: Providing one-on-one consultations to understand client needs and tailor services accordingly.

Dedicated Case Managers: Assigning a dedicated case manager to guide clients through the entire process.

Ongoing Support: Offering continuous support and resources even after the divorce is finalized.

Community Building: Creating a supportive community through online forums and in-person support groups.

5. Revenue Streams:

Service Packages: Offering various packages with different levels of service and support.

Subscription Model: Providing ongoing support and resources through a monthly or annual subscription.

Commission from Partners: Earning commissions from partner businesses like law firms and moving companies.

6. Key Activities:

Service Delivery: Managing and coordinating all aspects of the divorce process, from legal paperwork to emotional support.

Partnership Management: Building and maintaining strong relationships with partner businesses.

Marketing and Outreach: Promoting services and reaching target customer segments.

Client Support: Providing ongoing support and resources to clients.

7. Key Resources:

Experienced Staff: A team of qualified professionals including case managers, therapists, and legal experts.

Technology Platform: A user-friendly website and online tools for client management and communication.

Partner Network: Strong relationships with reliable and trustworthy partner businesses.

Physical Office Space: A safe and welcoming space for client meetings and support groups.

8. Key Partnerships:

Law Firms: For legal expertise and representation.

Therapists and Counselors: For emotional support and guidance.

Moving Companies: For relocation assistance.

Real Estate Agencies: For finding new homes.

9. Cost Structure:

Staff Salaries: Paying competitive salaries to attract and retain qualified professionals.

Office Rent and Utilities: Maintaining a physical office space.

Technology Costs: Developing and maintaining the online platform and tools.

Marketing and Advertising: Promoting services to target customer segments.

Partner Commissions: Paying commissions to partner businesses.

Slogan: "Divorce in peace, begin again."

# data[].attributes.body
An Automated bookmarker.

# data[].attributes.body
Soft: metaphor, dream, humor, ambiguity, play, approx., fantasy, diffuse, hunch, child

Hard: logic, reason, precision, consistency, work, exact, direct, focused, reality, paradox, analysis, generalized, specific, adult

# data[].attributes.body
I&RK: medium, some changes in applying technology (wifi, moodle,..) are good but not enough (sometimes cannot use, cause lagging, moodle dont have notifications )

AtD: low, although the asignment are realistic but still need more to practice in detail/ sometimes the feedback come to soon (before the score) make students hard to write the rights feedback they feel because of scare to have low scores

OO: medium, lecturer helps to achieve high scores and understanding right learning outcome

PO: medium, although have achivement and scholarships still not available info for students to reach

TO: medium, have many teams asignment but not have clear regulation if teammates not participate

A: medium, overall are nice and welcome, still some lecture or students are not welcome

S: medium, overall outcome are good, still the number of students who re enrolled are high

# data[].attributes.body
1. WW Emission Scandals:

Volkswagen installed software in their diesel cars that could detect when the car was being tested for emissions. During tests, the cars would comply with emissions regulations. However, under normal driving conditions, the software would switch to a mode that allowed the cars to emit significantly more nitrogen oxide (NOx) than allowed by law. This NOx is a harmful pollutant linked to lung cancer

2. Changes of Volkswagen

Two different buyback programs for different types of cars were conducted (10 billions and 1.2 billions buyback program). For some model that VW cannot fix or customer who decided to not sell, VW have compensated them with cash.

Expired incentive program: affected customers are offered with cash for their next purchase at VW

Repairs and fix for some models

Adopting new technologies to enhance customer experiences, such as through digital retail platforms and connected car technologies.

focus towards electric vehicles and sustainable mobility solutions.

3. Applying Nadler et al.'s Typology of Change to the Volkswagen Diesel gate Scandal

VW were forced to making changes to adapt to the scandal, therefore this type of changes are belong to the reactive type. Specifically, VW underwent a complex combination of these change types:

Adaptation: The buyback programs and compensation are firstly to retain the brand's image with in the customers and shareholders.

Re-creation: Fixing the models and investing on EVs are to renew the brand images as an innovative company.

