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Content

Business Strategy

Business Strategy


DRIVE BUSINESS PERFORMANCE

By Bruno Aziza, Joey Fitts

Program Highlights
  • How performance management can deliver competitive advantage.
  • How to diagnose your organization's performance management capabilities and improve results.

    To achieve a culture of performance that drives growth, organizations need to build accountability, intelligence, and informed decision-making into their organizational DNA. They arm employees with relevant business data to focus their actions and speed strategic decisions.

    With examples from Fortune 500 companies, Aziza and Fitts provide a six-stage approach for developing a culture of performance, including increasing visibility into operations, moving away from a gut feel to more data-driven decision-making, and articulating and incenting future success. At each stage, organizations must also exercise three critical capabilities: monitoring operations, analyzing data against best practices, and planning for success.

    Bruno Aziza and Joey Fitts work on Microsoft's global business intelligence strategy and are co-authors of "Drive Business Performance: Enabling a Culture of Intelligent Execution."

    Mr. Aziza has led marketing, sales, and operations management teams at various technology firms. He holds an MA degree in business and economics.

    Mr. Fitts has lectured in Harvard's executive education programs and served on the boards of advisors for InterVivos and the Computing Technology Industry Association.

    Item no.: RZ02500279
    Format: DVD
    Duration: 55 minutes
    Copyright: 2008
    Price: USD 95.00

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    ENTERPRISE OF THE FUTURE, THE: TURNING CHANGE INTO OPPORTUNITY

    By Jim Bramante

    Program Highlights
  • Five core traits that make up the DNA of the enterprise of the future.
  • How to serve "information omnivores," today's technology-savvy customers.
  • Getting the right talent worldwide: how leaders grow their business strategically.

    Leaders today face an ever more global, competitive, and dynamic environment. Emerging markets provide growth opportunities, yet demand innovative business models. Jim Bramante distills the findings of IBM's latest Global CEO Study, based on interviews with one thousand CEOs worldwide, to define the Enterprise of the Future.

    He points to five strategic trends found in the leaders across industry segments. Top performers hunger for and embrace change rather than react to it. They innovate beyond customer imagination to reach the technologically sophisticated. These leaders seek new ways to organize globally to tap worldwide talent, and they are willing to aggressively attack enterprise and revenue models - even whole industry models. Finally, they demonstrate a genuine concern for customer and corporate social responsibility.

    Jim Bramante serves on IBM's Chairman's Performance Team as well as Innovation and Values Team. Prior to joining IBM, he was CFO of PriceWaterhouseCoopers Consulting and a member of its Executive Committee. Bramante is the co-author of the book "eCFO - Sustaining Value in the New Corporation."

    Item no.: WZ00300280
    Format: DVD
    Duration: 46 minutes
    Copyright: 2008
    Price: USD 95.00

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    EXECUTING YOUR STRATEGY: HOW TO BREAK IT DOWN AND GET IT DONE

    By Raymond Levitt

    Program Highlights
  • Strategic planning requires measurable near-term objectives to ensure the right projects are executed well.
  • Successful execution, in turn, demands responsiveness to a continually changing environment.
  • The alignment of strategy and execution is an ongoing discipline of analytic engagement and agility.

    In a business environment of fast-moving markets, global supply chains, and dynamic technologies, executing strategy is becoming increasingly difficult. How do you aim for a target that is constantly shifting - while standing on a platform that is constantly destabilized? Professor Levitt provides the answer: plan in detail only as far out as you can see; keep questioning your assumptions about your markets, resources, and competitors; and revise your rolling plan frequently as you track and resolve changing issues.

    Dr. Levitt emphasizes the critical importance of aligning your organization's structure and culture with your strategy. He describes business failures caused by product value differentiation in conflict with core organizational strengths, leading companies to invest heavily in projects that did not meet the demands of the marketplace or became outdated before they could be released.

    Professor Levitt serves as Director of Stanford's Collaboratory for Research on Global Projects and as Academic Director of the award-winning Stanford Advanced Project Management executive program.

    Item no.: HJ02460273
    Format: DVD
    Duration: 53 minutes
    Copyright: 2008
    Price: USD 95.00

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    STRATEGY BY DESIGN: HOW DESIGN THINKING BUILDS OPPORTUNITIES

    By Tim Brown

    Program Highlights
  • At its heart, design thinking is human-centered, empathetic.
  • Its process includes three stages for bringing ideas to life.

    Successful innovations must be desirable to consumers, technically feasible, and viable from a business point of view. But how do you meet these requirements? Tim Brown advocates using the three stages of "design thinking": inspiration, ideation, and implementation.

    For inspiration, innovators must look at the world through the eyes and the ears of users, perhaps studying analogous situations or extreme users to spark a generative process. Ideation, the core of the process, involves prototyping and realistic testing. Implementation begins with storytelling to bring the idea into the world. If a narrative can be developed around an idea, it has the best chance of being understood and implemented.

    Tim Brown has led strategic client relationships with such companies as Bank of America, Eli Lilly, DaimlerChrysler, Microsoft, Procter & Gamble, and Steelcase. Tim earned his MA in design from the Royal College of Art in London.

    Item no.: TT02460276
    Format: DVD
    Duration: 47 minutes
    Copyright: 2008
    Price: USD 95.00

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    AVOIDING THE WORKFORCE CRISIS: HOW TO BEAT THE COMING SHORTAGE OF SKILLS AND TALENT

    By Tamara Erickson

  • How to develop leaders when your staff prefers "balance" instead of challenge.
  • Why 1/4 of your Gen Xers and 1/3 of your Gen Y's are actively looking for another job - right now.
  • The bell-shaped career path, and how to keep your Boomers dialed in.

    The impact of demographic trends and generational differences is already causing trouble for employers. Fewer individuals are entering the workforce, and those that do tend to have lower qualifications while at the same time presuming higher expectations. Tamara Erickson explains how different generations of employees perceive the workplace, and describes how to attract and retain workers with this viewpoint in mind.

