Chief Strategy Officer Summit

Strategic Planning Innovation, Formulation & Flawless Execution

May 23 & 24, 2013The Palace Hotel, San Francisco, CA

Confirmed Speakers

Confirmed Speakers• Chief Strategy Officer, Hewlett-Packard• Chief Strategy & Operations Officer,

Pfizer• Chief Strategy Officer, Mashable• VP, Manufacturing Strategy, Honeywell

Aerospace• VP Strategic Planning & Reporting,

SunTrust Bank• Chief Strategy Officer, VP & CTO, HP• Vice President, Marketing, United Federal

Credit Union• Vice President, i play., Inc.• Sr. Director, Corporate Strategy,

Southwest Airlines Co.• VP, Product & Marketing Technology

Strategist, Zions First National Bank• SVP & Director, eBusiness Strategy, Zions

Bancorporation• Director, Strategy, MillerCoors• Founder and CEO, Stratitect• Chief Executive Officer, Capital Bank• SVP, Strategy, AMC Theatres

• Chief Strategy Officer, A&K Global Health• VP, Strategy & Chief Marketing Officer,

Sears Home Services• Head of App Strategy & Portfolio

Management, Nokia• Chief Strategy Officer, Openclove• Director, Strategy, Skype• SVP Strategy & Corporate Development,

Advance Publications Inc.• Chief Strategy Officer, Buy.com• Senior Director, Strategy, GTECH • Chief Strategy & Innovation Officer,

Anthelio Health• Director, Strategy, & Technology, ECC• Chief Strategy Officer, Bloomberg

Tradebook• Chief Strategy Officer, California Medical

Association• Head of IT Strategy, Bio-Rad Laboratories• Global Exec Dir, Strategy, Dell• EVP, Strategy & Operations, Viacom’s

Music Division

Past Delegates Include

• VP, Strategy, Walt Disney Studios

• VP, Corporate Strategy, PayPal

• VP, Customer Campaigns, AMEX

• VP, Strategic Services, Wells Fargo

• Director, Strategy & Planning, Best Buy

• Sr Dir, Strategy, Boeing

Who Will You Meet?There is no question that IE. provides the gold standard events in the industry and will connect you with decision makers within the analytics industry. You will be meeting senior level executives from major corporations and innovative small to medium size companies.

Job Title Of Attendees

President/Principal

SVP/VP

C-Level

Snr. Director/Director

Global Head/ Head

Snr. Manager/Manager

Academic (1%)

82%

1000+ Employees300-999 Employees50-299 EmployeesLess than 49 Employees

Company Size Of Attendees

8%

11%

25%56% 81%Attendees are

companies with at least 300

employees

3%

21%

12%

42%

13%

8%

Attendees are at Director level or above

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Effective strategic planning is central to business success. In the modern business environment technological developments and the advances of globalization have created unparalleled opportunities for businesses to expand their markets. But new opportunity has opened the door to new challenges. This summit will focus on the solutions offered by innovative strategic planning. It will comprise of learning objectives, illustrated intermittently with a number of exploratory case studies, to include:

• Methods designed to deliver the most effective impact on your business through effective strategic planning.• Tactics to optimize the role of Strategic Management in your organization.• Learning how to transform the way you set strategy, align resources & effectively execute to deliver superior business outcomes with speed and scale.• The essential balance between strategy formulation and ensuring flawless execution.and much more..........

About The Summit

Confirmed Speakers

Dr. Catherine Parham is the Chief Strategy and Scientific Officer of the Cardiovascular and Metabolic Disease Research Unit at Pfizer. Prior to joining Pfizer, Dr. Parham was Chief Medical Officer and Executive Medical Director of the General Electric Healthcare Life Care Solutions business unit. She has over 10 years of early phase and post-marketing drug development experience spanning across the medical device and pharmaceutical industries. Dr. Parham has held consulting and senior leadership roles in medical affairs, business development and project management within major research-based companies.