# data[].attributes.body
Formal Culture: In terms of the formal culture, IBD is incredibly structured and professional. The program emphasizes high academic standards, which is evident from the rigor of the curriculum and the expectations set by our lecturers, most of whom are foreign professors. We are required to communicate mostly in English, which really prepares us for the global business environment. I’ve personally noticed how this improves our language skills and professional conduct in various aspects like presentations and group discussions.

There’s a clear expectation for us to maintain discipline, whether it’s meeting deadlines, attending classes on time, or submitting high-quality work. Academic integrity is something we take seriously, with a strong emphasis on avoiding plagiarism and conducting ourselves ethically in everything we do. The system is meritocratic—those who perform well get recognized, and there’s always room for improvement through academic support initiatives like tutoring and feedback sessions.

Informal Culture: On the flip side, the informal culture here is just as important to our experience. IBD isn’t just about academics; it’s also a community. We often work in teams, which brings us closer together. Whether it's a group project or preparing for an event, there’s a strong sense of collaboration. We help each other, share resources, and even give each other feedback to improve, which builds trust and relationship among students.

There’s also a strong social element. The program organizes a lot of extracurricular activities like cultural exchanges, entrepreneurship clubs, and even fun events like parties and trips. These are fantastic opportunities to connect with classmates and build friendships. The international environment also means you get to interact with people from various backgrounds, which has helped me grow as a person and broaden my understanding of different cultures. Everyone is open to sharing their experiences, and that creates a really positive and inclusive atmosphere.

As we are not grouped into fixed class, we must figure out how to communicate and cooperate effectively with other for class material exchange and assignment information.

Mentorship and Guidance

Personalized Support: Staff members often go beyond their formal roles to provide personalized guidance and support to students. This can include offering advice on academic matters, career paths, or personal challenges.

Informal Mentoring: Many staff members develop informal mentoring relationships with students, providing a trusted confidante and source of inspiration.

Career Guidance: Staff members may offer career advice, helping students identify potential career paths and develop the necessary skills.

# data[].attributes.body
Innovation and risk taking: low, không có nhiều sự cải tiến và đổi mới mang tính đột phá, các chương trình, cách giảng dạy và quy trình vẫn giữ nguyên sau từng ấy năm.

Attention to detail: Mid, đề cao sự chi tiết, sâu sắc trong nghiên cứu, tuy nhiên chưa sát sao trong quy trình làm việc, giờ giấc.

Outcome Orientation: High, luôn đề ra các phương án làm việc để hướng tới kết quả tốt nhất sau cùng. Ví dụ các thầy cô luôn sẵn sàng hướng dẫn sinh viên để sinh viên có kết quả tốt nhất.

People Orientation: High, có nhiều sự kiện, đãi ngộ dành cho các employees, phần thưởng xứng đáng cho các cá nhân có thành tích xuất sắc như một nguồn động lực to lớn để phát triển.

Team Orientation: Low, sự phối hợp giữa các phòng ban với giảng viên chưa cao, có nhiều thông tin chưa được phân bố xuyên suốt.

Aggressiveness: Low, mọi người rất lịch sự hòa đồng, yêu thương nhau, không có nhiều sự cạnh tranh gay gắt.

Stability: High, chất lượng vẫn duy trì ổn định qua các năm, không có nhiều sự thay đổi.

# data[].attributes.attachment_link.title
Sears’ Change from a mail-order catalog business into a brick-and-mortar retail

# data[].attributes.body
Life's goal: Be wealthy enough to discover all the countries in the world

# data[].attributes.body
1. Strengths:

- Brand Recognition: Sears has a long-standing history and recognition as a major retailer in America.

- Diverse Product Range: Offers a wide variety of products, from appliances to clothing, which attracts a broad customer base.

- Established Customer Loyalty: A loyal customer base, particularly among older generations who have shopped there for decades.

2. Weaknesses:

- Financial Struggles: Sears has faced significant financial difficulties, leading to store closures and bankruptcy filings.

- Outdated Business Model: Failure to adapt to the rise of e-commerce and changing consumer preferences has hurt its competitiveness.

