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Highlights of World Strategy Week 2014 Sponsors Produced by Alliance Partners

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Most important things participants learned from The State of Strategy Today Convergence boundaries of industries and weakness Innovation is an element of Strategy not a standalone Measure what matters More companies seek proprietary insight vs. readily available information The nature of strategy is changing Strategy is the most important thing that strategic leaders do. Organizations will fail if they don't focus on strategy. Poor decisions about strategy result in low performers. Without excellent strategy, the excellence of implementation does not matter.

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Most important things participants learned from The State of Strategy Today Analysis, competition takes greater speed in definition, action, and corrective action Strategy needs to support an agile development environment The external environment demands new strategic tools and frameworks, not less strategic thought Understand global and local issues Need to have a specific offering meeting market demands or company will be unable to offer competitive advantage

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Most important things participants learned from The State of Strategy Today We need speed and agility in strategy. There is more room to be creative with strategy. Be willing to take risks and be confronted with the unpredictable. The quality of commitment to the strategy process is becoming more and more important, as is improving quality of the decision making. Strategy needs to be much more real time, with more awareness of trends. If strategy is more "real time," trends will not be disruptive but will open up more possibilities. Affordable, available, attractive and sustainable Dynamic strategy processes are needed to decouple strategic thinking from the calendar

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Most important things participants learned from The State of Strategy Today Emerging consumers will soon be the next middle class Create a "wide space" in the organization for people with passion to implement your strategy. Look at the business not just for the economics but also for the social view. Will set-up a future opportunity to attract more customers to your platform. Think about sustainability of the organization and attracting long-term customers when developing strategy.

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Most important things participants learned from Role of Leaders in Strategy Success Emerging, more than 30 % of growing consumer market Execution vs. executives Most executives are opinionated and not making decisions based rich data and inputs What leaders must do to ensure a strategy is successful

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Most important things participants learned from Role of Leaders in Strategy Success Strategy is what leader and leadership team decides to do to increase odds they win game they are playing. 75-90% of strategic initiatives fail to achieve objectives. To increase odds of success, get clear on what need to do, create and tell a story around it. Clear metrics. Build leadership team to drive, make it happen. Provide resources, empower org to use tools/resources to get things to happen. Communicate, be open to questions/concerns, get everyone involved. Lots little steps, not 1 big. Convene regular forum to see what's going on. Ask questions and guide. Celebrate success.

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Most important things participants learned from Role of Leaders in Strategy Success "Counseling together" needs to be the new model of leadership Companies moving away from Public big data, creating protective sites in order to collect data. leadership must adopt change principled performance

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Most important things participants learned from Role of Leaders in Strategy Success Take integrated approach to governance, risk, compliance. The role of leaders is to start with principled performance. Process has to keep goal in mind: to reliably achieve the target of strategy while addressing uncertainty and acting with integrity. Principled Performance. Strategic objectives need to be measurable and measured. Give stakeholders clarity on objectives, not just tactics. Timing of information and having resources matter. Not "governance by guessing. awareness about changes in the strategy plain the difference between strategy development and strategic planning

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Most important things participants learned from Role of Leaders in Strategy Success No strategy exists in a vacuum: A clich. For CEOs, senior execs, can do attitude, confidence, being in control can lead to belief their whole world is in the palm of their hand. Disrupters are always under the radar going at your customers. Underestimate need to understand competitors and the great impact they can have. in typical corp., little strategic intelligence gets to senior executives. Biased, political information flows up,, not competitive intelligence. Then CEOs talk to other CEOs, blind leading the blind. Need to assure that in org leaders have channels so strategic intelligence reaches them.