Balancing Strategy and Operational Excellence

Facing loss of patent exclusivity and increasing challenges in regulatory approval the pharmaceutical industry has had to rethink its strategy for success. Operationally optimizing how work gets done and focusing on managing limited resources is not enough. Having a linked R&D and commercial strategy along with operational excellence is critical in the post blockbuster era. Strategic thinking cannot be isolated to just senior leadership; from individual contributors to teams it should permeate the entire organization. To move from hypothesis to the creation of a new drug requires developing a scientif ic strategy, a commercial blueprint and focused operations.

Catherine ParhamChief Strategy and Scientific Officer Cardiovascular Pfizer

Mohamad Ali is Chief Strategy Officer for Hewlett Packard. Most recently, Mohamad was CEO of Aspect’s workforce optimization division. Before joining Aspect, Mohamad served as president of the Avaya’s global services division, and previously as senior vice president responsible for the company’s strategy , corporate development and research labs. Mohamad has also held various senior executive positions at IBM including vice president of strategy and business development for the information management division where he sourced and integrated key acquisitions, including Cognos, FileNet and Ascential Software, creating the foundation for IBM’s business analytics strategy.

Impedance Matching Strategy Deployment with Organizational Need

A strategy process that works for one organization may not work for another, given size, growth, maturity, environmental factors, M&A, transformation needs and lifecycle of the portfolio. Having worked for a wide range of companies from startup to the very large, including Hewlett-Packard and IBM, Mohamad will outline strategy processes he has deployed and discuss the relative merits for different organizations. As part of a broad outline, Mohamad will highlight two organizational types in particular: one growing significantly through rapid acquisitions requiring a sophisticated integration strategy, and another type in turn-around mode requiring operational transformation strategies. In all cases, execution experience is key to impedance matching the right strategy to a given organization.

Mohamad AliChief Strategy Officer Hewlett-Packard

Emi Kubota is the Vice President of i play., Inc., where she has worn many hats over the years, including leadership roles in Strategy, Marketing, Product Development, Supply Chain, Sales and Finance, where she has taken the lead in creating new systems and infrastructures as the company continues to grow. Emi has a BA in International Studies from Middlebury College, a Master of International Affairs from Columbia University School of International Affairs (SIPA), and an MBA from Columbia Business School. She loves living and working in her mountain hometown of Asheville, North Carolina.

The Art of Borrowing: Lessons from Other Worlds

Borrowing from the successes and failures of other fields can be a way to leapfrog past the competition in our own fields. Adapting the successes of evolution into disruptive technologies can transform our industries. Observing the failures of the US social security system can allow us to avoid similar mismatched models in our own fields. By leveraging lessons from worlds outside of our own, we can gain insights into our own worlds. This session will lay out a framework for applying the art of borrowing in your organization.

Emi KubotaVice President, i play., Inc.

Wes Galbo is currently Chief Strategy Officer for A&K Global Health. In this role, Mr. Galbo leads strategic initiatives focused on network expansion, service innovation, and new market entry. Mr. Galbo formerly served as VP, Product Management within UnitedHealth, where he drove product lifecycle management for its $4B healthcare information technology portfolio. Prior to UnitedHealth, Mr. Galbo served as VP, Product Marketing for Allscripts' $1.4B ambulatory, acute, and post-acute solutions. In this position, Mr. Galbo led marketing, competitive intelligence, and analyst relations functions. Mr. Galbo also spent five years with McKesson, where he most recently served as VP, Strategy & Business Development. During his tenure with McKesson, Mr.

Galbo drove strategic planning & led development of emerging revenue cycle & ambulatory solutions.

Pushing the Boundaries of Healthcare: Unlocking New Demand

Healthcare has traditionally been organized, delivered, and financed locally. Industry boundaries related to access, cost, and quality of care are well defined and accepted. And entrenched players, ranging from healthcare providers to health plans, compete for share of existing demand in a crowded market. However, innovative organizations have an opportunity to sidestep competition and grow rapidly by unlocking new demand for healthcare services. This presentation illustrates strategic creation of a global “blue ocean” of uncontested market space.

