OJICA

VIDEO CATALOG


Debora Goetz Goldberg, PhD, MBA , MHA interviews for Emergency Preparedness at Mclean Memorial Hospital - Case study available in Spring 2013, v4, i1


Julia Brandon, PhD , Director of Environment, Health, and Safety Excellence, at GlaxoSmithKline (GSK) interviews Dr. Ron Joines, Vice President of Business Planning & Continuity, Employee Health & Safety at GSK about the Energy for Performance® (E4P) Program - case study available in Fall 2012, V3, i2:

  • Segment 1
              Dr. Joines describes why the E4P Program has been embraced with great enthusiasm at GSK by employees.
  • Segment 2
               Dr. Joines provides an overview of previously used leadership development programs at GSK and how the E4P program differs
  • Segment 3
              Dr. Joines describes his personal experiences as he participated in the E4P program.
  • Segment 4
               - Dr. Joines explains why the recovery breaks within the E4P program helps increase employee productivity.
  • Segment 5
              Dr. Joines describes how GSK is reinforcing the behavioral changes of the E4P program.
  • Segment 6
               Dr. Joines provides an update status of the E4P program at GSK - over 10,000 employees have completed the program in 50 countries.
  • Segment 7
              Dr. Joines gives his concluding thoughts about GSK's E4P program.

Professor David Wernick (FIU) interviews Ms. Misha Kuryla-Gomez (CEO of Mishaӳ Cupcakes)

  • Introduction:
              Interview done by Professor David Wernick on Misha Kuryla-Gomezӳ cupcake bakery.
  • Beginning:
               Misha tells us what motivated her to open her own business.
  • The Idea:
              The Idea: Ideas come and go, but Misha had an idea which she turned into reality. She explains what inspired the idea to start her own bakery.
  • The First Order:
               In order to have a successful cupcake bakery, you need customers. Misha tells us about her first order, which got the ball rolling.
  • The Big Break:
              Learn how Misha finally got her first paying customer.
  • Retail Business:
               One must establish a culture for employees, so that a business can succeed. Learn how Misha sets the culture not only for her staff, but also her customers.
  • Top Sellers:
              Learn which cupcakes are Misha’s favorite as well as her number one sellers.
  • Secret Recipe:
               Every baker has his or her secret recipe for success. Discover how Misha makes her cupcakes stand out above her competitors.
  • A Typical Day:
              A day in the life of the owner of one of South Florida’s top cupcake bakeries. Misha walks us through the daily routine of her and her staff.
  • Operations:
              Small businesses have few employees, but each staff member plays a major role in the company’s success. Misha tells us about the size of her baking company and the responsibilities of each employee.
  • Recruitment:
              Misha tells us about some challenges she has faced with her staff and how she overcame them. She also tells us what she looks for during the hiring process and the difficulties that come with hiring a great employee.
  • Advertising:
              Marketing your product can be expensive and very difficult to reach the proper target market. Misha talks about what kind of advertising strategies have helped her business prosper.
  • The Future:
              Misha has a prime location in the gables that has captured the South Miami market but is that enough? Misha talks to us about her future plans for the growth of her cupcake company.
  • Passing Fad:
              Are cupcakes just a big hit now, how much longer is the cupcake industry going to be around? Misha shares her views for the future of the cupcake baking industry.
  • Advice for Entrepreneurs:
              Misha talks about what motivated her and how seeking help from others can lead to a successful startup.
  • Defining Moments:
              Having your own company leads to having to make difficult decisions. Misha talks about how she has made the right choices from the opening of her business to the hiring of her employees.

