EXECUTING YOUR BUSINESS STRATEGY

Transcription

1 EXECUTING YOUR BUSINESS STRATEGY AN EXECUTIVE EDUCATION LEARNING MODULE FOR MANAGERS AND INDIVIDUAL CONTRIBUTORS ELIZABETH WELDON, PHD In this 1-day module, managers learn how to build the capabilities they need to implement their business strategies. At the end of the module, managers know how to: create alignment to build capabilities at the company, unit and team levels, manage tension created by demands to build new capabilities, and help people build the individual capabilities they need for strategy implementation. This module can be customized to meet your needs.

2 2 EXECUTING YOUR BUSINESS STRATEGY: BUILDING NEW CAPABILITIES FOR SUCCESS Elizabeth Weldon, PhD In this module, managers learn how to build the capabilities they need to implement business strategy. We focus on three levels of strategic capabilities: Company-wide: how successful companies build company-wide capabilities Units and teams: how successful managers build strategic capabilities within their own units and teams, and Individual: how successful managers help people build the individual capabilities they need to implement business strategy. KEY TAKEAWAYS At the end of this module, managers know how to: create alignment to build capabilities at the company, unit and team levels, manage tension created by demands to build new capabilities, and help people build the individual capabilities they need for strategy implementation. LEARNING ACTIVITIES This module includes a variety of learning activities to provide a useful and engaging learning experience. Creating alignment to build capabilities Case analysis of alignment, new capabilities, and strategy execution at GE, with case video. This case shows how to use the STAR model of alignment to build the capabilities a company needs to implement its business strategy. The case shows how GE continuously realigns structure, process, people, culture and rewards to create the capabilities they need to implement new strategic initiatives. The analysis includes video of Jack Welch and Jeffrey Immelt discussing alignment,

3 3 strategic capabilities and strategy execution at GE. At the end of the session, participants use the STAR model to assess alignment and strategic capabilities in their own business units. Application exercise: Creating alignment. Participants use the STAR model to assess alignment and build strategic capabilities in their own business units. Managing tensions to build new capabilities Case analysis of managing tensions, with case video. This case shows how to anticipate and manage tension that develops when new organizational capabilities are required. The case shows how the CEO of the GE Transportation Group, the new Chief Marketing Officer and the P&L leader for the Locomotive Unit managed conflicting goals and demands as they realigned their work to pursue organic innovation, a new strategic direction for GE. As this case shows, managers must adjust and adapt while coaching others for success. The analysis includes video interviews with key players in the case. The video stimulates animated discussion. Application: Perspective Taking Worksheet. Participants use the Perspective Taking Worksheet to anticipate and make plans to manage the tensions that grow as they build new capabilities. Helping individuals build new capabilities Short lecture and discussion with examples from other companies: I will deliver a short lecture to show how people build new individual capabilities, with examples of how companies use experience-based development and coaching to help people grow and develop. Application: Coaching others to success. Participants learn to use the GROW model of coaching to help people build new capabilities. Coaching role-play: Participants use the GROW model to plan and role-play a coaching session with another participant, who plays one of their direct reports. Reflection and Action Planning Learning Diaries: Participants use learning diaries to capture key learning points. Reflection, action planning and peer consulting: The module ends with a reflection and action planning session, including peer consulting on action plans. This module can be customized to fit your needs. Contact me for a detailed agenda

4 4 Elizabeth J. Weldon, PhD Citzenship: USA PhD, Organizational Psychology I am an independent executive education professor with 20 years of experience teaching in MBA, EMBA, Executive Education and customized leadership development programs in North America, Europe and Asia. As an independent professor, I work with business schools around the world to design and deliver executive education with impact. My goal is to help managers do their jobs better by delivering successful executive learning programs. Over the past 15 years, I have designed and delivered programs for IMD International, Duke s Global EMBA program, Penn State University, Indiana University, University of Colorado, Hong Kong University of Science and Technology, China Europe International Business School, Cheung Kong Graduate School of Business in Beijing, Peiking University, Insper Business School in Sao Paolo, the Petronas Leadership Centre in Kuala Lumpur, and King Abdullah University of Science and Technology in Saudi Arabia. Through my relationships with these schools, I have worked with many multinational and domestic companies including Morgan Stanley, Novartis, Medtronic, Pepsi-Co International, Metso and China Development Bank. Most recently, I worked with Insper Business School in Sao Paulo to design and deliver a 2-day leadership program for Odebrecht, a leading Brazilian conglomerate, and I taught in the Penn State Hershey Medical Center Leadership Academy. In addition, I was the keynote speaker at the inauguration of the Petronas Leadership Centre in Kuala Lumpur. The focus of my address was "Developing Change Leaders: Providing Insights + Tools + Skills to help your leaders succeed". I also delivered a key note lecture on "Becoming a Global Leader" in the Winter Enrichment Program at the King Abdullah University of Science and Technology in Jeddah, Saudi Arabia. I have served as Professor of Executive Education at the China Europe International Business School (CEIBS) in Shanghai, China. Before joining CEIBS, I served as the H. Smith Richardson, Jr. Visiting Fellow at the Center for Creative Leadership (CCL), a top-ranked global provider of leadership development experiences. I was also Professor of Leadership and Management at IMD International in Lausanne, Switzerland, where I taught and designed executive programs focused on leadership, corporate renewal, and strategic human resource management. I have served on the faculties of the Cheung Kong Graduate School of Business in Beijing, Hong Kong University of Science and Technology, Indiana University, the Kellogg Graduate School of Management at Northwestern University, and the University of Illinois. I also served as an invited professor in the Global EMBA program in the Fuqua School at Duke University and the Executive MBA program at Beijing University.

5 5 I have received awards for my research from the Organization Behavior Division of the Academy of Management, the Society for Industrial and Organizational Psychology, and the Emerald Publishing Group. I also won several teaching awards. I am the co-editor of Advances in Global Leadership, v. 4 (JAI press, 2006) and Management and Organizations in China (Macmillan, 2000). My article on Talent Management in China appears in Strategy-Driven Talent Management: A Leadership Imperative (Jossey-Bass, 2009). HOW I DESIGN AND DELIVER EXECUTIVE EDUCATION WITH IMPACT As an independent executive education professor, I work with business schools around the world to design and deliver executive education with impact. I provide useful content, I employ active learning, and I help participants apply what they learn to their work. My goal is to help managers do their jobs better by delivering executive education with impact. I select tools, models, examples, cases and concepts that will help them manage the important challenges they face. I select energizing and engaging activities to get the participants involved. I use challenging case studies where difficult decisions must be made, and I use video showing the key players talking about the decisions they made and why they made them. I use case examples showing how other companies address the challenges the participants face, and I use models and tools built on practical concepts and ideas. I use experiential exercises, discussion and debate, and other activities to promote interaction among the participants. I deliver only a few short lectures and show only a few PowerPoint slides to reinforce and expand key ideas. I use application exercises through out the program, so that participants are always thinking about how they will apply their learning when they get back to work. And at the end of each session, I use reflection, action planning and peer coaching to be sure that everyone has a concrete action plan to apply their learning at work.