Wes GlaboChief Strategy Officer A&K Global Health

Stephanie Davenport is one of the nation’s leaders in strategic planning and execution with 20+ years experience in various leadership, strategic and solution-oriented roles for companies such as SunTrust Bank, J.P. Morgan Chase, KPMG Consulting, Wells Fargo, and Bank of America. Stephanie is currently Vice President Strategic Planning & Reporting at SunTrust Bank, where her focus is on technology and operations strategic planning and performance. Stephanie founded and led Infosys Solutions, Inc, a strategic planning consulting firm with clients across multiple industries.

Strategic Leadership – The MVP Model for CSOs

The CSO is uniquely positioned to strategically lead the organization not only through strategy formulation, but through execution planning, and execution. CSOs must see themselves as the strategic leadership MVP in their organizations, much the same as a professional athlete who is recognized as the MVP. A great play or strategy is nothing if the team does not execute and … fans, clients and shareholders will respond accordingly. Like elite professional athletes who have explained their phenomenal performance as directly related to being in their “zone”, the CSO can find his or her “zone”. Your organization, industry and country benefit when you are operating in your strategic leadership “zone”!

Stephanie DavenportVice President Strategic Planning & Reporting, SunTrust Bank

Most of Sanjeev's experience has been in working closely with CEOs across fortune 100 companies in technology, consumer goods, consumer services & retail. His time has been spent guiding companies through strategic planning process to unearth long term growth plays and develop consensus to execute on growth plays. He has deep experience in consumer insights in US & emerging markets (BRIC) & direct experience in driving operating efficiency through data / analytics & managing for change across large cross functional teams. He has a consistent track record of driving growth through innovation across consumer goods categories. He was worked in India, China and US and has been responsible for BRIC markets while being based in US.

How Seeing Around the Corners Helps Spot Innovation

The talk will focus on personal learnings on identifying growth through focus in B2C consumer insight and solving category problems. The idea with this is that it then shifts focus to practicing strategy, making the strategy stick. The focus will be on getting resources allocated & organizational backing behind it. The presentation will also discuss navigating organizational memory of past failures & risk averse nature of management in large corporations – why that is rational & to be expected. Concluding with what allows real change to happen based on empirical experience vs. theory. Change often perceived as risk only happens when crisis strikes or a sense of crisis is created.

Sanjeev JhaVice President Strategy & Chief Marketing Officer Sears Home Services

Joined Rakuten.com Shopping in 2011 and currently holds the position of Chief Strategy Officer, accountable for Rakuten.com Shopping’s corporate strategy and the growth of both the company and business as well as its strategic business partner. Earlier roles at Rakuten.com Shopping include Chief Marketing Officer and Chief Marketplace Officer. Past workplaces include McKinsey and Company; Ministry of International Trade and Industry of Japan; and Rakuten Inc., where he served as Executive Officer.

From long-term to short-term, realistic path of global expansion

Rakuten, largest e-commerce in Japan, entered US e-commerce market remodeling business of company it acquired. Learning will be shared with perspectives of cultural integration, strategy integration and operational integration. Presentation will also address gear change of organizational direction and synergy creation for future growth. It touches upon the redefinition of CSO in this phase.

Kenji YamanamiChief Strategy OfficerBuy.com

Tim Bennett has enjoyed more than 20 years of brand strategy experience in categories including autos, financial services and beverages. Tim has worked on both the client and consultant sides of the brand strategy equation while leading brand strategy projects in 16 countries and directing over 1,800 quantitative and qualitative market research projects to provide decision-support to over 40 brand teams. This wide variety of brand strategy work has helped Tim to discover the underpinnings of brand strategies that integrate well with business strategy, and to develop improved methods to make this often elusive outcome occur more predictably.

Why Can’t Your Brand Strategy and Business Strategy Just Get Along?

When brand strategies fail to either inspire an organization, provide unambiguous direction, or to be well integrated with the enterprise’s overall business strategy – the root cause sometimes lies with the underlying strategy development methods used to produce and express these brand strategies. This presentation looks at traditional brand strategy development methods, exposes their weaknesses, and provides diagnostic questions to help audiences better understand the provenance of their brand strategy. It also reveals new methods in market segmentation, targeting and positioning designed to enable a brand’s strategy to serve as an effective organizing principle for the efforts of the entire enterprise.