    Savvy employers will need to cast their nets far and wide: recruiting at multiple points, offering lateral career opportunities, and investing in development. And for retention, Erickson advocates "retiring retirement," introducing greater flexibility, and engaging the hearts and minds of your employees by giving their work meaning and personal value.

    Item no.: HG00300266
    Format: DVD
    Duration: 55 minutes
    Copyright: 2007
    Price: USD 95.00

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    EXECUTING LEADERSHIP TRANSITIONS: STRATEGIES AND PRACTICE

    Featuring: Scott McNealy

    Program Highlights
  • Why having an enemy is only outdone by having a cause.
  • The value of the "Obvious Number Two."
  • Why it's OK to have fun.

    Scott McNealy believes leaders cannot be created--only identified. But even natural leaders need exposure. They need the opportunity to take on challenges that hone their skills and generate the wisdom to reach their full potential. That's where coaching comes in. Given proper motivation and mentoring, individuals (and teams) will do their best--strengthening their organizations in the process of increasing their own effectiveness.

    McNealy explains how to develop your own strengths to lead other leaders. And, having recently completed a successful leadership transition strategy at Sun, he shares his methods for selecting and grooming dynamic leaders. He emphasizes the importance of evaluating on the basis of integrity as well as ability, and encourages you to get rid of the prima donnas (sooner rather than later). In this insightful talk, McNealy offers a game plan for preparing and inspiring your next generation of leaders--at every level of your organization.

    Scott McNealy co-founded Sun Microsystems Inc. in 1982 and served as chief executive officer and chairman from 1984 to 2006. McNealy guided the company from a Silicon Valley start-up to a leading provider of network computing infrastructure, with almost 38,000 employees worldwide.

    Item no.: PN00300260
    Format: DVD
    Duration: 56 minutes
    Copyright: 2007
    Price: USD 95.00

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    FINDING UNTAPPED GROWTH IN EXISTING MARKETS

    Featuring: James Hollingshead, PhD

    Program Highlights
  • Segmenting customers by behaviors, rather than by beliefs or attitudes.
  • Customer profiles that explain the behavior you are targeting.
  • How to create a map that your sales force can use for closing deals in new markets.

    Managers are under constant pressure to grow, but it is often difficult to find new avenues of growth within an existing line of business. Fortunately, growth is available in almost every market if companies look for it in the right way.

    In order to win in the marketplace, it is essential to understand which customer behaviors make money (and lose money) for your organization. Next, it is important to segment customer groups in a way that allows you to explain those behaviors and find the actual customers in the real world. Then you can identify the drivers and barriers to influencing the particular behavior you want to motivate. By doing so, your marketing efforts can be focused on the critical specifics, early in the process. Dr. Hollingshead provides insights on these principles, and offers specific tools for seeing existing markets differently and uncovering hidden opportunities for growth.

    Jim Hollingshead heads the Monitor Group's strategic marketing arm. He led Monitor's offices in London and Istanbul before relocating to San Francisco. Dr. Hollingshead is a graduate of Stanford University, and earned his MA and PhD from the University of California, Berkeley.

    Item no.: PK02500251
    Format: DVD
    Duration: 53 minutes
    Copyright: 2007
    Price: USD 95.00

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    OPEN BUSINESS MODELS: HOW TO THRIVE IN THE NEW INNOVATION LANDSCAPE

    Featuring: Henry Chesbrough

    Program Highlights
  • A diagnostic tool for assessing your current business model.
  • How to make money in an open innovation landscape.
  • "Innovation intermediaries" and how they can improve your access to external technologies.

    If your business has a closed innovation model, there is only one way into the product development funnel, and there is only one way out to the market. While this model has performed remarkably well for many companies - in many, many industries - it is now obsolete. In conditions of uncertainty, with very complex information, you don't have all the data you need to make the right R&D decisions every time. There is a temptation to go with ideas or products that fit your current business model, with the risk of investing in flops while overlooking potential blockbusters.

    Dr. Chesbrough describes how to open your closed innovation model, and then apply these same principles to rejuvenate your company's broader business model. He details specific examples of enterprises that have successfully leveraged innovation to create and capture value from ideas and technologies.

    Professor Chesbrough's "Open Innovation: The New Imperative for Creating and Profiting from Technology" was awarded Best Business Book of 2003 by Strategy and Business Magazine, when he was also named one of Scientific American's Top 50 business and technology leaders. Dr. Chesbrough earned his PhD at the Haas School of Business, University of California, Berkeley. He also has an MBA from Stanford and a BA in economics from Yale University.

    Item no.: WC00300263
    Format: DVD
    Duration: 54 minutes
    Copyright: 2007
    Price: USD 95.00

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    STRATEGIC ALLIANCES: HOW TO NEGOTIATE, INFLUENCE AND DELIVER RESULTS

    Featuring: Steve Steinhilber

    Program Highlights
  • How to choose your strategy. (Should you build, outsource, or partner?)
  • How to partner and compete at the same time.
  • Proactive and reactive models for partner selection.

    Whether to beat stiff competition in your market, grow customer satisfaction, or pare your bottom line, strategic alliances are increasingly vital to your organization's success. Yet as many as two-thirds of new alliances fail to live up to expectations.

    Cisco Systems, widely recognized as a global leader in alliance value creation, has developed an effective framework to identify promising new alliances and then structure alliance relationships to optimize their outcome. Mr. Steinhilber explains the many factors that come into play when deciding whether to proceed with a strategic alliance: the investment required, the competitive landscape, market timing, your organization's own product lines and skill set. And once you've decided to strike the deal, Steinhilber describes the formal and informal mechanisms you need to put in place - to persuade your partner to act for mutual benefit, how to overcome the inevitable rough patches in the relationship, and how to ensure your alliances stay focused on what matters.

    Mr. Steinhilber is Vice President of Strategic Alliances and Corporate Consulting Engineering at Cisco Systems. Under Steinhilber's leadership, Cisco's strategic alliances accounted for over 10% of total Cisco revenues in the previous fiscal year. Steinhilber holds a BA from Duke University and an MBA from Harvard Business School.

