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Business Strategy In this lively and informative presentation, Bill Gates gives you his perspective on where technology is headed. Expanding on his belief that we're "really just at the beginning," he shares his goals for the current decade—advances in networking and application interactivity; increases in reliability and ease of use; and improvements in productivity, as information sharing becomes more and more efficient. Program Highlights
During a candid question and answer session fielded by Stanford President John Hennessy, Gates responds to issues ranging from privacy to security concerns; and from intellectual property protection to current limitations on broadband access. Duration:57 minutes (2002)
Bill Gates is Chairman and Chief Software Architect of Microsoft Corporation, the world's leading provider of software for personal computers. He began programming at age 13, and by 1974, while an undergraduate at Harvard, he had developed a version of BASIC for the first microcomputer. He formed Microsoft with Paul Allen in 1975. Today, Microsoft employs more than 40,000 people in 60 countries.
Length: 20 minutes "Why do Ethics matter?" Through real-world examples, data, and research Dr. Marianne Jennings teaches why ethical organizations' performance and credibility in the marketplace is better than non-ethical organizations due to the sustainable business models that come from being ethical. Ethical Lapses Really Cost
 1. Seven common strategic errors that lead to business failure. 2. Why bad strategies happen to good people. 3. 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. Chunka Mui is a fellow with Diamond Management & Technology Consultants and a partner with Cornerloft Partners, LLC. He co-authored with Larry Downes “Unleashing the Killer App, Digital Strategies for Market Dominance,” and co-authored with Paul Carroll “Billion Dollar Lessons.” He holds a BS in Computer Science and Engineering from Massachusetts Institute of Technology.
 David Bradford Scott Brady Rich, honest feedback is a critical part of your employees’ success, regardless of their rank in the company. It lets them know that you, their leader, care about their progress. So what exactly should be included in this feedback? Let employees know what they’re doing right, what still needs improvement, and what your specific expectations are. With an eye toward employee development, this feedback-positive approach can create learning opportunities and help revitalize your organization.
Duration: 54 Minutes Joel Kurtzman’s “new rules of employment” to instill common purpose are based on years of research and numerous interviews with top executives. From American Express’s Kenneth Chenault, to Michael Dell of Dell Inc., and Steve Wynn of Wynn Resorts, successful leaders align the interests of individuals with those of the organization. NASA in the 1960s, for example, offered employees a once-in-a-lifetime learning opportunity to tackle what they couldn’t do anywhere else, aligning their personal benefit with that of the space program. And they create leaders at every level of the organization by communicating and modeling what’s expected, and then providing feedback and celebrating successes.
Companies that achieve and sustain exceptional results over time are rare. Those that do are made up of people united by a common purpose—one that fosters hard work, sacrifice, and exemplary performance to accomplish the goals of the organization. Their leaders, whether at Disney, Google, or Staples, inspire a palpable sense of mission and provide the means for individuals to contribute as much as possible.
 From the Global Scenario Series Ideal for team building activities, Building the Multicultural Team: Diversity in the Workplace will take you on an exciting journey to observe a global team in action. You'll watch a problem-plagued meeting between five managers from Asia, Europe, the Middle East, North America and South America, and discover powerful techniques for working effectively with other cultures. Benefits of this training program include:
With this powerful yet easy-to-use training program, you'll find out how to foster effective leadership on a multicultural team, and how to overcome differences and benefit from cultural diversity. In this exciting dramatization, you'll profit from success stories on multicultural teams, as your employees gain essential skills for being effective with other people and cultures. Ideal for group discussion, team building activities, and improved multicultural communication in the business world. Includes: 14 minute DVD, PDF Download SCRIPT, EXERCISES, and ROLE PLAYS
Phil McKinney, VP and CTO of HP’s Personal Systems Group, oversees long-range technical strategy and research and development. He is also general manager of the group’s gaming business unit.
FIRE is a four-step process for bringing creative ideas to life. Focus on what you’re going to pursue rather than wait for inspiration to strike. Ideate by brainstorming and asking the “killer questions.” Rank ideas to ensure they meet specific goals of the organization. Execute on the ideas with a staged rollout for validation. PO, or perspective and observation, bring the big picture to the process. When we broaden our perspective by knocking down ingrained blinders, and get in the field to directly observe problems or opportunities, truly creative ideas emerge.
 Successful brands adapt to the changing needs of their customers. They grow from their base of brand-loyal return buyers who support price premiums and healthy profit margins. By investing this additional cash in further brand building, they create a "virtuous circle" that carries them through inevitable downturns. A strong brand guides overall strategy and acts as an ambassador for entering new markets and launching new products that will succeed as long as they continue to build on core brand values. Program Highlights
Formats: DVD  Duration: 54 Minutes A fundamental power shift is underway in relationships between organizations and customers. Traditional one-way, seller-to-buyer communication is evolving into a two-way dialog, as social media technologies give buyers a voice. With examples from Oracle, Southwest Airlines, Walmart, Comcast, and Starbucks, Charlene Li shows how companies can use social media tools to encourage that dialog and have more intimate, beneficial relationships with customers.
To get started, says Ms. Li, uncover what people want from you—whether it is product information, reviews from users, customer service attention, or input into product development. As you develop your communication strategy, start small, concentrating on how to meet the needs of your audience. Identify the “realist/optimist” in your organization who can jumpstart the process. Craft metrics and communication policies that align with your business goals. And then “prepare to let go” of absolute control. Charlene Li is publisher of The Altimeter blog and co-author ofGroundswell: Winning in a World Transformed by Social Technologies. A frequently quoted industry analyst, she has appeared on 60 Minutes, NewsHour with Jim Lehrer, ABC News, CNN, and CNBC. She earned her BA from Harvard College and MBA from Harvard Business School.
