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Rory Simpson

Executive Education Inspiring individuals. Driving business performance.

17 November 2008

Executive Education Inspiring individuals. Driving business performance.

17 November 2008

Tonight’s agenda

Welcome The future of London Business School programmes:

Wendy Yanowitch Feher, London Business School

Discovery Programme: Deborah Mills, Global Planning Director, Saatchi & Saatchi

What’s Keeping Your Client Awake at Night? Professors Dominic Houlder and Michael Hay

The Future of Executive Education: Client Driven

Doing more with less time

Current economic climate

Flexibility & personalisation for individuals and organisations

Accessibility: for small/medium sized enterprises and entrepreneurs

Executive Workouts: New 2-day programmes

Intensive 2-day programmes

Designed to address specific business issues or skills

Actionable immediately once back in the workplace

Titles include:– Coaching for Performance– Unlocking Your Client’s Strategy– Growing Your Business– Strategic Decision-Making– Realising Business Performance Through IT– Corporate Governance: Managing the Board of Directors– Pricing for Profit– Making Strategy Happen

Executive Education portfolio

Options: 20+ programmes

Convenient and accessible: 2-days to 4-weeks in duration

Key focal areas: Leadership, general management marketing, strategy, finance and human resources

Custom programmes for organisations

Deborah Mills, Global Planning Director, Saatchi & Saatchi

Dominic HoulderAdjunct Professor of Strategic and International Management

Michael HayProfessor of Management Practice in Strategic and International Management and Entrepreneurship

Member of the World Economic Forum Agenda Council, which sets the agenda for the annual Davos meeting

Independent consulting and senior facilitation assignments have included SAP, Saatchi & Saatchi and Pricewaterhouse Coopers

Working with the leaders of start up businesses in the creative sector through the School’s Centre for Creative Business, a partnership with university of the Arts London

Founder investor in Imparta, an award winning multi-media learning business listed by the Financial Times as one the UK’s fastest growing profitable businesses

Active in the non-profit sector as a Trustee

Deputy Dean and Secretary, London Business School, 2002-06

Acting Dean CIDA City Campus, Johannesburg, 2007

Undertaken assignments for many international companies including British Airways, 3M, United Business Media and Roche

Chairman of the Board of the Centre for Scientific Enterprise, a major collaboration between London Business School and University College London

Co-founder of the Global Entrepreneurship Monitor, which examines the impact of entrepreneurial activity around the world

Author of numerous books and articles in the areas of entrepreneurship and venture capital

MANY OF US ARE LOOKING TO TRANSFORM OUR CLIENT RELATIONSHIPS

From

Order taking

Executing jobs

Functional contacts

Expert

To

Leading proactively

Owning the process

C-level relationships

Adviser

HALLMARKS OF AN ADVISER

“Someone I want to talk to even when no transaction is on.”

Interest in the client’s role and how their business works

Understanding of their context to pick up main concerns

Courage to go beyond professional comfort zone

Point of view on their core dilemmas and uncertainties

Wisdom to listen and challenge

AT THE HEART OF THE ADVISORY RELATIONSHIP – THE STRATEGIC CONVERSATION

Embedded in understanding of how client makes money

Addresses uncertainties about changing rules for making money in future

- Worst fears- Greatest hopes

Gives client the means to test own and others’ points of view, correcting bias

Creates a pipeline for your expertise

WHAT DOES THE CRISIS MEAN FOR YOUR CLIENT?

TAKING STOCK

What is the role of the trusted adviser at a time of

crisis?

What is the relevance of a strategic conversation?

DEATH THREAT OR GOLDEN OPPORTUNITY?

SPOT THE DIFFERENCE

Google Yahoo!

Dell Compaq

Toyota GM

Thyssen Mittal

CEMEX Blue Circle

HSBC RBS

Brahma Antarctica

Samsung Daewoo

SECTOR IS NOT DESTINY

0

10

20

30

40

50

60

70

80

90

100

McGahan and Porter Rumelt

1915

Firm behaviour effects

Industry effects

% profit variance across firms

THE CHALLENGE

Capabilities offered

and required

Time

Industry condition

s

Our organisatio

n

THE PARADOX OF FRAMES

REAGAN’S VIEW OF THE WORLD?

CLINTON’S VIEW?

ANOTHER PERSPECTIVE?

OUR OWN FRAMES

Please observe the short basketball game

How many times does the team in white shirts bounce the ball?

BASKET-BALL PLAYERS

“FORTUNE FAVOURS THE PREPARED MIND”

Seeing the opportunity or threat first

Acting fastest

UNLOCKING YOUR CLIENT’S STRATEGY

Past Current Future

Sources of

Inertia

Sources of

Agility

Source: Jolly

YOU MAY NEED TO ENGAGE MORE FULLY WITH YOUR CLIENT’S STRATEGY WHEN…

…You’re invited to the Boardroom less and less

…Your immediate client is invited to the Boardroom less and less

…Clients choose which of your people and capabilities to use

…They ask repeatedly about your costs

…Your ideas are put out to tender

…There’s silence about the value you’ve created

…You’re up against strange competitors more and more

…Top talent steers clear of the mainstream

Increasing the appetite for what you can offer

Cross-selling across your business

Life-long partnership with the client

Creating room for subordinates to grow

Increasing personal stature

Having more fun!

BENEFITS TO YOU

AN INTEGRATING PERSPECTIVE

Prime drivers of change

Implications for client needs

Impact on competitive game rules in our client’s sectors

Your initiatives

PREPARING FOR THE STRATEGIC CONVERSATION

Ahead of this programme you should have selected a client business for appraisal. Please note that this should be a single business rather than a corporate portfolio of businesses

Building on the six questions outlined below which relate to the course content:

What have been the major changes in your chosen business’ sector over the last few years, and what is your view of its future evolution?

How has your chosen business been responding to the changes in its sector?

How successful has its strategy been compared to its rivals (or other benchmarks)?

Moving forward, what would you want to do differently as general manager of this business?

What challenges might you face in doing so, and how might you overcome them?

How might you use your findings in a “strategic conversation” with this client?

AGENDA: DAY ONE

Day One Introduction

Taking the Vital Signs

Case Discussion

The Challenge of Capturing Value

Competitive Advantage

Renewing the Opportunity Portfolio

AGENDA: DAY TWO

Day Two Introduction

Building Ecosystem Advantage

Outflanking Rivals and Building the Resources for Success

Tests for a Good Strategy

From Workout to Action

Thank youThank you

Exclusive offer for today’s event attendees

15% reduction for any Executive Workouts booked before

15 December 2008

www.londonworkouts.com

Executive Education Inspiring individuals. Driving business performance.

Executive Education Inspiring individuals. Driving business performance.