- Poor Store Experience: Many stores have been criticized for a lack of maintenance and poor customer service.

3. Opportunities:

- E-commerce Growth: Expanding online sales could reach new customers and markets.

- Partnerships and Collaborations: Collaborating with other brands or leveraging new technologies could revitalize the brand.

- Market Niche: Focusing on specific market segments, such as home improvement or appliances, could help regain market share.

4. Threats:

- Intense Competition: Strong competition from both online retailers (like Amazon) and other brick-and-mortar stores (like Walmart).

- Changing Consumer Behavior: Shifts toward online shopping and away from traditional retail impact foot traffic.

- Economic Factors: Economic downturns can lead to reduced consumer spending, affecting sales negatively.

=> solution: open to operate like shopping malls (including activities and shop hup like BigC)

to reduce the cost for place and attract more customers by having divers retails shop hub.

=> Change in working culture of the company to adapt new generation and solution -> using social media and adapt new technology systems to manage and operate

# data[].attributes.headline
Groupwork - Lecture 2 - Case study:  Leicester royal infirmary

# data[].attributes.subject
Groupwork - Lecture 2 - Case study:  Leicester royal infirmary

# data[].attributes.headline
Group 4 Leicester royal infirmary case study

# data[].attributes.subject
Group 4 Leicester royal infirmary case study

# data[].attributes.attachment_link.title
Group 4 lecture 2 Leicester royal infidelity

# data[].attributes.body
1. Situation:

The emission scandals: The practical emission numbers are 40 times higher than the federal limit. VW has admitted to violating federal emissions laws

In September 2015, the EPA announced that Volkswagen had violated the Clean Air Act by installing unlawful software into their diesel vehicles.

2018, VW is suing at least one of its former executives who was sentenced to federal prison for his role in the company's diesel emission scandal

Many executives at VW were sentenced and charged by the federal with various crime.

2. Change

New strategy (Transform 2025+) refocus on electric motors and battery.

Funded by passing out less profitable models, eliminating cost and complexity

Cutting 30k jobs and decentralizing to improve performance in key regions (North and South America and China)

Focus more on SUVs.

3. Classification: Re-creation Change since the change are enormous and transformational. And it was made for reacting to the emission scandal.

# data[].attributes.body
introvert

responsible

humble

life's goal: be free to do whatever i'm interested in

# data[].attributes.body
Volkswagen is a large German car company with many famous brands like Audi, Skoda, Seat, Porsche, Bentley, Lamborghini, Bugatti, Ducati, and Scania. In 2019, a half-million diesel Volkswagen models have been cited for emissions violations.

Before the emissions scandal: Volkswagen was known for its efficient diesel engines and offered a wide range of vehicles from small cars to luxury SUVs.

After the scandal: The company shifted its focus to electric and hybrid vehicles to meet stricter emissions regulations and rebuild its reputation. While continuing to produce traditional models, Volkswagen has made significant investments in electric vehicle technology.

Case summary:

During emissions tests, VW cars were fully compliant with regulations. But in normal driving, their software altered engine parameters, leading to higher emissions of nitrogen oxides (NOx)—up to 40 times above the legal limit, a pollutant linked to lung cancer.

VW changes:

Reforming internal culture and compliance systems to avoid similar misconduct in the future.

Initially, there was much resistance from regulators to cultural reform due to conflicts of interest => Larry Thompson, a former US prosecutor, was appointed to resolve the conflict. He forced officials involved in the test cheating to face the law. Volkswagen also implemented a whistleblower system and tried to fix its hierarchical culture by giving more responsibility to lower-level managers.

The result: Five years after the Volkswagen emissions scandal, also known as Dieselgate, a court-appointed monitor from the Justice Department has found that Volkswagen has met the conditions of its 2017 plea bargain.

The change according to Nadler's:

Volkswagen’s post-scandal transformation is best described as "re-creation" under the Nadler model of change. This fundamental restructuring involved a shift from diesel technology to electric and sustainable solutions, requiring a strategic overhaul and cultural change. Through this process, VW aimed to redefine its identity, address environmental concerns, and regain credibility while aligning with global standards.