    Item no.: BV02500264
    Format: DVD
    Duration: 58 minutes
    Copyright: 2007
    Price: USD 95.00

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    WHAT DRIVES PHENOMENAL SUCCESS?

    By Colleen Barrett

    Program Highlights
  • Secrets of Southwest's climb from humble beginnings to admired enterprise.
  • The power of giving employees the freedom to be themselves.
  • How to maintain a warrior spirit, a servant's heart, and a fun-loving attitude.

    Southwest Airlines started with a simple idea, and managed to stick with it through decades of unprecedented growth. Many have tried (but failed) to emulate their success. According to Colleen Barrett, the idea is so simple, nobody quite believes it: customers return because they like the experience and they like the way they are treated.

    But how do you keep your customers this satisfied? By keeping your employees satisfied. Barrett spends 70-80% of her time assuring that her employees are valued as people, and encouraged to do the right thing rather than doing things right. She acknowledges that you can't expect employees to be saints, but you can expect integrity and commitment to the team. Her guiding rule is to hire on attitude and then train for skills, seeking individuals who will take the business - but not themselves - seriously.

    Colleen Barrett has been with Southwest from the very beginning, previously serving as Secretary of the Corporation, Vice President of Administration, and Executive Vice President of Customers. She has received numerous business awards and honors, including Forbes.com's "World's 100 Most Powerful Women," Fortune's "50 Most Powerful Women in Business," and Business Week's "Best Managers."

    Item no.: PT02500271
    Format: DVD
    Duration: 50 minutes
    Copyright: 2007
    Price: USD 95.00

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    WHY DON'T WE NATURALLY MAKE GOOD DECISIONS?

    By Ron Howard

    Program Highlights
  • The endowment effect, the conjunction fallacy, and anchoring - natural human tendencies that lead to bad decisions, every time.
  • Why we tend to disregard probability when making a decision under uncertainty.
  • How impatience, stress, willpower and empathy influence action.

    Decision making cuts across all human activities. Yet we rarely study - much less apply - the fundamental thinking processes that should be undertaken before we make important decisions. Most of us can't stop our emotions from ultimately having more sway than our rational deliberation. Dr. Howard has spent much of his career studying this struggle between instinct and logic, and provides insights as well as practical suggestions for improving the quality of our decision making.

    Dr. Howard describes the elements of high-quality decisions: proper framing, clear alternatives, appropriate information, considered preferences, and the logic necessary for an uncertain world. By understanding the critical distinction between decisions and outcomes, and using effective decision analysis tools, we can increase our clarity of action in the personal and professional decisions that shape our lives and organizations.

    Dr. Ron Howard is a professor of management science and engineering and is also a professor by courtesy in the Graduate School of Business at Stanford University, where he was one of the founders of decision analysis as an academic discipline.

    Item no.: PK00300272
    Format: DVD
    Duration: 49 minutes
    Copyright: 2007
    Price: USD 95.00

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    BUILT TO CHANGE: HOW TO ACHIEVE SUSTAINED ORGANIZATIONAL EFFECTIVENESS

    Featuring: Edward Lawler; Christopher Worley

    Program Highlights
  • The myth that humans automatically and universally resist change.
  • Why 60-80% of large scale change efforts fail.
  • Avoiding the "Execution Trap" and the "In Search of Excellence Trap."

    Organizations are built for stability, not for change. But in today's highly competitive business environment, organizations must be ready to change - and change frequently. They need to replace long-term planning with a succession of short-term advantages. They must increase their "surface area" with the outside world; drive leadership to lower levels in the company; and reward decision makers for change management as well as results.

    Lawler and Worley discuss methods for creating strategies, structures, communication processes, and human resource management practices that are designed to facilitate an organization's ability to change.

    Edward Lawler is Distinguished Professor of Business at the Marshall School of Business, University of Southern California, where he is also the founder and director of the Center for Effective Organizations. He is the author of "Treat People Right!" and a leading consultant to major corporations.

    Christopher Worley is a research scientist at the Center for Effective Organizations, University of Southern California. Previously, he was the director of the Master of Science in Organizational Development program at Pepperdine University. He is the author of "Integrated Strategic Change."

    Item no.: PW02460247
    Format: DVD
    Duration: 54 minutes
    Copyright: 2006
    Price: USD 95.00

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    CHANGE MANAGEMENT AND STRATEGIC PLANNING

    Featuring: Roberta Katz

    Program Highlights
  • How to counter the confusion, delay, resistance and inefficiency that typically thwart progress.
  • The iterative process of getting everyone to hop on the same change train (even if at different times).
  • The importance of addressing the "What's in it for me?" question.

    Strategic planning is the process of creating a wave of change while gaining commitment from your employees and other stakeholders necessary to make it happen. Yet, change inevitably engenders resistance. Even the best strategic plans can fail if this resistance is not met and overcome. Dr. Katz explains six principles for effective implementation: leadership, a clear vision or goal, a comprehensive perspective, a process for adverse opinions, persistence, and flexibility. She then provides examples of each of these components, and discusses current efforts within Stanford University that provide a model for successful change.

    Roberta Katz has served as senior vice president and general counsel of Netscape Communications Corp. She earned a PhD from Columbia University and is a graduate of the University of Washington School of Law. Dr. Katz is the author of "Justice Matters: Rescuing the Legal System for the 21st Century."

    Item no.: HP02500248
    Format: DVD
    Duration: 47 minutes
    Copyright: 2006
    Price: USD 95.00

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    COLLABORATIVE ENTREPRENEURSHIP: CREATING WEALTH THROUGH NETWORKED FIRMS

    Featuring: Raymond Miles

    Program Highlights
  • How self-managed projects among firms can generate innovation and market placement.
  • How to recruit new firms and teach collaborative protocols and skills.
  • How collaborative firms create first and calculate later, while competing firms calculate first and create less.