Tim BennettVice President, Marketing United Federal Credit Union

Amanda Richardson spent a lot of time thinking about employment in order to finance her degrees from University of Virginia and Stanford. Fortunately, it helped her make the natural transition to working at Snagajob, the Internet ’s leading marketplace for hourly employment, where she was SVP for Product. As part of her continuing refusal to grow up, she now finds herself with the same title at Prezi. Attracted by the prospect of changing the world by helping people better share ideas, Amanda now enjoys managing an array of people more talented than herself from Prezi’s San Francisco office.

Iterative Strategy

Iterative strategy is not just an eloquent term coined to describe people who don’t know what they’re doing. It’s also a sound business choice, especially when you have want to change how two billion people share ideas and understand each other. But, even if this doesn’t describe you, there’s still a lot to be gained from having a vision and trying to achieve it with short-term plans. The key is to focus on producing measurable outcomes instead of always battling to increase output. You might just find the flexibility to embrace unforeseen challenges without having to sacrifice your grandiose ambitions.

Amanda RichardsonHead of ProductPrezi

Richard Gay is EVP, Strategy and Operations for Viacom’s Music Division. Mr. Gay works with division brands (MTV, Vh1, CMT, and Logo), other Viacom divisions, and outside partners to help the Music Group achieve its strategic, operational and financial goals. Prior to joining Viacom, Mr. Gay was a Partner in the Media and Entertainment Practice of Booz Allen & Hamilton. Mr. Gay received his B.S. in Economics from The Wharton School of Business and his M.B.A from Stanford University. He is currently a trustee of The Annenberg Center, the New York Urban League and the New York Posse Foundation.

Strategic Perspective: Top Down, Bottom Up, Inside or Out?

There are many different approaches to developing successful strategies, but strategy officers often get set in their ways. Do you love consultants or think that they tell you the time by looking at your watch? Should strategies be set at the Corporate level or do “those Corporate folks have no clue about what it takes to run a business”? Far too often, approaches are determined as much by where the strategy lead sits in an organization as by what would lead to the best solution. Richard Gay has been a Partner at a leading strategy consulting firm, had senior operational roles in the fast-changing media business, and been the strategic lead at a Division level, and will share his unique perspective on different approaches to strategy development.

Richard GayEVP, Strategy & Operations, Viacom’s Music DivisionViacom’s Music Division

Christina Sternberg is senior vice president, corporate strategy for AMC Entertainment Inc. (AMC Theatres) where she is responsible for the overall strategic framework and long-range vision for the company, and identifying and pursuing growth opportunities while working closely with the board of directors. Sternberg began her career at AMC Theatres in 1998. Sternberg received an MBA from the Kel logg School of Management at Northwestern University as well as a Bachelor of Science degree from the University of California-Davis.

Consumer Insights Essential to Strategic Growth

There’s a long list of challenges facing theatre exhibitors: mature, commoditized market, over-capacity, high fixed cost infrastructure, product volatility and multiple threats of substitution. Such a business environment requires no small amount of imagination and risk-taking. AMC Theatres has successfully increased its share and profitability over the past 3 years by implementing a consumer-focused strategy. AMC is innovating the movie-going experience through premium sight and sound, enhanced food and beverage offerings, unique guest engagement and loyalty programs and fleet modernization. AMC is bolding changing the products, services and solutions it provides its guests.

Christina SternbergVice President, Corporate Strategy AMC Theatres

Deva Annamalai has been involved in technology industry for the last 14 years. He has consulted for various Fortune 100 companies like GE, UPS, Freddie Mac and Fannie Mae in providing technology solutions which are being used in mission critical business areas. In Zions Bank, Deva serves as a Vice President of Technology Strategy for the Interactive Services playing a key role in drafting the technology strategy and instrumental in creating a roadmap for online and mobile products. His goal is to move Zions Bank as a leader in the next generation of e-banking services.

Deva AnnamalaiVice President, Product & Marketing Technology Strategist,Zions First National Bank

Shane D. Wall, 48, is Vice President and CSO/CTO for Hewlett-Packard’s Mobility Global Business Unit. In this role, he is responsible for the strategic and technical directions for HP’s mobile business unit. Prior to joining Hewlett-Packard, Shane served as Vice President, Intel, with responsibility for strategy and architecture within the Mobile Communications Group. While at Intel, Shane held various senior roles within the company’s Channel Platforms Group, Corporate Technology Group, and Intel Capital. Prior to joining Intel, Wall was Co-Founder and Vice President for Product Development at a venture-backed, software company, PrintPaks. Wall began his career at Hewlett-Packard as a software and embedded systems engineer.

