 |
 Stanford Executive Briefings 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.
 This award-winning video is designed to take the guesswork out of your financial reports. It tells the story of two employees who have to decide which of two restaurants up for sale is the most sound purchase. Along the way, they get a detailed analysis of each restaurant’s financials, including the balance sheet, inventory accounting, and operating vs. non-operating income. The success of your business is based on profits and losses; an acute understanding of what goes into your financial statements can help keep you on the plus side. Stanford professor George Parker provides both line-by-line explanations of the three key financial statements used by US companies, and offers logical, common-sense approaches to interpreting what they reveal about profitability, value, and the ability to pay bills.
 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.
 Richard Roi Todd Pierce At any given time, companies may be juggling as many as ten different change initiatives. The sad reality is that the majority of them will fail as new ideas lead to new projects while the older ones are allowed to languish. And often, it’s large companies with strong corporate cultures that have particular difficulty handling change. Adaptation, done correctly, can lead to increased profits, but it’s important to remember how you got there. A truly adaptive organization values people over technology and respects its employees as both individuals and team members.
Tamara Erickson Different generations have different opinions about work. These days, your Boomers are headed toward retirement while your younger employees are coming in with fewer skills. In addition, they want more flexibility in their work schedule, and are likely to be looking for another job. What can you do to ensure that you’re bringing in—and retaining—employees who are right for your organization? Amp up recruitment and spend the time and money necessary to develop your team. But more importantly, keep your employees engaged by giving them a reason to be passionate about their jobs.  Today's leaders must connect with their audiences in substantive ways that go far beyond the giving of information. Leaders must be able to motivate audiences to commitment, not merely to compliance. Terry Pearce explores and demonstrates ways in which a leader can elevate a speech into a more powerful and ultimately productive experience—for the speaker as well as for the listener. Program Highlights
 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.
 In business or otherwise, you probably do some form of negotiation every single day. But are you getting the most that you can out of it? This award-winning program follows talks between a baseball park and the team that might move there. As they negotiate, you’ll learn when to go after what you want, when to back down, and when to walk away entirely. Once you’ve got the skills to strategize and make offers, you can even sweeten the deal by improving upon agreements after you’ve reached a settlement. Includes - Free Study Guide Also available in Spanish
 Change is no longer an event... Change is business as usual. Customers are demanding "better, faster, cheaper"; competition is fierce; and a turbulent economy and technological advances increase the pressure to "do more with less." Success today is dependent on keeping your work force resilient, positive, and engaged while this rapid (and accelerating) change constantly turns your organization upside down. Yet, employees are increasingly skeptical about committing to business strategies that are constantly being redefined. Program Highlights
 Executive Director, AeA Bay Area Council Like so many businesses, the U.S. high-tech industry isn't immune to today's challenges. Research shows that education, particularly in the areas of math and science, is failing. The critical thinking skills required to fill certain jobs are simply not being met. In addition, some government policies put us at a disadvantage when it comes to global trade and research & development. But Baker believes that the struggling economy is not helpless and that these negative trends can be reversed.
 We've updated our popular Stanford lecture series on effective Website practices. Learn from the experts what you need to know about what's happening right now on the Web. Get all 12 titles in the series and save! This collection includes the following titles
You’ll see how a page is generated from file downloads and links, how traffic to the page is tracked, what cookies are and how they are used, and more.
Broadcasting Your Brand
Harnessing the Power of Blogs
How to Pull Off a Successful Redesign
Mobile Strategies
Secrets of Search Engine Optimization
Staying Out of Legal Trouble
Smarter Strategies for Enewsletters
Ten Mistakes Websites Still Make...And How to Fix them
User-Generated Content: Growing It, Controlling It
Using Web Metrics Strategically
Video Strategies: What's Working Today
 Selling is not an event but an ever-changing process that requires a solid strategy to achieve positive results. James Healy explains how to manage the four dynamic and interactive functions of selling and describes the skills that good salespeople need to learn in order to develop an effective selling strategy. Program Highlights
Duration: 47 Minutes (2006)
 Dr. Cheryl L. Shavers, Director, Rockwell Collins, Inc. Produced - 1998, 48 minutes Strategic alliances have become a regular part of business culture these days. So how do you know that the alliance will have a positive effect on each partner’s bottom line? Like any relationship, trust is a major component of a successful alliance. But profit doesn’t come from trust alone. This program guides you through the three phases of an alliance, and shows you which signs to look for to determine if your alliance is really working.
 Bill Price There is somewhat of a disconnect between how CEOs perceive their companies' customer service (they think it’s above-average) and how customers feel about said service (more of them leave dissatisfied than satisfied). In this program, Bill Price says that the solution is to stop focusing on traditional customer service methods altogether. He draws on his experiences with Amazon.com and MCI to create a set of seven principles that will help you adapt a “no service” approach to customer service. Learn how to provide your customers with self-service alternatives and put systems in place that allow problems to correct themselves, all without having to invest in expensive technology.
 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. $99.99 [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. $99.99 [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. $99.99 [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. $99.99 [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."
|
Business Training Media, Inc.TM
4108 Hayvenhurst Drive, Suite 101 Encino, CA 91436, USA |
