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BUSINESS STRATEGY
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. |
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HG00300266 |
| Format |
: |
DVD |
| Duration |
: |
55 minutes |
| Copyright |
: |
2007 |
| Price |
: |
USD 95.00 |
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Featuring:James
Baron Professor, Stanford Graduate School of Business
The connections that are most likely to advance your career.
Strategy versus sincerity: how care and concern build credibility.
Networks that obsolesce quickly, and those that appreciate over time.
It goes without saying that networks can be powerful career tools, helping
to drive performance and build influence. But they benefit organizations as
well, enhancing productivity and improving communication between disparate
business units and functions. Networks also provide cultural benefits, including
our identity, well-being and sense of purpose.
The best networks allow access to unexpected, non-redundant information
by creating ties to a wide spectrum of otherwise unconnected individuals.
Therefore, networking requires that you change the way you think about people-even
in settings where it doesn't appear that anything of value can happen. In
this insightful talk, Professor Baron offers concrete suggestions for building
an effective and efficient personal network.
| Item no. |
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EA02500021 |
| Format |
: |
DVD |
| Duration |
: |
56 minutes |
| Copyright |
: |
2005 |
| Price |
: |
USD 95.00 |
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Featuring: Roberta Katz
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.
| Item no. |
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HP02500248 |
| Format |
: |
DVD |
| Duration |
: |
47 minutes |
| Copyright |
: |
2006 |
| Price |
: |
USD 95.00 |
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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 US 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 continuous innovation.
| Item no. |
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WK00300249 |
| Format |
: |
DVD |
| Duration |
: |
37 minutes |
| Copyright |
: |
2006 |
| Price |
: |
USD 95.00 |
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Featuring:Tom Nagle, Chairman and
CEO, Strategic Pricing Group
Highlights:
Four pricing strategies that marketers usually miss.
What today's supply chain managers have learned about driving prices.
When "price sensitivity" is actually a response to poor pricing policies.
How your pricing policies set expectations in the minds of your customers.
The myth that customers understand the value of what they're buying.
When you should NOT listen to your customers.
Traditional pricing methods involve a trade-off. You want to charge as
much as you can in order to maximize profits, but not so much that there is
a negative impact on sales. So, when a customer rejects your price, does it
mean that the price is too high? According to Tom Nagle, maybe not. Price
levels are only the visible tip of the iceberg in pricing strategy.
In order to get customers to pay for value, Nagle maintains, you can't
just set a value-based price. Instead, you need to approach your markets proactively,
with communications that justify your price in terms of value. You need to
manage a price structure that tracks with value, and a pricing process that
forces customers to acknowledge value with their pocketbooks.
| Item no. |
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TA00300062 |
| Format |
: |
DVD |
| Duration |
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57 minutes |
| Copyright |
: |
2005 |
| Price |
: |
USD 95.00 |
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Featuring:
Scott McNealy, Chairman, Sun Microsystems Inc.
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.
| Item no. |
: |
PN00300260 |
| Format |
: |
DVD |
| Duration |
: |
56 minutes |
| Copyright |
: |
2006 |
| Price |
: |
USD 95.00 |
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Featuring: James Hollingshead, PhD
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 so doing, 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.
| Item no. |
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PK02500251 |
| Format |
: |
DVD |
| Duration |
: |
53 minutes |
| Copyright |
: |
2006 |
| Price |
: |
USD 95.00 |
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Featuring:
Antonio Davila, Assistant Professor of Accounting, Stanford Graduate School
of Business
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.
| Item no. |
: |
GM02460116 |
| Format |
: |
DVD |
| Duration |
: |
47 minutes |
| Copyright |
: |
2004 |
| Price |
: |
USD 95.00 |
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Featuring:Margareta Barchan, Cofounder
and CEO, Celemi
A Tale of Two Bank Mergers
Highlights:
Why communication of change usually comes too little, too late.
How to enhance the feeling of unity and involvement.
The need to stimulate dialogue and allow for discovery.
Before any strategic vision can be realized-whether a reorganization,
merger, or acquisition-it must be shared with employees. This requires a
sophisticated understanding of how to communicate major changes quickly and
effectively, and align a disparate workforce. Following two high-profile
bank mergers, Sweden's Margareta Barchan shares innovative ways to implement
a strategic vision so that employees understand their individual roles in
making change happen.
| Item no. |
: |
JF02500136 |
| Format |
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DVD |
| Duration |
: |
38 minutes |
| Copyright |
: |
2005 |
| Price |
: |
USD 95.00 |
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Featuring:Ram
Gupta, Executive Vice President, PeopleSoft Products and Technology
Highlights:
The role of corporate culture in the success--or failure--of any merger.