    The United States and other advanced nations must learn to live by their wits in the global economy of the 21st century. Since many existing business practices inhibit innovation, new organizational designs and managerial approaches must emerge to meet today's new challenges. Professor Miles describes one such model: the establishment of communities of networked firms that can leverage their knowledge base and their entrepreneurial know-how to create economic wealth through collaborative innovation.

    Raymond E. Miles is Professor Emeritus and former Dean of the Walter A. Haas School of Business at the University of California, Berkeley. He is the author of six books and over 50 articles and chapters that have been published in several languages and have been widely used and cited around the world. He has served on the Board of Directors of NYSE-listed firms and several small firms and start-ups. Professor Miles holds a PhD from the Stanford Graduate School of Business.

    Item no.: WK00300249
    Format: DVD
    Duration: 37 minutes
    Copyright: 2006
    Price: USD 95.00

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    HARD FACTS, DANGEROUS HALF TRUTHS, AND TOTAL NONSENSE: PROFITING FROM EVIDENCE-BASED MANAGEMENT

    Featuring: Robert Sutton

    Program Highlights
  • Five sources of inertia that stop action.
  • Eight strategies that drive out destructive management practices and pave the way for knowledge to be implemented.
  • Successful companies which have bridged the gap.

    Knowing what to do often has little or no impact on what managers actually do, and organizations often fail to put their knowledge into action. Deficient practices - not people - are to blame for the disconnect between knowing and doing. Some companies are able to avoid these action-inhibitors altogether, and others have learned to overcome them. Dr. Sutton outlines strategies that drive out destructive management practices and pave the way for knowledge to be implemented.

    Dr. Robert Sutton is the Research Director of the Stanford Technology Ventures Program and has published more than 60 articles and chapters in scholarly and applied publications. He is the co-author, with Dr. Jeffery Pfeffer, of the book "The Knowing-Doing Gap: How Smart Companies Turn Knowledge into Action."

    Item no.: WE00300252
    Format: DVD
    Duration: 59 minutes
    Copyright: 2006
    Price: USD 95.00

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    BUILDING A FEEDBACK-POSITIVE ORGANIZATION

    Featuring: David Bradford & Scott Brady

    Program Highlights
  • How regular, specific and face-to-face feedback can transform your organization.
  • The three building blocks of the feedback-positive organization.
  • How to redefine mistakes as learning opportunities, and find the courage to grow.

    As a leader, you hire for potential. Therefore, one of your core jobs is as a developer of people. A readiness to offer timely and honest feedback makes all the difference to your employees. Rather than being taken as a negative, such input shows concern for the development of each individual. This works for the management team, as well. While at times the focus needs to be on the gap between what is expected and what you are doing wrong, the best feedback focuses on the gap between what you are doing well, and what you can be doing even better. David Bradford examines what it takes to have a "feedback rich" organization, while Scott Brady provides a first-person, real-world perspective on how feedback propelled his own organization through tremendous growth.

    David Bradford is co-author of several books, including "Power Up: Transforming Organizations Through Shared Responsibility Leadership" and "Managing for Excellence."

    Scott Brady holds an MS in Management as a Sloan Fellow at the Stanford Business School. Prior to co-founding FiberTower, he was a founding executive and CTO for Clarus Corporation, and focused on strategic planning and technology development initiatives at Anderson Consulting (Accenture).

    Item no.: PU02500018
    Format: DVD
    Duration: 53 minutes
    Copyright: 2005
    Price: USD 95.00

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    DOING WELL AND DOING GOOD: CORPORATE SOCIAL RESPONSIBILITY AS A PROFIT GENERATOR

    Featuring: Jeffrey Swartz

    Program Highlights
  • Altruism, and the building of the Timberland brand.
  • A vision that defines work not only as what we do, but also as who we are.
  • The benefits of shared values and a common commitment to mission.

    In an age when consumers and investors alike are gravitating toward companies whose brands they can trust, it's no longer enough to be solely focused on the bottom line. Delivering more than $1.3 billion in sales last year, Timberland is proof that profit-minded companies can build on their success while both "doing well" for shareholders and "doing good" for communities.

    Jeff Swartz firmly believes in commerce, and that profits for Wall Street are necessary--but not sufficient. He also believes in commitment: to the basic human rights of everyone involved in the Timberland value chain; to minimizing Timberland's impact on the environment; and to the notion of engaged citizenship, that encourages us to take the resources we have and find the will to create sustainable solutions that are good for everybody.

    Jeffrey Swartz is the third generation of the Swartz family to lead Timberland. Under his direction, the company that his grandfather founded, along with the brand his father built, has grown to become an example for socially-responsible corporations around the world. Jeffrey received an MBA from Dartmouth and a BA in comparative literature from Brown.

    Item no.: HD02500061
    Format: DVD
    Duration: 61 minutes
    Copyright: 2004
    Price: USD 95.00

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    INNOVATION MANAGEMENT AND INCENTIVES DESIGN

    Featuring: Antonio Davila

    Program Highlights:
  • The incentive sweet spot that drives product innovation.
  • Successful strategies for defining goals and measurement systems.
  • Radical versus incremental innovation, and the failure of a one-size-fits-all approach.

    Creativity generates value when supported by an infrastructure that provides discipline without killing passion. Management systems for innovation therefore require careful design. It is crucial to understand the difference between incremental and radical innovation, and set goals and incentives that lead to the best outcome for your product. Large bonuses can snuff the excitement that engenders radical innovation, but inadequate financial motivation can hobble incremental innovation. The crucial elements are understanding your innovation needs, and ensuring that your strategies foster, rather than stifle, the creative strengths of your organization.

    Professor Davila has an MBA from the University of Navarra, and a PhD from the Harvard Business School. His research has been published in numerous academic and business journals, including the Harvard Business Review and the Journal of Accounting and Economics. Davila is coauthor of the book "Making Innovation Work: How to Manage It, Measure It, and Profit from It."