Coming from Behind – Strategies to Re-Enter Fast Moving Markets

Hewlett-Packard remains one of the largest technology companies on the planet with substantial investments in services, software, infrastructure, and personal systems. Recently, it has been substantially challenged by growth in new market segments, specifically in mobile. With the recent addition of a new CEO, HP is planning to aggressively re-enter the mobile market. This presentation will address the challenges and strategic options of a large, incumbent player re-entering an e x t r e m e l y f a s t m o v i n g s e g m e n t . Strateg ica l ly , th is i s part icu lar ly challenging given the mis-steps of the previous administration.

Shane WallVice President, Chief Strategy & CTO,Hewlett-Packard

Banks – Innovate or Die

In the last decade banks have been facing an interesting challenge – adapt to new evolving innovations or die a slow painful death. With the advent of smartphones, tablets and social media, banks are seeing their core business revenue models starting to crumble. Public satisfaction about the role of the banks has been in all-time low and younger generation is questioning the role of banks and credit in their life style. Young technology startups are challenging the banks by offering innovative new services. Will these new innovations make banks irrelevant in the next decade? How can banks use strategy and innovation to reinvent themselves for the next generation of customers?

Matthew Wilcox is a Senior Vice President and the Director of eBusiness for Zions Bank. With a particular interest in emerging technologies and interactive marketing strategies for financial institutions, he oversees all initiatives relating to interactive and email marketing, along with online and mobile banking development and strategy. Matthew, who joined Zions Bank in 1999, has spent most of his life in Salt Lake City, where the bank is headquartered. He received his Executive MBA from the University of Utah and a bachelor's degree in Business Marketing from Westminster College in Salt Lake City.

Matthew WilcoxSenior Vice President & Director, eBusiness StrategyZions First National Bank

Breakout Sessions

InternationalMergeCo

Interactive Workshop with The Growth Strategy Co. - “Applying the New Discipline of Growth Strategy” Wayne Simmons - Co-Founder, & Keary Crawford, Co-Founder, COO

Roundtable Session with MergeCo. International - The Biggest Opportunity on the Planet - Paul Hawkins - Managing Director, MergeCo

If you are interested in participating, please contact Catherine Jackson

Ways to Register

The Information

Silver Pass

$1595Access to all sessions &

networking event

$1395Early Bird Price

(before March 15)

Diamond Pass

$2095Access to all sessions, networking events, annual subscription to IE.

membership & Strategic Analysis Report

$1895Early Bird Price

(before March 15)

Gold Pass

$1895to all sessions, networking events &

annual subscription to IE. membershipAccess to all sessions &

networking event

$1695Early Bird Price

(before March 15)

Registration Pricing

Chief Strategy Officer SummitDate: May 23 & 24, 2013 City: San Francisco, CAVenue: The Palace HotelAccommodation: Reserve Here OR phone +1 888 627 7196 & quote “Innovation Enterprise Summit”

For larger groups or special requests contact Dan by calling +1 617 830 1805 or email dwatts@theiegroup.com* Team discounts are applicable at the point of registration only.

+1 617 830 1805 +1 323 446 7673 Register Online Here

Group Discount Offers3 Silver Passes: $3300 ($1100 per attendee)5 Silver Passes: $4750 ($950 per attendee)3 Gold Passes: $4200 ($1400 per attendee)5 Gold Passes: $6250 ($1250 per attendee)3 Diamond Passes: $4800 ($1600 per attendee)5 Diamond Passes: $7250 ($1450 per attendee)

