Managing the Established/Emerging Enterprise (MGMT 6110 or 6120)

tabla dream pop, choral bedroom pop, slushwave roots reggae, dreamy pacific reggae · 4:17

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Lyrics

[Verse 1]
Porter's forces circle round your battleground
Suppliers squeeze while buyers bargain down
New entrants storm the gates you thought secure
While substitutes make customers unsure
Rivals clash with swords of price and brand
Analyze these five to make your stand

[Chorus]
Structure follows strategy like shadow tracks the sun
Functional or divisional, matrix gets it done
VRIN your resources - Valuable, Rare, and hard to clone
Inimitable fortress that you call your own
Build-measure-learn or exploit what you know
Every enterprise must choose which way to grow

[Verse 2]
Centralize control or spread decision rights
Span of control determines management heights
Value chain dissection finds your golden links
While dynamic capabilities help when the market shrinks
Sensing, seizing, transforming when disruption calls
Ambidextrous balance before your kingdom falls

[Chorus]
Structure follows strategy like shadow tracks the sun
Functional or divisional, matrix gets it done
VRIN your resources - Valuable, Rare, and hard to clone
Inimitable fortress that you call your own
Build-measure-learn or exploit what you know
Every enterprise must choose which way to grow

[Bridge]
Kotter's eight steps march through transformation's maze
Create urgency, build coalitions through the haze
MVP your vision, test before you scale
Angels, seed, and Series A tell funding's holy grail
Liquidation preference, anti-dilution's sting
Term sheet negotiations where entrepreneurs sing

[Verse 3]
Valley of death between product-market fit
Burn rate climbing while your runway starts to split
Founder-led evolving to professional command
Culture as your weapon or quicksand where you stand
Power law returns guide venture capital's game
Portfolio theory sorts the fortune from the fame

[Outro]
Pivot when the data speaks a different truth
Established giants, startups in their youth
Both must master people, strategy, and change
In the enterprise management exchange

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