Professor David Wernick (FIU) interviews Mr. Andres Dominguez (Co-founder of Natural Sins)

  • Introduction:
              Interview done by Professor David Wernick on Andres Dominguez Co-founder of Natural Sins.
  • Beginnings:
               Andres shares with us his vision and how Natural Sins got started.
  • Early Days:
              Andres tells us what led to his involvement with the development of the product.
  • Product Design:
               Andres tells us who was responsible for the aesthetics of Natural Sins as well as the value of having a strong support system.
  • Product Development:
              Gives an understanding to what products Natural Sins has to offer and what the future may offer their customers.
  • Supply Chain:
               Understand how Natural Sins product moves from the supplier to the customer.
  • International Logistics:
              Andre’s shares with us his methods of transporting the product internationally.
  • Distribution:
               Andres shares with us how the products are shipped from the warehouse to the distribution locations.
  • Retail Sales:
              Andres explains to us how Natural Sins’ growing product, Kaki, plans to reach the international market.
  • U.S. Market:
              Andres speaks of his future plans to prosper in the US market.
  • New Markets:
              Plans for future expansion of Kaki in new markets around the world.
  • Future Growth:
              How Andres will face the challenges that come with expanding his product in the US market.
  • Advice for Entrepreneurs:
              Andres explains the benefits of taking risks to achieve your goals.

Professor Martin Luytjes (FIU) interviews Mr. Jesus R. Capo (VP of El Doral Furniture)

  • History and Start of El Dorado:
              Like many family businesses, there is a rich story to the history of El Dorado Furniture stores. As is common in Miami, the international flair of Latin immigrants comes into play in this case, with a strong foundation of family principles forming the culture and values of the Capo family.
  • Growth of El Dorado:
               Although influenced by family values, El Dorado has succeeded by creating value for its customers. From innovative ‘Boulevard’ Showrooms to exceptional delivery services, superior customer experience has been emphasized, bringing continued growth, even in difficult economic times.
  • Work Life Balance:
              Although the demands of corporate life are always present, the Capo family maintains the family values passed down from generation to generation, including the need to separate family time from family business time.
  • Employee Engagement/Leadership Characteristics:
               El Dorado’s family management makes concerted efforts create an environment which minimizes power distance (Hofstede, 1977) and keeps management approachable to all employees, whether direct family or not.
  • Delegating Responsibly:
              Recognizing the need for developing managers at all levels of the organization, El Dorado management offers growth opportunities for employees by offering additional responsibilities to employees. This delegation process is based on performance and the demonstration of the customer-oriented values that is so important to the business.
  • Family Engagement/Support:
               As El Dorado has grown, management has not forgotten the family values, keeping the family engaged in the business, whether directly or indirectly.
  • Family Partnership:
              Although a family business, El Dorado management has worked hard to develop relationships on both personal and business levels, keeping a personal touch while maintaining professional standards for all stakeholders.
  • Family Involvement with El Dorado:
               As the family has grown, with third generation members joining the organization, El Dorado management has developed clear standards for joining the family business, including the understanding that professionalism is expected and that family members will be held to the high standards that management expects of itself.
  • Family Decision Making/Motivation:
              El Dorado management practices a participative management approach, starting with Board Meetings with the Capo brothers and transcending to the entire organization, offering everyone the opportunity to be part of the El Dorado family.
  • Business Advice from Non-Family members:
              El Dorado management has recognized the need for advice from non-family members, soliciting ideas from an Advisory Board as well as specialized professional legal and accounting services, all with the goal of preparing the company to compete in the present and prepare for the future.
  • Distribution of Shares:
              El Dorado management has spent a significant amount of time and resources to ensure that the ownership of the company will stay in the family, no matter what. The family value of “keeping it in the family” is unmistakable, and it offers numerous opportunities for the generations to come.
  • Secret to Family Success:
              Despite running a multimillion dollar business which continues to grow, the El Dorado family is built on love, dedication, and compassion: family values which are passed on from generation to generation.

Professor Karen Paul (FIU) interviews Mr. Roberto Contreras (Consultant)


Professor Karen Paul (FIU) interviews Mr. Charlie Behrens (IBM)


Professor Donald Roomes (FIU) interviews Mr. Tushar Patel (CEO of Simplikate)

This interview has been broken up into parts by question.