# data[].attributes.body
The scandals

VW installed emissions software in 500,000+ U.S. cars and 10.5 million globally.

The software detects emissions tests and switches to compliant mode.

In normal driving, the software allows NOx emissions up to 40 times the legal limit.

NOx emissions vary by driving style and can cause smog and lung cancer.

Classifying the VW Diesel Emissions Scandal:

1. Initial Response to Scandal - Adaptation:

When the VW Diesel Emissions Scandal broke, the company first tried to contain the damage through recalls and fixing affected vehicles. These actions can be classified as adaptation, as VW was responding to external pressure from regulators and public outrage. However, the company initially hoped to resolve the issue without fundamentally altering its business strategy or product lineup.

2. Regulatory Compliance & Recalls - Tuning:

In an attempt to comply with regulations, VW implemented recalls and fixes to improve the affected vehicles' emission systems. This can be seen as tuning, where VW made incremental changes to meet compliance standards without completely overhauling its diesel engine technologies.

3. Long-Term Strategic Shift - Reorientation:

After it became clear that the scandal had severely damaged the company's reputation and its diesel technology strategy, VW began shifting its focus towards electric vehicles. This strategic pivot from diesel to electric propulsion represents reorientation—a major strategic shift within the existing organization framework to ensure long-term survival and competitiveness in a changing regulatory and market environment.

4. Corporate Governance Overhaul - Recreation:

The scandal also led to significant changes in VW’s leadership and governance structure, aiming to regain trust and prevent future misconduct. This could be considered recreation, as the company's governance overhaul marked a fundamental shift in how it operated at a structural level.

Conclusion:

Tuning: Addressing emissions with software fixes and recalls.

Adaption: Immediate responses to regulators, trying to maintain the current business model while responding to external pressure.

Reorientation: Shifting focus to electric vehicles after realizing diesel was no longer viable.

Recreation: A corporate governance overhaul to prevent further scandals.

# data[].attributes.headline
Groupwork: VW scandals and Applying Nadler model

# data[].attributes.subject
Groupwork: VW scandals and Applying Nadler model

# data[].attributes.body
Driving Forces

- Increased security: The collaboration tool offered higher security standards, particularly for remote workers, which was crucial in the face of increasing hacking attempts.

- Efficiency and collaboration: The tool promised to streamline internal communication and document sharing, potentially improving efficiency and collaboration.

- Centralized platform: A single platform for communication and document storage could reduce complexity and improve organization.

- Management mandate: The company's management and IT department made a clear decision to adopt the tool, which created a top-down push for change.

Restraining Forces

- Lack of familiarity: Many employees were unfamiliar with the tool or had negative experiences with older versions.

- User-friendliness concerns: The initial version of the tool was perceived as having a complex and unintuitive interface.

- Resistance to change: Employees may have resisted the change due to inertia, fear of the unknown, or concerns about job security.

- Lack of perceived need: Some employees may have felt that the existing email and file sharing systems were sufficient for their needs.

# data[].attributes.body
Confidences, Happiness, lovely

# data[].attributes.body
Driving Forces:

The threat of hacker attacks on the company's networks

The growing number of employees working from home or in smaller branches

Management decision

Future-proofing

Restraining Forces:

Resistance to change from employees who were accustomed to the old email system and public drives

Lack of awareness because many employees were unaware of the new features and benefits of the collaboration tool

The tool's initial complexity and user-unfriendliness

# data[].attributes.body
Driving Forces

Security Concerns

Management Decision

Training Opportunities

Positive Feedback

Adaptability to External Changes

Restraining Forces

User Interface Issues

Overwhelming Functionality

Lack of Awareness

Sufficient Existing Solutions

Initial Resistance

# data[].attributes.body
Driving forces

threats from hackers forces the online security to be upgraded

Restraining forces:

user interface of new program is not user-friendly

the abundance of functionalities overtaxed most employees and managers

previous email program were sufficient for basic tasks

unawareness of a more user-friendly version of the new tool

employees are unaware that the new tool is more secure against hackers

no reason for the change were given to the employees caused dissatisfaction

# data[].attributes.body
Driving forces:

- Increased cybersecurity threats: The company experienced more problems with cyberattacks.

