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 Strategic Planning 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.
 Southwest Airlines started with a simple idea, and managed to stick with it through decades of unprecedented growth. Many have tried (but failed) to emulate their success. According to Colleen Barrett, the idea is so simple, nobody quite believes it: customers return because they like the experience and they like the way they are treated. But how do you keep your customers this satisfied? By keeping your employees satisfied. Barrett spends 70-80% of her time assuring that her employees are valued as people, and encouraged to do the right thing rather than doing things right. She acknowledges that you can't expect employees to be saints, but you can expect integrity and commitment to the team. Her guiding rule is to hire on attitude and then train for skills, seeking individuals who will take the business—but not themselves—seriously. $129.99 [Add to Cart] Voted the Number 1 company to work for in 2009 by Fortune magazine, NetApp has successfully navigated through every major cycle in business: from the frenetic mentality of a startup, through the tumultuous period of the dot-com boom and bust, and finally to the relative stability of a mature enterprise organization. The company’s core values of candor, integrity, teamwork, and simplicity not only contributed to Fortune’s ranking, notes Dave Hitz, but also helped it transition through these growth phases—and thrive. To survive and grow through business cycles, NetApp transformed itself from a technology startup into an enterprise vendor, diversifying in both products and customers. Now, in setting a strategic course and planning for future growth, Hitz uses a habit he developed of visualizing “the future as history.” Describing the future in the past tense, including the real steps needed to get there, helps prepare the company and employees for the inevitable transformations to come. Dave Hitz and James Lau founded NetApp in 1992, and as executive vice president, Hitz is responsible for the future strategy and direction of the company. Earlier, Hitz worked at Auspex Corporation and MIPS Computer. Before his career in IT, Hitz worked as a cowboy, getting valuable management experience by herding and branding cattle. He holds a BS in computer science and electrical engineering from Princeton University.
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]
Jacqueline Novogratz Amazingly, something as essential as clean water is more difficult to come by for two-thirds of the world’s population. People are made to pay more for basic life services while earning far less. Novogratz describes how you can put systems in place to start chipping away at this daunting problem. But doing your part in aiding the world’s poverty dilemma doesn’t mean that you aren’t allowed to make a profit. Learn about successful programs that have used established business techniques to produce quantifiable results in some of the world’s most destitute areas.
As work increasingly cuts across boundaries, it's necessary for you to influence people at all levels of your organization in order to get your job done. You often need resources and information beyond your own unit, pay grade or department. Whether it's your boss (or your boss's boss!), peers or direct reports, Carole Robin describes how to use the law of reciprocity and the theory of exchange to surface the currencies that matter to potential allies—and create win/win solutions. Dr. Robin explains how the effective use of influence helps you deliver on your promises and produce excellent results, making you one of the "go-to" people in your organization. And this in turn makes your circle of influence grow ever larger. $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.
The traditional approach to strategic planning—which focused on producing a plan on a piece of paper that would subsequently disappear into a desk drawer—is dead. Replacing the old approach is a new method that focuses on strategic thinking and implementation. Rick Berthold presents a fresh perspective on strategy formation, and a process for developing strategies that assure organizational alignment and lead to effective implementation. $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] If you're looking for an innovative and fun way to teach managers about the difference structure and support make in employee performance, it's time to play The Strategic Leadership Game. A full toolbox of ideas to help managers experience how leaders manage task performance. The game consists of two rounds: Game A simulates a typical task assignment. Participants are delegated a task with clear output criteria, but without any useful support or structure. They'll experience first-hand the performance pressure, anxiety and failure employees feel when assignments are handed over to them without appropriate instruction or feedback. Game B also simulates a routine assignment. But participants are placed in pairs, one as manager and one as employee. The manager is responsible for supporting the employee's efforts. They'll discover how the appropriate type of leadership makes tasks easier to do and instills a sense of accomplishment. Key Benefits
Includes: Tangram puzzle pieces, Leader's Guide, Work Orders Pad, Coaching Cards Pad, Master Solution Sheets (set of 5) and CD-ROM with slide/handout masters.
"Organizational culture" is an elusive, yet powerful management tool. Professor Chatman defines organizational culture in terms of observable behaviors and shows examples of firms that use strong, strategically-aligned cultures to enhance organizational performance. She outlines how to establish and maintain a healthy and thriving culture by focusing on the power of effective selection and socialization processes. Through examples and anecdotes, she highlights the importance of developing cultures that emphasize innovation, teamwork, and adaptability to achieve sustained competitive advantage. $129.99 [Add to Cart]To survive in this dynamic, emerging market, its crucial to know Chilean customs and culture. Doing Business In Chile is a complete training program for being profitable and avoiding business problems in Chile. Find out how this country is different from its Latin American neighbors, from its unique history to strict attitude against corruption. Learn essential people skills, from proper protocol, to building rapport and managing relationships. Observe how locals negotiate, and get strategic advice from business leaders for making profitable deals. Whether starting a business in Chile and preparing for a top-level Chile business meeting, this program is essential for newcomers and establish global corporations alike. In this expert program, you'll discover the answers to dozens of valuble questions including:
Program includes: 43 minute DVD, PDF Download, and INSTRUCTOR'S GUIDE
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] 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)
Antonio Dávila Innovation and incentive go hand in hand, but you have to be careful that the motivation is coming from the right place. You want your team to be fueled by passion rather than money. There are two types of innovation—radical and incremental—and limiting yourself to one or the other may squelch creativity. Get the best result for your product by ensuring that everyone in your organization is on task and inspired. Having strategies in place that lead to the accomplishment of clearly defined goals is an important way to keep ideas flowing.  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
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] A Personal Commitment To The Organizational Strategy An organization's strategic vision is a roadmap for the future. It defines the direction in which the organization is headed, the market position it intends to occupy, and the capabilities it plans to develop. Through Living The Vision On The Job, participants learn how to develop and align their personal visions, missions, and values with those of their organization to become more self-motivated and productive. Skill-Based Program Content
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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] 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."
 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)
 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."
Charles O'Reilly III “Ordinary” people are just as capable of leading your company to success as the expensive talent you could bring in from outside. But how do you motivate your employees to aspire to greatness? (Hint: Not with money.) Make your employees feel important, and let them know that you truly care about their contributions. In this best-selling video, you'll learn how other companies, including Southwest Airlines and the Men’s Wearhouse, have used this strategy to achieve success. See how your preconceptions can hurt you, and how you can change your company’s culture to encourage your employees to produce better results. $129.99 [Add to Cart] 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] The ‘green’ approach to life started as a grass-roots, community-based movement. It has now permeated the mainstream to the point where businesses across the globe realize that adopting an environmentally sound philosophy is essential – not only to maintain credibility and protect the bottom line, but also to attract the best employees. People expect business to be at the fore with regard to sustainability – to lead changes in thinking and behaviour. This program discusses the benefits of ‘green’ workplaces. The lead must come from the top - managers and business owners find themselves needing to be increasingly in tune with sustainable and ecological thinking. We hear from leading business people and sustainability experts about environmental corporate culture and practices and gain an insight into how to effectively implement a policy and strategy.
 Using examples from the high profile computer games industry, this program provides students with an introduction to the principles and practices of marketing.
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]
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