 Produced - 1993 This video will help get the best out of an international team, whether people work with associates, suppliers, customers or colleagues of different nationalities. Viewers will learn a three-step process to improve their performance: awareness, tactics and strategy. They will appreciate the 'cultural triangle' - a framework for analyzing cultural differences - and become sensitive and understanding of foreign business practices. The benefits
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. $129.99 [Add to Cart] Release - 2009 Whether we pursue it, or it is forced upon us, CHANGE can make or break any business. The deciding factor is the attitude of the employees charged with adapting to the challenge of finding new solutions. Change and Innovation through Brainstorming is a fun and highly entertaining video designed to kickoff any team meeting with a sense of energy and optimistic enthusiasm. Hosted by comedian and national speaker John Sweeney, and based on his best-selling book, Innovation at the Speed of Laughter, John explores and explodes the most common myths and misconceptions that hamper effective brainstorming and challenges the team to accept the potential of every idea in their search for solutions. DVDs Includes: Meeting DVD - 15:00 minutes The 8 Secrets of a Brainstorming Session Look at Change as Fuel
Leader's DVD - 12:00 minutes Whether it is doing more with less or finding the next great new product or service this program prepares and inspires team leaders for the critical challenge of facilitating a dynamic and productive search for innovation. John Sweeney demonstrates practical techniques to engage each team member and create a safe environment by increasing the fun and decreasing the status in the room. As an added bonus, the DVD includes 4 extended scenes of John’s team warm-up exercises. Four Warm-Up Excercises - 9:00 minutes Four exercises that the Brave New Workshop uses to help team members get out of their heads. This is business improvisation at it's finest. See John Sweeney in action! Purchase Package Includes
 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."
 Since many existing business practices inhibit innovation, new organizational designs and managerial approaches must emerge to meet today's new challenges. Professor Raymond Miles describes how self-managed projects among firms can generate innovation and market placement. Program Highlights
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. Duration: 37 Minutes (2006)
 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. 52 Minutes (1999)
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. $129.99 [Add to Cart]Charles O'Reilly III It may seem like a contradiction, but having a successful business doesn’t mean you won’t fail. In fact, it’s your level of success that can directly lead to failure, as complacency can create a resistance to change. The key is to make change a regular part of your corporate culture. There are many instances where you can use change to your advantage: an unclear situation, the arrival of a new employee, the simple realization that the current way of doing things isn’t the most efficient way. Adaptation is an important ingredient in business; learn how to recognize when change is needed before you're caught standing still. $129.99 [Add to Cart]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. 49 Minutes (1996)
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. Timberland is proof that profit-minded companies can build on their success while "doing well" for shareholders and "doing good" for communities. Jeffrey 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. $129.99 [Add to Cart]To achieve a culture of performance that drives growth, organizations need to build accountability, intelligence, and informed decision-making into their organizational DNA, arming 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. $129.99 [Add to Cart] After reinventing itself years ago from a software-for-PCs producer to a software-for-the-enterprise producer, Microsoft is now in the midst of a multi-year initiative to transform itself again—to a software-plus-internet-services provider. And Microsoft remains committed to that transformation, notes Chris Capossela, despite the global economic downturn. In fact, it sees the crisis as an opportunity to rally all parts of the company behind its “big, big bets” for the next five to ten years. For the short term, Microsoft’s strategic direction to employees comes down to four simple guidelines: understand what they can and cannot control, prepare for an unknown length and depth of downturn, strengthen customer and partner relationships to grow market share, and act with a sense of urgency. For the longer term, the single-minded focus on its software-plus services initiative—which led to Xbox LIVE® and Exchange Online, for example—will continue to demand innovation on all fronts: technology, new business models, global pricing plans, and even naming and packaging practices. Program Highlights
Chris Capossela is responsible for worldwide product and business management for the Microsoft® Office System. He has spent more than 15 years with the company in marketing, technical and field positions, and was previously general manager of the Microsoft Project business unit. He has a BS degree in computer science and economics from Harvard University.
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. $129.99 [Add to Cart] 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. Program Highlights
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. Duration:53 minutes (2008) 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.
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. $129.99 [Add to Cart] Today most executives and managers need to have an international business and cross-cultural perspective. Global Competence includes 50 training activities and self-development exercises to prepare your personnel for international assignments, and develop better understanding of cross-cultural communication. Compiled by a team of experts from around the world, these ready-to-use activities have been tested and refined for a wide variety of international businesses and organizations. They are ideal for both preparing people to work, market, negotiate, and otherwise do business with people in Asia, Latin America, and Europe and to prepare foreign nationals for working in the U.S.
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. $129.99 [Add to Cart]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. $129.99 [Add to Cart]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. $129.99 [Add to Cart] In the time-honored tradition of the maxim, "It's not how you play the game, but whether you win or lose," best-selling author Guy Kawasaki presents the definitive take-no-prisoners guide for Davids to beat Goliaths. This presentation is a top-ten countdown of irreverent and sometimes extreme stratagems in sales, marketing, production, and human resources that will help your organization get and keep the upper hand. Guy Kawasaki is managing director of Garage Technology Ventures as well as a columnist for Entrepreneur Magazine. Kawasaki was a key individual responsible for the success of the Apple Macintosh computer and was named an Apple Fellow in 1995. Kawasaki has authored eight books, including "The Macintosh Way," "How to Drive Your Competition Crazy," "Selling the Dream," and "Rules for Revolutionaries."
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