- Management and IT decision: The decision by management and IT to completely switch to collaboration tools pushed employees to adopt the new system.

- Improved collaboration tools: The new version has a more user-friendly interface, addressing previous concerns about complexity.

- Personalized Training: Reduced anxiety and confusion when using the new tool.

Restraining forces:

- Previous negative experiences: Many employees and managers had a negative impression of the tool.

- Satisfaction with the old system: The old email and public drives were sufficient for basic communication and storage needs, making employees reluctant to change.

- Lack of awareness: Most employees are unaware of the benefits of the new release, especially in terms of security.

- Initial opposition and resistance: The sudden announcement leads to strong negative reactions.

# data[].attributes.headline
Lecture 1 homework | Lewin's Force field analysis

# data[].attributes.subject
Lecture 1 homework | Lewin's Force field analysis

# data[].attributes.headline
Ngo Vu Huong Giang - Homework Lecture 1 

# data[].attributes.subject
Ngo Vu Huong Giang - Homework Lecture 1 

# data[].attributes.body
Driving Forces:

Security advantages against hacker attacks

User-friendly updated version of the tool

Effective training programs

Positive peer feedback and support

Remote work capabilities during COVID-19

Restraining Forces:

Employee resistance due to unfamiliarity

Satisfaction with existing systems

Lack of clear communication regarding reasons for change

Complexity of the tool leading to feelings of being overwhelmed

-> Generally, the driving forces outweighed the restraining forces allowing the company to successfully implement and adapt to the new collaboration tool.

# data[].attributes.body
Driving Forces are things that push for change. In this case, they include:

The company was worried about hackers.

The new tool was more secure.

The new tool could help people work faster and better.

The new tool could make it easier to work together.

Restraining Forces are things that stop change. In this case, they include:

People were used to their old email and file-sharing tools.

The tool was hard to use at first.

People didn't know about the tool's benefits.

People were scared of trying something new.

People didn't have enough training to use the new tool.

# data[].attributes.body
Driving forces

+Security Concerns: The need for a more secure communication and document storage solution was brought to light by the rise in hacker attacks on business networks, which increased the attraction of the collaboration tool.

+Management and IT Support: By deciding to use the collaboration platform, management and the IT department established a strong top-down mandate for implementing the change.

+Knowledge of Improved Tool Features: The collaboration tool's updated version has a more user-friendly interface, which may make it easier for staff members to embrace.

+Possibilities for training: By offering personalized guidance and assistance, staff members felt more at ease and were more inclined to interact with the new system.

+Epidemic response: The collaboration tool's significance was underlined during the epidemic by its capacity to quickly adjust to distant work.

Restraining forces:

+Previous Experience with the Tool: Employee resistance and mistrust were exacerbated by the previous iteration of the collaboration tool's lack of positive experiences.

+Complexity of functions: Many employees found the collaboration tool's wealth of functions to be overwhelming, which raised questions about its usability.

+Contentment with Current Systems: Staff members felt at ease using the outdated email software and shared drives, which satisfied their requirements and made them resistant to altering long-standing practices.

+Communication Gaps: The staff's initial misinterpretation of the reasons for the changeover caused miscommunication and animosity, which hindered acceptance.

# data[].attributes.body
Sony Corporation: multi-business strategy, divisional organization structure

Source: Sony Group Annual Report 2012

# data[].attributes.body
Volkswagen (VW), founded in 1937, is a major German automotive manufacturer known globally for producing a wide range of vehicles, including passenger cars and commercial vehicles. Headquartered in Wolfsburg, Germany, VW is one of the world's leading automakers, with a portfolio that includes iconic brands like Audi, Porsche, and Lamborghini.

1. Summary of the Emissions Scandal

In 2015, it emerged that Volkswagen (VW) had embedded "defeat devices" in millions of diesel cars worldwide, allowing vehicles to pass emissions tests by artificially lowering nitrogen oxide (NOx) levels during test conditions. However, these vehicles released up to 40 times the permissible NOx levels during normal use. This deception led to global recalls, substantial legal penalties, and reputational damage, costing VW over $20 billion and resulting in extensive investigations.

