Session Outline

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The Changing Rules of Strategy: New Mindsets for a New World
with Prof. Gordon Hewitt, CBE

Date: October 17, 2018
Session Time: 9:00 AM - 4:00 PM

Location Information:
Forest Hills Country Club
36 Forest Club Dr., Chesterfield, MO 63005
(636) 227-5030
Session Description
In this session, Professor Hewitt will present a practical model of disruptive foresight. This will enable participants to do five key things: (1) spot and decipher early signals of competitive disruption in their industry; (2) analyse the forces driving disruption and their likely consequences; (3) consider realistic strategic options to benefit from disruption; (4) ensure the organization acquires the capabilities to handle game-changing challenges; (5) drive a deep mind set shift throughout the organization, well beyond the legacy of traditional change management models. In order to take on these challenges, Professor Hewitt will provide “new game” ways of (1) drawing a more relevant map of their competitive arena, and the identity of new game competitors; (2) developing a more accurate scorecard of competitive performance, especially when market share is not a reliable indicator of influence share; getting beyond SWOT and industry positioning, and developing new game methods of doing strategy; (3) enabling the organization to treat disruption as an opportunity rather than a threat; (4) creating new mind sets for new competitive games, rather than better processes for existing games
 
Biography

Professor Gordon Hewitt CBE, FRSE is Adjunct Professor of Business Administration, and formerly Distinguished Visiting Professor of International Business and Corporate Strategy, at the Ross School of Business, University of Michigan. His interests cover the fields of global competition, corporate strategy, and the value added of executive leadership. He has been the highest rated core faculty member on Michigan’s senior executive programs for many years. He is also Distinguished Professor of Corporate Strategy and International Business at Duke Corporate Education. He was given the 2007 International Distinguished Faculty Award by the Institute for Management Studies whose members comprise leading academics and consultants worldwide. His academic awards include the title of Honorary Professor at the Faculty of Social Sciences, University of Glasgow, Scotland, where he started his career. He also holds a Visiting Chair of Business Strategy at Manchester Business School in the UK. As a consultant, he works at CEO and Board level with many international corporations. His forthcoming book, Strategy as a Process of Discovery, will deal with the changing demands on strategy and leadership in the new global business landscape. His principal home is in Scotland, and he is a member of the International Advisory Board of Scottish Enterprise. He was also Chairman of Court, the Governing Board, at the University of Abertay Dundee from 2003 to 2009. Prof. Hewitt was awarded a CBE (Commander of the British Empire) for services to management and international business in the Queen’s 2007 New Year’s Honors List. In 2008 he was elected a Fellow of the Royal Society of Edinburgh, Scotland’s national academy of science and letters.
 
Time Allocation - Topics

25% The New Competitive Landscape - how market volatility and complexity are changing the old competitive "game and rules".

25% New Demands on Strategy - gaining credibility for strategy in a volatile world.

25% The "Internal Governance" Dilemma - resolving tensions between the "silos" in the modern corporation.

25% Thinking the Role and Value Added of Senior Management - the new ground rules of strategic renewal.

Guide to Participant Selection
APPLICABILITY:
1 indicates primary target audience.
2 indicates a good fit if the level of material is appropriate.
3 indicates (in the opinion of the institute and the faculty) very limited applicability.
DepartmentAdminDistribEngrFincH.R.LegalMktngITOprPlngPchsgR&DSales
Senior Executive
(Pres, Exec & Sr VP)
1111121111211
Executive
(VP & Gen'l Mgr)
1111121111211
Senior Managers
(Div & Reg. Mgrs)
1221231221322
Middle Managers
& Superintendents
2332332332333
Focus
Primary -- PLANNING/ORGANIZING:
Problem Identification, Selecting and Organizing Information, Analysis, Evaluating Alternative Solutions, Developing Specific Plans
Secondary -- LEADERSHIP DEVELOPMENT:
Adaptability, Commitment, Creativeness, Initiative, Judgment, Timing
Tertiary -- EXECUTING/CONTROLLING/EVALUATING:
Decision Making, Direction, Coordination, Evaluation
Level

Introductory    Intermediate    Advanced
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