    Item no.: GM02460116
    Format: DVD
    Duration: 47 minutes
    Copyright: 2004
    Price: USD 95.00

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    MANAGING FOR BOTH BOTTOM AND TOP LINE PERFORMANCE

    Featuring: Jeff Rodek

    Program Highlights
  • Ways to ensure that your employees understand how customer satisfaction drives the numbers.
  • Bad news doesn't get better with age: why an open-door policy only works if people are willing to walk in the door.
  • How your people, processes and technology drive execution.

    Managers have spent the past few years in a bunker mentality, ruled by cost-cutting and bottom-line retrenchment. Now that headcount and expenses have been cut to the bone, attention to the top line must once again reign supreme. The future will be unforgiving if you don't know where to focus for maximum performance, and growth will be necessary for survival. Paradoxically, the secret is to draw on the old-fashioned values of hiring the right people, training, communicating, and motivating. As Rodek explains, your goal must be a company-wide commitment to teamwork and accountability, with a focus on the customer, and a common belief that profit is the only effective test of performance.

    Jeff Rodek has been Executive Chairman of the Board of Hyperion since July 2004. He served as Chairman of the Board and CEO of the company from October 1999 to July 2004, and has been a director of the company since January 1998. Previously, Rodek was president and COO of Ingram Micro, Inc. after 16 years at Federal Express Corp. He holds a bachelor's degree in mechanical engineering and a master's degree in business administration from Ohio State University.

    Item no.: KL00300140
    Format: DVD
    Duration: 49 minutes
    Copyright: 2004
    Price: USD 95.00

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    MERGERS & ACQUISITIONS: 100 DAYS TO A SUCCESSFUL INTEGRATION

    Featuring: Ram Gupta

    Program Highlights
  • The role of corporate culture in the success - or failure - of any merger.
  • Reaching out to your constituencies: employees, customers, analysts and shareholders.
  • The importance of the 100 days before and after a merger.

    In 2003, PeopleSoft acquired J.D. Edwards. Throughout the process, Ram Gupta was PeopleSoft's point man at J.D. Edwards' headquarters in Denver. Gupta discusses the details behind the company's decision to make this acquistion and the process of merging the two companies. He shares best practices and personal anecdotes behind the merger.

    Gupta explains that the 100 days preceding mergers and acquisitions present decision makers with a critical "make or break" opportunity. This is your chance to ask the hard questions, and clearly establish why you are getting into the relationship in the first place. Once the merger comes to pass, the next 100 days must be focused on execution: defining and communicating a road map for the newly formed company. This is the time to make the cold, tough call about people and about the structure of the organization. Then, as you work to meet expectations and validate the success metrics you established early on, you progress to the final phase in which you benefit from the synergies you've created, and begin to generate entirely new opportunities

    Item no.: PA00300143
    Format: DVD
    Duration: 50 minutes
    Copyright: 2004
    Price: USD 95.00

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    RED QUEEN COMPETITION: A DYNAMIC VIEW OF STRATEGY

    Featuring: William P. Barnett

    Program Highlights
  • Why the greatest innovation occurs during periods of the greatest upheaval.
  • Why the most valuable capabilities are the ones companies don't even recognize.
  • Why the profits we make often happen for reasons we don't understand.

    "Now here, you see, it takes all the running you can do to keep in the same place." So said the Red Queen, in Lewis Carroll's Through the Looking Glass. The neo-classical model of business strategy is built on a theory of market equilibrium. But in reality, markets create disequilibrium, and therefore opportunity. Rather than seeing competition as a problem to be solved, Professor Barnett explains how to see competition as an engine that generates capability. Intense competition can result in higher growth rates and higher profitability if you understand how to create an organization that leaps ahead - while your competitors keep running in place.

    William P. Barnett studies competition within a variety of industries, analyzing how strategic differences and strategic change among organizations affect their prospects for performance, growth and survival. He holds a BA and PhD from the University of California, Berkeley, and is the Director of Stanford's Executive Management Program.

    Item no.: ZV02500175
    Format: DVD
    Duration: 49 minutes
    Copyright: 2004
    Price: USD 95.00

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    JUDO STRATEGY

    Featuring: David B. Yoffie

    Program Highlights
  • How to use speed and agility to lessen the danger of overwhelming attack.
  • Four commonsense rules for successful strategy: be unique, create value, communicate value, and be a moving target.
  • How to take your opponents "out of their game."

    In this lively step-by-step guide to business competition, Professor Yoffie explains how some companies succeed in defeating stronger, more powerful rivals, while others fail. Using the metaphor of martial arts, Yoffie details how successful challengers can turn their opponents' own size and power against them-and bring them down. He outlines three core principles: movement (maneuvering into areas of relative strength); balance (harnessing your competitor's momentum while avoiding head-to-head confrontations); and leverage (a rival's greater size can also be its greatest weakness, if you find the right pivot to bring it down).

    But what if you are the stronger competitor, threatened by an upstart? Yoffie also points out the "Sumo Strategy" countermoves that can be used by larger companies to crush an attack before it gains ground.

    Professor Yoffie has been a member of the Harvard Business School faculty since 1981. He is the author or editor of eight published books, including "Competing On Internet Time: Lessons From Netscape And Its Battle With Microsoft." Professor Yoffie received his Master's and PhD degrees from Stanford University.

    Item no.: WL02460123
    Format: DVD
    Duration: 52 minutes
    Copyright: 2003
    Price: USD 95.00

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    GOING GLOBAL: A CASE STUDY

    Featuring: Mary Cranston

    Recognizing that the status quo was riskier than radical change, Mary Cranston spearheaded the merger of two 125-year-old law firms that were historic market leaders in their respective birthplaces: San Francisco and New York. In response to new technology and a climate of deregulation, their corporate clients were going global and they had to do the same. Cranston explains how the merger of Pillsbury Madison & Sutro with Winthrop Stimson Putnam & Roberts allowed them to become an international force in their industry virtually overnight.