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Most important things participants learned from IMC USAs Trust as an Essential Critical Success Factor for Effective Strategy Definition of Strategy-what a leader decides to do in order to play the game The trust placed by an organization in a strategy consultant should not be underestimated and needs to be understood and nurtured by the consultant. Lots of risk in the relationship for the organization. Definition of Strategic Initiatives-what you plan to do in order to change the game so that you win the game, most initiatives fail to achieve their objective

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Most important things participants learned from Solving the Strategy Implementation Dilemma Continued learnings on the Balance Scorecard Develop a common understanding of what you are trying to achieve, constant movement not a project Focus on a few things that matter Implementation has not been the focus historically. Strategy needs to look different - than the traditional budget driven, political process strategic challenges require design the connection between strategy implementation and organizational change

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Most important things participants learned from Solving the Strategy Implementation Dilemma Design strategy helps to bring strategy down to a practical customer level Don't be afraid to set up tests of your strategy - test your hypotheses with opposing teams Help employees see into the bigger picture, mission and vision Only 2 of top 100 leading business schools have an implementation track. connect with people contingency versus crisis strategy execution is a journey

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Most important things participants learned from Solving the Strategy Implementation Dilemma Design of strategy is key in getting great implementation. Need to measure the result and it needs constant refresh Strategy execution will become an important discipline changing the business- changing hearts and minds ingredients for implementation1strategy has to be painful, there has to be trade-offs or you don't have a strategy stress testing

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Most important things participants learned from IMC USAs Technology & Strategy Innovation is the center of everyone economy machine New revolution to connect the business Rethink how to embrace innovation for the 21st century

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Most important things participants learned from Today's Hotbed: Social, Technology & Strategy Difference between how and why Innovation outcomes uncertain Social isn't about just broadcasting What matters to a CEO, strategy not high on the list With social media and direct involvement, why do we need politicians to speak for us? What are implications of direct government?

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Most important things participants learned from Today's Hotbed: Social, Technology & Strategy Organizations are moving into a symbiotic ecosystem, where everyone is connected to everyone. In this setting, customers are key in creating strategy. An ecosystem is marked by mutuality and orchestration. The whole is greater than the sum of the parts. IBM- Apple relationship shows how such new relationships can be disruptive. Death of large - companies must get small to win; be nimble and innovative Moment of truth

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Most important things participants learned from Today's Hotbed: Social, Technology & Strategy Businesses that can't tap into social, won't be around in 3 years Execution dilemma World is turning into execution and Run the business less emphasis on strategy storytelling for non profits Social can help in strategy creation, product creation, operational improvements, customer services. Today we are fitting old structures to new platforms. Today small is big and will take over big. Need to capitalize on individual knowledge, not just organizational knowledge.

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Most important things participants learned from Today's Hotbed: Social, Technology & Strategy Measure outcomes and not just activities Responsibility to lead Think of how to present something in the form of bites, snacks, meals, buffet and chef's table - helpful model Social is a great equalizer. Death of large - industrial age bureaucracy. Large must get small. Nimble and innovative wins. Power of open - ordinary people, extraordinary network collaboration, crowd sourcing means innovation. Open is how we will compete. Leaders need to engage through social and facilitate others' engagement.

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Most important things participants learned from IMC-USA's Collaborative Minds Strategy is the learning process Collaboration platforms can be extremely valuable in creating strategy across an organization and with stakeholders. you must show empathy The power and tools of a collaboration platform are not immediately obvious and therefore hinder use and acceptance. you must plan your strategy

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Most important things participants learned from The Future of Strategy Digital reinvention Overcome the challenges Traditional strategic planning is history1how strategy will become a "course" or "domain" on its own by 2020 importance of strategy Strategy is not a "project." Need connections between business and operations, and to speak the same language in the organization. Need to build "strategy DNA" in the organization, a bottom up approach. Strategy is learning, telling stories. Need to let go of the orthodoxy.

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Most important things participants learned from The Future of Strategy Money for good- governance New and emerging technologies combining to transform industry Performance and accountability The perception of risk in strategy holds organizations back - it's not the real risk. Need to build a series of strategies and have enough to "win in the right direction." Strategy is a structural process, wave after wave. Strategy is more importantly about counseling together, and capturing the hearts and minds of everyone

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Most important things participants learned from The Future of Strategy Mobile revolution to get more disruptive Strategy planning is not easy steps Need to move from FUD - fear, uncertainty, doubt - to SED - serendipity, empathy, discovery. Otherwise, just using strategic planning as an excuse for not transforming as necessary given the impact of cultural and technological change.

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