0 Items in Cart
Call : 1-800-280-1180

Top Selling Briefings
  1. The Power of Persuasion
  2. How Great Companies Achieve Extraordinary Results with Ordinary People
  3. The Mastery of Speaking as a Leader
  4. Leveraging the Spotlight of Leadership
  5. How to Manage People Through Continuous Change
  6. Executing Your Strategy
  7. The Best Service Is No Service
 
 

Stanford Executive Briefings: Business Strategy

Roberta Katz
Roberta Katz
Associate Vice President of Strategic Planning, Stanford University

Change Management and Strategic Planning


Change inevitably engenders resistance. Even the best strategic plans can fail if this resistance is not met and overcome. Dr. Roberta Katz explains six principles for effective implementation and discusses current efforts within Stanford University that provide a model for successful change.
 
Edward Lawler with Christopher Worley
Edward Lawler
Professor, University of Southern California
Christopher Worley
Research Scientist, University of Southern California

Built to Change


In today's highly competitive business environment, organizations must be ready to change—and change frequently. Edward Lawler and Christopher Worley discuss methods for creating strategies, structures, communication processes, and human resource management practices that are designed to facilitate an organization's ability to change.
 
Raymond Levitt
Raymond Levitt
Professor, Stanford University School of Engineering

Executing Your Strategy


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?
 
James Hollingshead, PhD
James Hollingshead, PhD
Senior Partner, Monitor Group

Finding Untapped Growth in Existing Markets


Managers are under constant pressure to grow, but it is often difficult to find new avenues of growth within an existing line of business. In order to win in the marketplace, it is essential to understand which customer behaviors make and lose money for your organization. Dr. James Hollingshead offers specific tools for seeing existing markets differently and uncovering hidden opportunities for growth.
 
Bruno Aziza with Joey Fitts
Bruno Aziza
Microsoft Business Intelligence
Joey Fitts
Microsoft Business Intelligence

Drive Business Performance


To achieve a culture of performance that drives growth, organizations need to build accountability, intelligence, and informed decision-making into their organizational DNA, arming employees with relevant business data to focus their actions and speed strategic decisions.
 
Jim Bramante
Jim Bramante
Managing Partner
IBM Global Business Services, Americas

The Enterprise of the Future


Jim Bramante distills the findings of IBM’s latest Global CEO Study, based on interviews with one thousand CEOs worldwide, to define the Enterprise of the Future.
 
Colleen Barrett
Colleen Barrett
President, Southwest Airlines

What Drives Phenomenal Success?


According to Colleen Barrett, success comes from an idea that is so simple, nobody quite believes it: customers return because they like the experience and they like the way they are treated. Her guiding rule is to hire on attitude and then train for skills, seeking individuals who will take the business—but not themselves—seriously.
 
Ron Howard
Ron Howard
Professor, Stanford Graduate School of Business

Why Don't We Naturally Make Good Decisions?


We rarely study—much less apply—the fundamental thinking processes that should be undertaken before we make important decisions. Dr. Howard describes the elements of high-quality decisions and tells how to increase our clarity of action in the personal and professional decisions that shape our lives and organizations.
 
Tim Brown
Tim Brown
President and CEO, IDEO

Strategy by Design


Successful innovations must be desirable to consumers, technically feasible, and viable from a business point of view. But how do you meet these requirements? Tim Brown advocates using the three stages of “design thinking”: inspiration, ideation, and implementation. For inspiration, innovators must look at the world through the eyes and the ears of users, perhaps studying analogous situations or extreme users to spark a generative process. Ideation, the core of the process, involves prototyping and realistic testing. Implementation begins with storytelling to bring the idea into the world. If a narrative can be developed around an idea, it has the best chance of being understood and implemented.
 
David Bradford with Scott Brady
David Bradford
Senior Lecturer, Stanford Graduate School of Business
Scott Brady
CEO, FiberTower

Building a Feedback-Positive Organization


An effective leader must be prepared to offer timely and honest feedback, both to employees and to other members of the management team. David Brady examines what it takes to have a "feedback-rich" organization, while Scott Brady relates how feedback propelled his own organization through tremendous growth.
 
Steve Steinhilber
Steve Steinhilber
Vice President, Cisco Systems

Strategic Alliances


Many factors come into play when deciding whether to proceed with a strategic alliance. As Steve Steinhilber explains, there are formal and informal mechanisms that should be put in place—persuading your partner to act for mutual benefit, overcoming the inevitable rough patches in the relationship, and ensuring your alliances stay focused on what matters.
 
Christopher Meyer
Christopher Meyer
Chairman, Strategic Alignment Group, Inc.

Numbers DO Lie


All too frequently firms measure the wrong variables, assign the wrong people to do the measuring, and grant too much credibility to the numbers generated. Christopher Meyer details a framework for identifying what practices need to be changed, clarifying who should measure what, and showing how to align measurement with corporate strategy.
 
Steven Brandt
Steven Brandt
Senior Lecturer Emeritus, Stanford Graduate School of Business