    Item no.: RC02460095
    Format: DVD
    Duration: 46 minutes
    Copyright: 2002
    Price: USD 95.00

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    HOW DEBT MAKES COMPANIES PERFORM BETTER

    Featuring: George G. C. Parker

    Program Highlights
  • How inept financial practices can make even the best companies fail.
  • What makes a balance sheet too strong for its own good.
  • Why you need to leverage your assets, and get your capital into play.

    No longer considered a passive part of the management equation, corporate finance is now at the forefront of the tools that successful business leaders must employ. Effective financial strategies help create value and contribute to economic efficiency, productivity and profitability. Explaining the balance sheet in straightforward, logical terms, Dr. Parker shows investors and managers alike how to look at the big picture when weighing risks against opportunities.

    George G.C. Parker is a Professor of Finance and Management at Stanford, and is the author of "Risk Management: Problems and Solutions." He is featured in the award-winning Stanford Video Guide to Financial Statements, also available from Kantola Productions.

    Item no.: JH00300103
    Format: DVD
    Duration: 53 minutes
    Copyright: 2002
    Price: USD 95.00

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    PREVENTING BURNOUT IN YOUR ORGANIZATION

    Featuring: Christina Maslach

    Program Highlights
  • It's not just the person-it's the job (and the person).
  • Why heavy workloads aren't always the cause of burnout.
  • How to increase the positives and build job engagement.

    What can be done about burnout and its high costs, both to the employee and the organization? Professor Maslach describes six contributing factors that increase the risk of burnout, and the toll it takes on individuals and job performance. She then suggests intervention strategies that turn the multidimensional syndromes of exhaustion, cynicism and ineffectiveness into energy, involvement and achievement.

    Christina Maslach is one of the pioneering researchers on job burnout, and is the creator of "The Maslach Burnout Inventory," the most widely used research measure in the field. She holds an AB, magna cum laude, in social relations from Harvard-Radcliffe College, and a PhD in psychology from Stanford University. Dr. Maslach is the author of "The Truth About Burnout."

    Item no.: FZ02500169
    Format: DVD
    Duration: 43 minutes
    Copyright: 2001
    Price: USD 95.00

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    SUPPLY CHAIN MANAGEMENT IN THE INTERNET AGE

    Featuring: Hau Lee

    Program Highlights
  • The three stages of innovation: substitution, scale and structural effect.
  • How the impact of the Internet on supply chain management has lead to business opportunities far beyond supply chain integration.
  • Examples of supply chain structural changes that resulted in important new profit centers.

    Professor Lee argues that companies should not be satisfied with the substitution effect or the scale effect when enjoying the benefits of the Internet on supply chain management. They need to identify opportunities for structural changes to their supply chain, and enable those changes to take place. The result will be new collaborative ventures, and can lead to entirely new product lines. Lee shows how select companies have leaped ahead by encouraging the structural changes precipitated by integrating supply chain management and the Internet.

    Professor Lee is Professor of Operations, Information, and Technology at the Stanford Graduate School of Business, and Professor of Engineering at the Stanford School of Engineering. He holds a BS from the University of Hong Kong, M.Sc. From the London School of Economics, MIS from the Institute of Statisticians, and both an MS and PhD from the University of Pennsylvania.

    Item no.: TB00300204
    Format: DVD
    Duration: 55 minutes
    Copyright: 2001
    Price: USD 95.00

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    ZERO TIME: LEARNING TO RESPOND INSTANTLY

    Featuring: Dr. Keri E. Pearlson

    Program Highlights
  • The five disiplines of instant responsiveness.
  • Using built-in "stealth learning" to update your workers.
  • How helping your suppliers can help you.

    What is it that successful companies "get" that others don't? In order to stay ahead, organizations must know how to react instantaneously. They need to be ready to deliver what customers need - before the customers know they need it! Zero Time success is founded on five disciplines: instant alignment of values, instant adaptation, instant learning, instant execution and instant involvement. Dr. Pearlson explains that Zero Time is a must for the realities of today's fast-paced business world.

    Dr. Keri E. Pearlson is the founder and president of KP Partners. Previously she worked for AT&T, and was an industrial engineer and systems analyst for Hughes Aircraft. Dr. Pearlson holds a DBA in management information systems from Harvard Business School, and both an MS in industrial engineering, and a BS in applied mathematics from Stanford University. She is the author of "Zero Time: Providing Instant Customer Value Every Time - All the Time."

    Item no.: AE02500233
    Format: DVD
    Duration: 47 minutes
    Copyright: 2001
    Price: USD 95.00

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    COMPETING ON THE EDGE: STRATEGY AS STRUCTURED CHAOS

    Featuring: Katherine Eisenhardt

    Program Highlights
  • The relentless pace of change.
  • Living with chaos.
  • New approaches to strategy.

    Instead of focusing on where you want to go, today's uncertain future requires that you focus on how you're going to get there. The process you need is structured chaos - a few simple rules setting priorities and responsibilities, and total creative freedom for business units within that framework. The result is a strategy that morphs, dynamically re-matching portfolios to meet current opportunities.

    Item no.: ND00300032
    Format: DVD
    Duration: 50 minutes
    Copyright: 1999
    Price: USD 95.00

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    CREATING THE FUTURE

    Featuring: Dr. Gary Hamel

    Program Highlights
  • Strategy innovation, wealth creation, and industry revolution.
  • Moving beyond incremental change to industry reconception.
  • How to build wealth instead of having your wealth destroyed.

    The biggest risk today is irrelevancy. Barriers that protected incumbents in the past have broken down, and competitive positions can be quickly overturned. If you miss a trend, there may be no catching up. How do you stay out of the band of mediocrity and position your company to become an architect of industry revolution? The answer is to reinvent who you are in meaningful ways. Innovation has to be a deeply embedded capability where every person in the company has a responsibility for wealth creation. Of course, wealth will not only be created, it will also be destroyed. As companies move beyond incremental change, strategy innovation is the only way for a company to renew its lease on success.