Reaching out to your constituencies: employees, customers, analysts
and shareholders.
Ram Gupta explains that the one hundred days preceding mergers and acquisitions
present you with a critical "make or break" opportunity. This is your one
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 one hundred 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 calls 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 generate entirely new opportunities.
| Item no. |
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PA00300143 |
| Format |
: |
DVD |
| Duration |
: |
50 minutes |
| Copyright |
: |
2004 |
| Price |
: |
USD 95.00 |
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Featuring: Henry Chesbrough, Adjunct
Professor, Haas School of Business
How to Thrive in the New Innovation Landscape
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.
| Item no. |
: |
WC00300263 |
| Format |
: |
DVD |
| Duration |
: |
54 minutes |
| Copyright |
: |
2007 |
| Price |
: |
USD 95.00 |
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Add to cart
Featuring:
James A. Phills, Jr. Associate Professor of Organizational Behavior, Stanford
Graduate School of Business
Is your organization adapting to the changing environment as quickly as
your competitors? The creation of strategic change is one of the most critical
challenges that managers face today, and it also proves to be one of the most
difficult. Professor Phills draws on examples from his research and consulting
experience to illustrate the psychological and organizational barriers that
can get in the way. Explaining the need to balance advocacy with inquiry
when in the midst of strategic discussions, Phills introduces a framework
for understanding and managing communication breakdowns that otherwise prevent
effective decision-making and constructive change.
| Item no. |
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GZ02500157 |
| Format |
: |
DVD |
| Duration |
: |
55 minutes |
| Copyright |
: |
2004 |
| Price |
: |
USD 95.00 |
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Featuring: Roderick Kramer, Professor
of Organizational Behavior, Stanford University
Contrary to the common management belief that trust is an organizational
asset, two decades of research on trust and cooperation in organizations have
convinced Roderick Kramer that an appropriate amount of distrust can in fact
be beneficial in the workplace. Recent world events and dramatic business
failures have underscored his argument that holding trust as your highest
ideal can be dangerously na?ve. Dr. Kramer argues instead for a moderate form
of suspicion, the state he calls "prudent paranoia."
Being prudently paranoid means you remain vigilant by gathering data relentlessly.
You engage in defensive preparedness, keeping your friends close and your
enemies closer. You encourage bad news to rise to the top quickly so you can
take preemptive actions to avert disaster. You even treat reality as a hypothesis.
Dr. Kramer shows how this level of paranoia can prove highly valuable to
the distrustful organization-or individual.
| Item no. |
: |
ZK00300164 |
| Format |
: |
DVD |
| Duration |
: |
45 minutes |
| Copyright |
: |
2004 |
| Price |
: |
USD 95.00 |
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Featuring:
William P. Barnett Professor of Strategic Management and Organizational Behavior
Stanford University
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.
Your job as a manager is not to come up with solutions-it is to be the architect
of an organization that comes up with solutions. You will thereby develop
the strength to persevere and prosper, while others lose themselves in the
struggle of just trying to keep up.
Review
"Now here, you see, it takes all the running you can do to keep in
the same place."- The Red Queen, in Lewis Carroll's Through the Looking Glass
| Item no. |
: |
ZV02500175 |
| Format |
: |
DVD |
| Duration |
: |
49 minutes |
| Copyright |
: |
2004 |
| Price |
: |
USD 95.00 |
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Featuring: Patrick Cleary
Program Highlights:
Nine rules for getting the best deal.
How espionage and empathy get you prepared.
How to gain credibility-and the most common way to lose it.
As a former federal mediator, Pat Cleary has been involved with just about
every kind of negotiation. In this entertaining presentation, he shares gems
of wisdom from his nearly 20 years of hands-on dispute resolution. Pat describes
common negotiation mistakes that unnecessarily complicate solutions and can
prevent you from getting what you want. He then provides practical, effective
methods that you can use to sidestep the pitfalls and stay focused on getting
the best deal possible. He explains how to test stakeholder commitment on
the issues, what you should always take off the table, and when to recognize
that "no" doesn't mean "no," and "final" doesn't mean "final."
| Item no. |
: |
NV00300258 |
| Format |
: |
DVD |
| Duration |
: |
46 minutes |
| Copyright |
: |
2006 |
| Price |
: |
USD 95.00 |
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Add to cart
Featuring:Steve
Steinhilber, Vice President, Cisco Systems
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.
| Item no. |
: |
BV02500264 |
| Format |
: |
DVD |
| Duration |
: |
58 minutes |
| Copyright |
: |
2007 |
| Price |
: |
USD 95.00 |
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