2. Volkswagen’s Changes

In response, VW transitioned away from its "Clean Diesel" branding and committed to electric vehicles (EVs) and sustainable practices. This shift involved large-scale investment in EV technology, aiming to produce numerous EV models by 2025. VW also restructured its corporate leadership and governance to prioritize environmental compliance and restore consumer trust, a transformation reflecting VW’s alignment with rising standards in sustainability and market demand for eco-friendly alternatives.

3. Applying the Nadler Model of Change

Volkswagen’s post-scandal transformation is best described as "re-creation" under the Nadler model of change, as it involved foundational restructuring to address the crisis. The pivot from diesel technology to an electric and sustainable future required a strategic overhaul and cultural shift. Through re-creation, VW sought to redefine its identity and operations, addressing both environmental concerns and market expectations, in an effort to regain credibility and align with global standards.

# data[].attributes.attachment_link.title
The introduction of the collaboration tool

# data[].attributes.body
Driving forces:

- Enhanced security features offered by the new system.

- Employees are required to switch collaboration tools within 4 weeks, as the current drives will no longer be available after that period.

- Streamlined communication and document sharing, leading to higher efficiency.

- Improved user interface.

- Enhanced security measures.

- Supportive employee

- The need to comply with industry regulations and data privacy standards.

- Centralized storage for project-related documents and updates, simplifying information access and organization.

Restraining forces:

- The previous user interface was not intuitive.

- An overwhelming number of features that were underutilized and confusing.

- Resistance to change due to familiarity with the old systems.

- Employees' discomfort with new technology and reluctance to move away from familiar tools.

- Risks and challenges associated with migrating data from current systems.

- Potential technical difficulties, such as poor internet connection or device limitations.

# data[].attributes.body
Introvert

Easygoing

Responsible

Life goals: Do what i like, like what i do

# data[].attributes.body
3 words describe myself

Hard-working

Positive

Kpop lover

Life's goals: Work-life balance

# data[].attributes.body
15:58

# data[].attributes.body
Introvert

Hard-working

Passionate

Life's goal: Success in career or field of passion.

# data[].attributes.body
Extrovert

Responsible

Funny

life's goal: become the best of the best

# data[].attributes.body
My name is Thu Phuong

3 words to describe myself is adaptable, Ambitious and Honest.

My life goal is to become an independence woman

# data[].attributes.body
Phạm Thanh Phong

Cat person

Broken sense of humor

Part-time MC, part-time bed-rotting expert

Goals

Make a living out of something interesting

# data[].attributes.body
3 words describe myself:

Introvert

Feeling

Perfectionist

My life's goals: Get rich (in health, in mind, in relationship, in experience)✨

# data[].attributes.body
Introvert, positive, sleepy

Life goals: be rich

# data[].attributes.body
Heavy sleeper

Introverted

Mindful

Life's goals:

Retire at 35 ✨

# data[].attributes.body
Introvert, Like traveling, Matcha lover

Life's goal: to a brighter someday

# data[].attributes.body
3 words: opened-minded, kind, sleep

Life's goal: alive

# data[].attributes.body
Home person, panda lover, stressful

Life goals: well paid job, happy life

# data[].attributes.body
life goals: "There is only one happiness in this life, to love and be loved"

# data[].attributes.body
1. Name: Dr. Tran Lan Huong (Lily Tran)

2. extroverted, strange, innovative

3. Generating values for myself and others

# data[].attributes.headline
Independence Division | Masan Group (2018)

# data[].attributes.subject
Independence Division | Masan Group (2018)

# data[].attributes.body
3 words: work smart, positive, responsible

Goal: Graduate with First Class Degree.

# data[].attributes.body
ENFP, positive, extrovert

Life goal: travel around the world

# data[].attributes.body
introvert

responsible

pretty ☺️

life’s goal: do what i want, spread energy and value to everyone