    Dr. Gary P. Hamel is founder and Chairman of Strategos, a company dedicated to helping clients get to the future first. Hamel is currently Visiting Professor of Strategic and International Management at the London School of Business, and the Thomas S. Murphy Distinguished Research Fellow at the Harvard Graduate School of Business. "Competing for the Future" has been hailed by The Economist, the London Financial Times, and the Washington Post as one of the last decade's most influential books.

    Item no.: LZ02500040
    Format: DVD
    Duration: 55 minutes
    Copyright: 1998
    Price: USD 95.00

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    STRUCTURING STRATEGIC BUSINESS ALLIANCES

    Featuring: Dr. Cheryl L. Shavers

    Strategic alliances and other collaborative inter-firm agreements have become commonplace in today's economy. Companies are moving away from large, control-based structures to more flexible and relationship-oriented partnering. With emphasis on the three phases of the Alliance Life Cycle, Dr. Shavers explores the ingredients to successful partnerships, focusing on the impact the alliance will have on each partner's bottom line.

    Item no.: LH02460202
    Format: DVD
    Duration: 48 minutes
    Copyright: 1998
    Price: USD 95.00

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    FOCUS YOUR BUSINESS

    Featuring: Steven Brandt

    Businesses pick up baggage as they increase in size and complexity, and much of that baggage becomes "excess baggage." Growing companies often have difficulty eliminating this baggage, whether the surplus be in products, markets served, managing practices, cultural norms, or organizational processes. Dr. Brandt describes proactive measures to maintain flow and growth: setting expectations; concentrating on one issue and excelling in it; strategic pruning; and enterprise character development.

    Item no.: DE02460075
    Format: DVD
    Duration: 60 minutes
    Copyright: 1997
    Price: USD 95.00

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    IMPLEMENTING STRATEGY: MANAGING THROUGH ORGANIZATIONAL CULTURE

    Featuring: Jennifer Chatman

    Program Highlights
  • Identifying the elements of organizational culture.
  • How an organization's culture impacts its success.
  • Case histories of firms with strongly identified cultures.

    "Organizational culture" is an elusive, yet powerful management tool. Professor Chatman defines organizational culture in terms of observable behaviors and shows examples of firms that use strong, strategically-aligned cultures to enhance organizational performance. She outlines how to establish and maintain a healthy and thriving culture by focusing on the power of effective selection and socialization processes. Through examples and anecdotes, she highlights the importance of developing cultures that emphasize innovation, teamwork, and adaptability to achieve sustained competitive advantage.

    Jennifer Chatman is a leading scholar in the areas of developing and managing organizational culture and employee commitment. Her articles appear frequently in leading academic journals, and she is a member of the editorial board of Administrative Science Quarterly and the California Management Review. Her consulting clients include CitiCorp, PG&E, the U.S. Postal Service, and the Big Four public accounting firms.

    Item no.: TV00300115
    Format: DVD
    Duration: 60 minutes
    Copyright: 1997
    Price: USD 95.00

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    SEARCH FOR LIFE AFTER PLANNING, THE: HOW TO BUILD STRATEGIES THAT GET IMPLEMENTED

    Featuring: John R. (Rick) Berthold

    Program Highlights
  • How to maintain seamless connections between strategic planning and implementation processes.
  • A model to facilitate company growth and communication.
  • Creation and maintenance of functional strategies.

    The traditional approach to strategic planning - which focused on producing a plan on a piece of paper that would subsequently disappear into a desk drawer - is dead. Replacing the old approach is a new method that focuses on strategic thinking and implementation. Rick Berthold presents a fresh perspective on strategy formation, and a process for developing strategies that assure organizational alignment and lead to effective implementation.

    John R. (Rick) Berthold is president of The Altos Group, and former president of Menlo College. He taught corporate strategy for the Stanford Graduate School of Business and directed the Executive Program for Growing Companies. He has held numerous management positions, including president of Six Flags, Inc., president of Hervic Corporation, and general manager of Saska Sports Industries.

    Item no.: YS02460186
    Format: DVD
    Duration: 49 minutes
    Copyright: 1997
    Price: USD 95.00

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    DEATH BY GROWTH: THE PARADOX OF CAPACITY

    Featuring: Christopher Meyer

    Program Highlights Growth can rapidly overwhelm an organization. Managers and employees may chase too many #1 priorities, lose focus, and send an organization into a downward spiral. Christopher Meyer shows how growing companies can avoid creating internal traffic jams and accidents that ultimately cause their own failures. He advocates a "less is more" philosophy in which companies match and leverage their growth capacities with their capabilities.

    Christopher Meyer, PhD, is an internationally-recognized expert in technology management and innovation. He is the author of the book, "Fast Cycle Time: How to Align Purpose, Strategy, and Structure for Speed" and the groundbreaking article, "How the Right Measures Help Teams Excel," published in the Harvard Business Review.

    Item no.: AG00300053
    Format: DVD
    Duration: 49 minutes
    Copyright: 1996
    Price: USD 95.00

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    NUMBERS DO LIE: LEADING A MEASUREMENT REVOLUTION

    Featuring: Christopher Meyer

    Program Highlights
  • Cash and strategic costs of measurement errors.
  • Identifying who should measure what.
  • 6-part framework for aligning measurement systems.

    All too frequently firms measure the wrong variables, assign the wrong people to do the measuring, and grant too much credibility to the numbers generated. Dr. Meyer outlines a step-by-step framework for identifying what practices need to be changed, defining specific new measures, clarifying who should measure what, and showing how to align measurement with corporate strategy.

    Christopher Meyer, PhD, is an internationally-recognized expert in technology management and innovation. He is the author of the book, "Fast Cycle Time: How to Align Purpose, Strategy, and Structure for Speed" and the groundbreaking article, "How the Right Measures Help Teams Excel," published in the Harvard Business Review.

    Item no.: LB02460150
    Format: DVD
    Duration: 43 minutes
    Copyright: 1995
    Price: USD 95.00

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    DEALING WITH CRISIS AND TRANSITION: HOW ORGANIZATIONS TRANSFORM THEMSELVES

    Featuring: Charles O'Reilly III

    Program Highlights
  • Influencing organizational culture to promote motivation and commitment.
  • Aligning corporate culture and strategy.
  • Avoiding the handcuffs of success.

