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 Stanford Executive Briefings 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)
 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]"Now here, you see, it takes all the running you can do to keep in the same place." So said the Red Queen, in Lewis Carroll's Through the Looking Glass. 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. Intense competition can result in higher growth rates and higher profitability if you understand how to create an organization that leaps ahead—while your competitors keep running in place. $129.99 [Add to Cart]Protect your content and your brand—and stay out of hot water at your site. Know your risk of liability for defamation or copyright infringement, particularly in user-generated content. Privacy policy requirements and other privacy issues are also covered. $129.99 [Add to Cart]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. $129.99 [Add to Cart]
 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."
Carol Dweck Professor, Stanford University
Program Highlights:
People are fairly evenly divided between those with either a growth or a fixed mindset about intelligence and talent. And leaders’ mindsets, Professor Dweck shows, influence their ability to grow on the job and to develop successful teams. Leaders with a growth mindset (who assume talents can be developed) place high value on learning, are open to feedback, and are confident in their ability to cultivate their own and others’ abilities. Leaders with a fixed mindset (who assume basic talents are carved in stone) place greater value on looking smart and are less likely to believe that they or others can change. How does this play out in an organization? Leaders who believe intelligence is static place little value in developing staff, and in turn foster a fixed mindset environment. However, leaders with a growth mindset value effort in developing abilities and thus evaluate and praise workers to create optimal motivation and teamwork. Mindsets can be taught, and Professor Dweck shares research in how fixed mindsets can be identified and changed to growth mindsets. DVD or video (51 minutes) $129.99 [Add to Cart]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]
Save money by ordering both of our popular Stanford Dramatic Videos together. Stanford professors Margaret Neale and George Parker explain two important business aspects, each presented with an enlightening dramatic twist. Highlights of The Stanford Video Guide to Negotiating: Highlights of The Stanford Video Guide to Financial Statements:
David B. Yoffie Competition in business is healthy, but as with all things in life, someone’s going to win and someone’s going to lose. So how do you keep yourself on the winning end of things? This program uses lessons learned from the martial art of judo to teach you how to take down the competition by using their own power against them. You’ll also learn what to do if your business finds itself being challenged by newcomers. The advice offered here will help you move toward your strengths and use your competitor’s momentum to your advantage. $129.99 [Add to Cart]Managers have spent the past few years in a bunker mentality, ruled by cost-cutting and bottom-line retrenchment. Now that headcount and expenses have been cut to the bone, attention to the top line must once again reign supreme. The future will be unforgiving if you don't know where to focus for maximum performance, and growth will be necessary for survival. Paradoxically, the secret is to draw on the old-fashioned values of hiring the right people, training, communicating, and motivating. As Rodek explains, your goal must be a company-wide commitment to teamwork and accountability, with a focus on the customer, and a common belief that profit is the only effective test of performance. $129.99 [Add to Cart] iRobot operated without venture capital and on a break-even basis for eight years, developing a number of products for industry and the military without commercial success. An engineer who minored in business, Angle shares the practical lessons learned from these early failures: from managing a business struggling month-to-month to make payroll, to fostering early collaboration between engineering and marketing, to “rebuilding the plane you are flying” when growth ultimately takes off. $129.99 [Add to Cart]The majority of Americans are employed, but there is a widespread sense that no one's job is secure. Temporary workers, contractors, and outsourced employees are doing the work that yesterday belonged to the organization's own full-time, long-term workers. In short, jobs as we have always known them are going away. William Bridges explains how individuals can cope—and even triumph—with a career that is not based on holding a job. $129.99 [Add to Cart]Many organizations today have flattened their traditional hierarchies and redistributed work to multi-functional teams. Although easily launched with the promise of decreasing cycle time, improving quality, and increasing customer satisfaction, most teams find it difficult in practice to reach their potential. With a bias toward the pragmatic, Dr. Meyer suggests how to avoid "teaming": the deadly reflex reaction to form a team regardless of the situation. He addresses the trade-offs and downsides of teams, but then proceeds to detail fifteen key architectural elements that help create productive teams that work effectively—and can actually fulfill their promise. $129.99 [Add to Cart]What lessons can Cervantes’ romantic knight from La Mancha offer the bottom-line world of today? Based on Professor Emeritus James G. March’s acclaimed course at the Stanford University School of Business, this program creatively examines how Quixote’s kind of self-knowledge might serve modern leadership. Narrated by Professor March, the program parallels episodes from Quixote’s adventures with illustrative examples in the modern world—from former President Richard Nixon and Martin Luther King, Jr., to Bill Gates and Hewlett-Packard. Engaging interviews with contemporary leaders drawn from business, government, and education are interwoven with archival footage of historic leaders who demonstrate imagination, perseverance in the face of adversity, and joy in work. (70 minutes) Copyright date: 2003
Good managers, wanting to do the right thing, often miss the boat when it comes to getting the best out of a diverse workforce. Not wanting to offend, they choose peace over honest feedback, thereby limiting their people's potential. Not understanding what motivates each individual, they offer incentives that are not meaningful, or "encouragement" that backfires and alienates their staff. Doug Harris has spent his career discovering what it takes to start the dialogue and establish parameters for healthy debate. He explains the steps for reaching awareness, managing biases, and "doing unto others as they want to be done unto." He encourages us to expand our network, explore cultural events, and study up. By bringing different people to the table, different questions get asked. This leads to innovation, better solutions and an empowered, involved workforce. $129.99 [Add to Cart]A successful brand builds customer trust and loyalty by being easily identifiable and consistent in quality and presentation. John Kilcullen describes the strategies and tactics that took the For Dummies® brand from one obscure computer manual to a publishing empire that touches on a wide array of lifelong learning topics—business, sports, art, wine, gardening, home improvement, and beyond. Kilcullen explains the reasons this brand enjoys such widespread recognition and unparalleled growth in its field. $129.99 [Add to Cart]Disaster preparedness means planning for every aspect—before, during, and after. In addition to the precautions you need to take to prevent a disaster from occurring in the first place, all of your employees also need to know specifically what their role will be if an emergency develops. And the aftermath of a disaster, most often ignored in the planning stages, is just as important. This program explores ways for you to keep your business going while recovery efforts are made, and emphasizes how crucial it is to make a disaster plan part of your overall business plan. $129.99 [Add to Cart]A primer on ways to sprinkle your brand and your content throughout the Web using on-demand methods such as RSS, activity streaming through social channels such as Twitter and FriendFeed, widget embedded content, and shared application platforms. $129.99 [Add to Cart] |
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