1 Rory Simpson Executive Education Inspiring individuals. Driving business performance. 17 November...
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Transcript of 1 Rory Simpson Executive Education Inspiring individuals. Driving business performance. 17 November...
1
Rory Simpson
Executive Education Inspiring individuals. Driving business performance.
17 November 2008
Executive Education Inspiring individuals. Driving business performance.
17 November 2008
Tonight’s agenda
Welcome The future of London Business School programmes:
Wendy Yanowitch Feher, London Business School
Discovery Programme: Deborah Mills, Global Planning Director, Saatchi & Saatchi
What’s Keeping Your Client Awake at Night? Professors Dominic Houlder and Michael Hay
The Future of Executive Education: Client Driven
Doing more with less time
Current economic climate
Flexibility & personalisation for individuals and organisations
Accessibility: for small/medium sized enterprises and entrepreneurs
Executive Workouts: New 2-day programmes
Intensive 2-day programmes
Designed to address specific business issues or skills
Actionable immediately once back in the workplace
Titles include:– Coaching for Performance– Unlocking Your Client’s Strategy– Growing Your Business– Strategic Decision-Making– Realising Business Performance Through IT– Corporate Governance: Managing the Board of Directors– Pricing for Profit– Making Strategy Happen
Executive Education portfolio
Options: 20+ programmes
Convenient and accessible: 2-days to 4-weeks in duration
Key focal areas: Leadership, general management marketing, strategy, finance and human resources
Custom programmes for organisations
Dominic HoulderAdjunct Professor of Strategic and International Management
Michael HayProfessor of Management Practice in Strategic and International Management and Entrepreneurship
Member of the World Economic Forum Agenda Council, which sets the agenda for the annual Davos meeting
Independent consulting and senior facilitation assignments have included SAP, Saatchi & Saatchi and Pricewaterhouse Coopers
Working with the leaders of start up businesses in the creative sector through the School’s Centre for Creative Business, a partnership with university of the Arts London
Founder investor in Imparta, an award winning multi-media learning business listed by the Financial Times as one the UK’s fastest growing profitable businesses
Active in the non-profit sector as a Trustee
Deputy Dean and Secretary, London Business School, 2002-06
Acting Dean CIDA City Campus, Johannesburg, 2007
Undertaken assignments for many international companies including British Airways, 3M, United Business Media and Roche
Chairman of the Board of the Centre for Scientific Enterprise, a major collaboration between London Business School and University College London
Co-founder of the Global Entrepreneurship Monitor, which examines the impact of entrepreneurial activity around the world
Author of numerous books and articles in the areas of entrepreneurship and venture capital
MANY OF US ARE LOOKING TO TRANSFORM OUR CLIENT RELATIONSHIPS
From
Order taking
Executing jobs
Functional contacts
Expert
To
Leading proactively
Owning the process
C-level relationships
Adviser
HALLMARKS OF AN ADVISER
“Someone I want to talk to even when no transaction is on.”
Interest in the client’s role and how their business works
Understanding of their context to pick up main concerns
Courage to go beyond professional comfort zone
Point of view on their core dilemmas and uncertainties
Wisdom to listen and challenge
AT THE HEART OF THE ADVISORY RELATIONSHIP – THE STRATEGIC CONVERSATION
Embedded in understanding of how client makes money
Addresses uncertainties about changing rules for making money in future
- Worst fears- Greatest hopes
Gives client the means to test own and others’ points of view, correcting bias
Creates a pipeline for your expertise
TAKING STOCK
What is the role of the trusted adviser at a time of
crisis?
What is the relevance of a strategic conversation?
SPOT THE DIFFERENCE
Google Yahoo!
Dell Compaq
Toyota GM
Thyssen Mittal
CEMEX Blue Circle
HSBC RBS
Brahma Antarctica
Samsung Daewoo
SECTOR IS NOT DESTINY
0
10
20
30
40
50
60
70
80
90
100
McGahan and Porter Rumelt
1915
Firm behaviour effects
Industry effects
% profit variance across firms
OUR OWN FRAMES
Please observe the short basketball game
How many times does the team in white shirts bounce the ball?
UNLOCKING YOUR CLIENT’S STRATEGY
Past Current Future
Sources of
Inertia
Sources of
Agility
Source: Jolly
YOU MAY NEED TO ENGAGE MORE FULLY WITH YOUR CLIENT’S STRATEGY WHEN…
…You’re invited to the Boardroom less and less
…Your immediate client is invited to the Boardroom less and less
…Clients choose which of your people and capabilities to use
…They ask repeatedly about your costs
…Your ideas are put out to tender
…There’s silence about the value you’ve created
…You’re up against strange competitors more and more
…Top talent steers clear of the mainstream
Increasing the appetite for what you can offer
Cross-selling across your business
Life-long partnership with the client
Creating room for subordinates to grow
Increasing personal stature
Having more fun!
BENEFITS TO YOU
AN INTEGRATING PERSPECTIVE
Prime drivers of change
Implications for client needs
Impact on competitive game rules in our client’s sectors
Your initiatives
PREPARING FOR THE STRATEGIC CONVERSATION
Ahead of this programme you should have selected a client business for appraisal. Please note that this should be a single business rather than a corporate portfolio of businesses
Building on the six questions outlined below which relate to the course content:
What have been the major changes in your chosen business’ sector over the last few years, and what is your view of its future evolution?
How has your chosen business been responding to the changes in its sector?
How successful has its strategy been compared to its rivals (or other benchmarks)?
Moving forward, what would you want to do differently as general manager of this business?
What challenges might you face in doing so, and how might you overcome them?
How might you use your findings in a “strategic conversation” with this client?
AGENDA: DAY ONE
Day One Introduction
Taking the Vital Signs
Case Discussion
The Challenge of Capturing Value
Competitive Advantage
Renewing the Opportunity Portfolio
AGENDA: DAY TWO
Day Two Introduction
Building Ecosystem Advantage
Outflanking Rivals and Building the Resources for Success
Tests for a Good Strategy
From Workout to Action
Exclusive offer for today’s event attendees
15% reduction for any Executive Workouts booked before
15 December 2008
www.londonworkouts.com