    Why do successful firms sometimes fail? Dr. Charles O'Reilly calls it "the failure of success." While the natural tendency to focus on the strategy that produced its initial success does bring a company short-term strength, success brings growth, and growth fosters inertia. When change becomes necessary, there is inevitable resistance. Thus, for long-term success, a company has to manage for "here" while at the same time preparing to move "there."

    The secret is having a corporate culture in which change is one of the norms. In a crisis, when the situation is ambiguous, when new people come on board, when the old way isn't working - all these are powerful situations where appropriate management of informal corporate control systems can move an organization towards a culture of innovation. By gaining consensus around implementing new strategies, a company can respond to ever-changing demands.

    Charles O'Reilly III is the Stanford University Graduate School of Business Frank E. Buck Professor of Human Resources Management and Organizational Behavior. He holds a BS in chemistry from the University of Texas, as well as an MBA in information systems and a PhD in organizational behavior, both from the University of California, Berkeley. Dr. O'Reilly is the author of "Hidden Value: How Great Companies Achieve Extraordinary Results with Ordinary People."

    Item no.: EF02460051
    Format: DVD
    Duration: 53 minutes
    Copyright: 1994
    Price: USD 95.00

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    DILEMMAS OF TEAM-BASED ORGANIZATIONS, THE

    Featuring: Christopher Meyer

    Program Highlights Many organizations today have flattened their traditional hierarchies and redistributed work to multi-functional teams. Although easily launched with the promise of decreasing cycle time, improving quality, and increasing customer satisfaction, most teams find it difficult in practice to reach their potential.

    With a bias toward the pragmatic, Dr. Meyer suggests how to avoid "teaming": the deadly reflex reaction to form a team regardless of the situation. He addresses the tradeoffs and downsides of teams, but then proceeds to detail fifteen key architectural elements that help create productive teams that work effectively - and can actually fulfill their promise.

    Christopher Meyer, PhD, is an internationally-recognized expert in technology management and innovation. He is the author of the book "Fast Cycle Time: How to Align Purpose, Strategy, and Structure for Speed" and the groundbreaking article "How the Right Measures Help Teams Excel," published in the Harvard Business Review.

    Item no.: JG00300056
    Format: DVD
    Duration: 57 minutes
    Copyright: 1994
    Price: USD 95.00

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    BILLION-DOLLAR LESSONS: WHAT YOU CAN LEARN FROM BUSINESS FAILURES

    By Chunka Mui

    Program Highlights
  • Seven common strategic errors that lead to business failure.
  • Why bad strategies happen to good people.
  • How to encourage devil's advocacy before it's too late.

    While we are inspired by business success stories, we are educated by business failures. Chunka Mui and Paul Carroll researched 750 of the most significant business failures of the past quarter-century and found the Number 1 cause of failure was not sloppy execution, poor leadership or bad luck. It was, instead, misguided strategy. Mui gives examples of the seven most common strategic failure patterns: illusions of synergy, misjudged adjacencies, faulty financial engineering and others. He explains that each pattern has predictable red flags.

    Human beings are hard-wired for bad decision making in complex situations, notes Mui. We hone in on answers before examining all the facts, and then seek evidence to confirm our answers. We are adversely influenced by emotion, loyalties, and group think. However, decision making can be improved when we encourage conflict and question our assumptions. A devil's advocate review should be built in early to the strategy process, and again at the key design stages and when near completion for a last chance to review the full strategy.

    Item no.: VK00300293
    Format: DVD
    Duration: 48 minutes
    Copyright:
    Price: USD 95.00

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    LEVERAGING CHINA AND INDIA FOR GLOBAL ADVANTAGE

    By Anil Gupta

    Program Highlights

  • Why you can't afford to ignore these emerging giants.
  • Four common "mindset" mistakes most companies make.
  • Lessons to learn from the few companies that got it right.

    A successful China or India strategy is likely to become a matter of survival for multinational companies. China's GDP will catch up to that of the U.S. by 2025, predicts Professor Gupta. By 2050, GDP of both China and India will reach or surpass that of the U.S., Europe and Japan combined. Strategies that capture market share, talent, and innovation opportunities in these emerging giants necessitate understanding their unique yet complementary strengths.

    China and India share distinct economic realities: they offer mega markets and mega growth via micro customers; they are platforms for reducing global costs and boosting innovation capabilities; and they are springboards for the rise of new competitors. Most companies ignore these realities, but instead see only the opportunity for off-shoring and cost reduction. Other common mistakes include failing to recognize the sheer scale of their growth potential, making generalizations based only on what is known about their largest cities, and failing to tailor existing strategies not designed for countries rich in market size while poor in per capita income. Professor Gupta describes successful efforts based on broader perspectives and multi-pronged, multi-year strategies.

    Item no.: LG02460300
    Format: DVD
    Duration: 56 minutes
    Copyright:
    Price: USD 95.00

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    SUSTAINABILITY MATTERS: BUSINESS STRATEGIES FOR ENVIRONMENTAL LEADERSHIP

    By William Barnett
  • Does it pay to be green?
  • How environmental practices trigger innovation.
  • Why "greenwashing" makes for a cynical public.

    With a shift in consumer preferences toward products and services that are better for the environment, some companies today compete not only on product features and benefits but also on the environmental impact of their activities. These firms have the potential to revolutionize how business is carried out, says Professor Barnett. His research on competition among organizations and why firms win and lose found that industrial evolution is driven more by innovations developed in response to competitive threats than by explicit corporate strategies.

    Green businesses - particularly those cooperating with non-governmental environmental organizations or aligning their business models with government environmental policies - can steer their industries' evolutionary path. And green companies that develop internal leaders at various levels of the organization can influence their supply chain's business practices, further increasing their environmental impact.

    Item no.: JA00300322
    Format: DVD
    Duration: 58 minutes
    Copyright:
    Price: USD 95.00

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