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NAME OF EACH ATTENDEE

TITLE OF EACH ATTENDEE DEPARTMENT

COMPANY INDUSTRY

ADDRESS CITY

STATE/PROVINCE ZIP/POSTAL CODE COUNTRY

EMAIL OF EACH ATTENDEE BUSINESS PHONE NUMBER

1. Delegate Information...

2. Pass Types...Early Bird Pass Options until March 15, 2013

Early Bird Silver: $1395 Attendees ____ Early Bird Gold: $1695 Attendees ____ Early Bird Diamond: $1895 Attendees ____

Regular Pass Options after March 15, 2013 Silver Pass: $1595 Attendees ____ Gold Pass: $1895 Attendees ____ Diamond Pass: $2095 Attendees ____

Group Discount Pass Options 3 Silver Passes $3300 ($1100 per attendee) 5 Silver Passes $4750 ($950 per attendee) 3 Gold Passes $4200 ($1400 per attendee) 5 Gold Passes $6250 ($1250 per attendee) 3 Diamond Passes $4800 ($1600 per attendee) 5 Diamond Passes $7250 ($1450 per attendee)

For larger groups or special requests contact Daniel Watts by calling +1 (617) 830 1805 or email dwatts@theiegroup.com.Group passes only available when all participants register together.

Pass Descriptions:Silver Pass: Access to all sessions & networking eventsGold Pass: Access to all sessions, networking events & annual subscription to IE. membershipDiamond Pass: Access to all sessions, networking events, annual subscription to IE. membership & Strategic Analysis Report

Check (Make checks payable to The Innovation Enterprise Ltd) Invoice me

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CARD NUMBER EXPIRATION DATE SECURITY NO.

CARDHOLDERS NAME CARDHOLDER’S SIGNATURE

BILLING ADDRESS INDUSTRY

Prices are exclusive of VAT. Places are transferable without any charge to another Summit occurring within 12 months of the original purchase. Team discounts are applicable at the point of registration only. Any cancellations within a group registration will in turn incur an increase in registration fee for the remaining group participants. Cancellations before April 19, 2013 incur an administrative charge of 50%. If you cancel your registration after April 19, 2013 you will be charged the full fee. You must notify The Innovation Enterprise in writing of a cancellation, or you will be charged the full fee. The Innovation Enterprise reserve the right to make changes to the program without notice. NB: FULL PAYMENT MUST BE RECEIVED BEFORE THE EVENT.

Registration FormChief Strategy Officer SummitMay 23 & 24, 2013 | The Palace Hotel | San Francisco, CAFor registration or more information on the program, please call Daniel on +1 (617) 830 1805, or fax this registration form to +1 (323) 446 7673

3. Payment Options...

7 Schedule

Networking Drinks 17.00 - 19.00

May 24

Session One 08.30 - 10.00

Coffee Break 10.00 - 10.30

Session Two 10.30 - 12.00

Lunch 12.00 - 13.30

Session Three 13.30 - 15.00

Coffee Break 15.00 - 15.30

Session Four 15.30 - 17.00

Day Two

May 23Day One 08.30

10.00

10.30

12.00

13.30

15.00

15.30

17.00

19.00

08.30

10.00

10.30

12.00

13.30

15.00

15.30

17.00

Session Five 08.30 - 10.00

Coffee Break 10.00 - 10.30

Session Six 10.30 - 12.00

Lunch 12.00 - 13.30

Session Seven 13.30 - 15.00

Coffee Break 15.00 - 15.30

Session Eight 15.30 - 17.00

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Sponsors

For sponsorship information contact Pip at pcurtis@theiegroup.com

Platinum Sponsor

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Exhibitors

Bronze Sponsor

Gold Sponsor

Roundtable Sponsor

InternationalMergeCo

What you get...• Access to over 1000 hours of On-demand training on topics that are important to you, like Strategic Planning, S&OP,

FP&A, Predictive Analytics , Supply Chain, Inventory Optimization, Integrated Business Planning and more• Access to our extensive training library. Whenever your team needs to benchmark or gain some key actionable ideas,

they just watch a quick video.• Monthly newsletters with industry insights and important news - vital for up-to-date info and methodology.

Affordable. Cutting Edge. Convenient. Invest in innovative business education that will help you benchmark and validate current and future initiatives that can be leveraged to optimize business results and effective decision making. IE. membership content spans numerous industry sectors and includes presentations from many of the world’s leading companies.

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