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October 1, 2008
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Strategic planning is essential, but why does it always take so long to develop a plan and get all the key players to commit to its execution? Tony Silbert demonstrates how participatory and strengths-based strategic planning and implementation can shorten the time to develop your plan and gain widespread buy-in and engagement across the organization. Create more enthusiasm, see positive action and get faster results with SOAR.
Tony is the co-founder of Innovation Partners International, a global consulting firm focused on promoting positive change in organizations and communities. For nearly 20 years he has focused on large-scale change/transformation, strategic planning, organization design, teaming/collaboration, innovation, and group process facilitation. Tony is Dean for the NTL/Case Western's AI Certificate Program and has worked extensively in international development. His work has spanned government, financial, IT, healthcare, non-profit, insurance, telecommunications, and logistics industries. He holds an MS in Organizational Development from American University.
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November 5, 2008
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Why do businesses consistently fail to execute their strategies? Because leaders seldom work with project leaders to prioritize strategic investments and assure that needed resources are applied in priority order. Former Stanford Program Director William Malek demonstrates the crucial role of project management in executing strategy, and presents a systematic process for aligning and creating linkage between key areas of the enterprise.
William Malek is Strategy Execution Officer for Strategy2Reality LLC, co-author of Executing Your Strategy: How to Break it Down & Get it Done, and former director of Stanford's Advanced Project Management program. His mastery of effective group planning techniques, strategic leadership and dynamic presence has earned him an international reputation as a keynote speaker, workshop leader, strategic consultant and author. Formerly CEO of the professional services firm, IP Solutions, he has facilitated Fortune 500 senior management teams at Cisco, McKesson and the Library of Congress.
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December 2, 2008
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No matter how good your plans may seem on paper, your organization's culture will determine how the plan is played out in day-to-day organizational life. Culture-strategy expert Sherrill Burns shows how you can create a better fit between culture and the goals of your organization. By aligning them, you can focus resources on the most critical areas with the highest impact for strategic gain, strengthen your competitive advantage, and effectively execute strategy.
Sherrill is a founding partner, of Culture-Strategy Fit Inc., a leading global expert in leveraging culture to drive strategy and performance. She assists organizations seeking breakthrough results and performance improvements by providing culture alignment diagnostics and culture change services. Her broad experience in a range of sectors and industries, combined with her academic background in psychology, education and organizational development, gives her invaluable insights into the subtleties of organizational culture, its effect on strategy implementation and performance, and the processes needed to identify and implement solutions to complex problems.
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 February 4, 2009
Canceled Due to Scheduling Conflict
Most organizations measure performance, but few succeed in effectively managing performance. Executive, thought-leader and best-selling author Bob Paladino offers a fresh approach to integrating multiple methods to optimize results. Using the Balanced Scorecard, Knowledge Management and other performance measures, he demonstrates the core processes used by successful leaders to create a clear road-map for executing enterprise strategy.
Bob is the global best selling author of the book, Five Key Principles of Corporate Performance Management. As Senior VP of Crown Castle International, Bob implemented the global CPM / Balanced Scorecard program to win both the Hall of Fame Award and APQC's Best Practice Partner Award, and Crown received The Wall Street Journal's Top 20 Most Improved company designations. He holds a BA degree in accounting, cum laude, from
University of
Massachusetts, and an MBA in finance and management from the Wharton Graduate School of Business at the
University of
Pennsylvania.
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March 4, 2009
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Why do some leaders have such loyal followers? How do some manage to build highly-motivated organizations that set the standard of performance in their industries? Organizational dynamics expert Dave Logan demonstrates how corporate tribes -- groups within a company that come together on their own rather than through management decisions -- can be used effectively by leaders to maximize productivity and profit.
Dave is co-founder/senior partner of CultureSync, a management consulting firm specializing in cultural change, strategy, and negotiation, whose clients include Intel, Colliers International, American Express, Prudential, and Health Net. He is professor at the Marshall School of Business at USC, teaching leadership and negotiation in the USC Executive MBA (ranked fifth in the world), and is on faculty at the Center for Medical Excellence in Portland and the International Center for Leadership in Finance in Kuala Lumpur. Widely published, his current book is Tribal Leadership: Leveraging Natural Groups to Build a Thriving Organization. He has a Ph.D. in Organizational Communication from the
Annenberg
School at USC.
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