CIO Masterclass

Registrations open on the 12th March

THE CIO AS STRATEGIST MASTERCLASS - (Strictly Limited to 25 Participants Only)
19th JULY 2010, 9AM – 5PM

Recent findings from the business literature have revealed a major challenge to today’s successful organizations: - the ability to anticipate, and prepare for, continuous and disruptive market change.   
 
While many organisations have been created, and indeed prospered, around a key successful business idea, often this success has ultimately encumbered the organisation, and made it difficult to adjust to changing market realities.    

As a result, the established successful organisation may face significant challenges to continued market dominance. Recent evidence suggests that the more successful the organisation is, the more susceptible it is to innovator’s dilemma; paralysis due to confusion over how best to react to new rules of competition in the market.  Witness the current uncertainty that abounds in many organisations over the appropriate way to respond to the shifting sentiments towards the opportunities of e-business, and next generation wireless internet technologies.    

Key themes that will be explored by Dr. Peter Wilton during this fast moving and highly interactive Masterclass include:

OVERVIEW: MANAGING THE VALUE-DELIVERY SEQUENCE
•    Why Successful Organisations Fail
•    Managing The Value Delivery Sequence: Overview
•    Understanding the Between Link Customer Value and Shareholder Value

CHANGING MARKET REALITIES: RETHINKING BUSINESS SUCCESS
•    Changing Market Realities: What Old Strategy & Business Paradigms No Longer Apply?
•    Changing Market Realities: What New Business Paradigms Rule?
•    From “Product Push” to “Sense & Respond”: Emerging Models of Business Strategy
•    The Emerging Strategic Imperative: Building Customer Franchise & Leading Value Migration
•    Rethinking Business Success: Refocusing the Success Metrics of the Organisation?
•    The Link Between Market Performance and the Organizational Rewards

ANTICIPATE THE FUTURE MARKET AND OPERATING ENVIRONMENT
•    The Why Good Companies Go Bad: The Threat of Active Inertia
•    Uncovering the Limitations of Today’s  Business Strategies & Operating Models
•    Uncovering the Limitations of Today’s Core Competencies
•    Managing the Risk of Strategic Irrelevance: The Process of Strategic Discovery
•    Managing Value Migration: Shaping Tomorrow’s Market and Competitive Environment
•    Understanding Strategic Posture: to Shape, Hold, or React?
•    Challenging the Strategic Assumptions: Developing New Rules of Market and Competitive Behaviour
•    Managing the Industry Innovator Roles: Market Transitions during Innovation Evolution

THE EXTERNAL VISION FOR VALUE-CREATION
•    The Pivotal Role of Customer-Value Creation and Delivery in Organisational Success
•    Winning in the Future Market & Operating Environment: - Developing the Vision for Superior Customer-Value Creation
•    Mastering The Key Value-Creation Decisions
•    Articulating the Compelling Customer Value Proposition: The Strategic Information Architecture
•    Strategic Value Positioning: Understanding How Customer Value Drives Market Choice and Competitive Dynamics
•    Choosing the Differentiation Platform: The Key Differentiation Opportunities and their Organizational Requirements
•    Managing Customer-Value Intelligently: Identifying and Managing the “Order-Winning” Customer Loyalty Drivers

THE INTERNAL VISION FOR VALUE-DELIVERY
•    Transitioning from Good to Great
•    Preparing to Deliver the Customer-Value Promise
•    Understanding the Elements of Successful Strategy Implementation
•    Realigning the Business-Unit Management Value Disciplines
•    Pinpointing New Skills, Assets, and Competencies Required to Prosper in the Anticipated Future Market & Operating Environment
•    Measuring and Closing the Skills Gap

Facilitated By: Dr. Peter Wilton, Senior Lecturer, HAAS SCHOOL OF BUSINESS, UNIVERSITY OF CALIFORNIA

Dr. Peter Wilton began his professional career with Colgate Palmolive (Australia) Pty Ltd, where over a period of several years he managed a variety of established household products groups and new businesses. He has also served as Chief Operating Officer for Myer Pacific Holdings N.V.

Dr. Wilton currently teaches strategy and international management at the Haas School of Business, University of California, Berkeley. He has also served as a Visiting Professor at the Graduate School of Business at Stanford University, and on the faculties of Duke and Purdue Universities in the United States, Macquarie Graduate School of Management, the University of Melbourne, and the Australian Graduate School of Management in Australia, as well as the executive programs of the University of Michigan, the University of Chicago and Pennsylvania State University.

Dr. Wilton has been the recipient of numerous awards and fellowships for his work in management. In the US, he has been recognised by Business Week magazine as one of the country’s leading business instructors and has also been recognised in the "Who's Who" Registry of Leading American Executives.

In addition to his teaching activities Dr. Wilton provides a range of strategic management and executive development services to a list of clients representing diverse industries and regions of the world.   

Among others, his global clients include, in:
North America: Intel, Cisco Systems, Adobe Systems Inc., Hewlett Packard, Symantec, Sun Microsystems, Siebel Systems, Autodesk, Apple Computer, Cadence Design Systems, Oracle, Genentech, PE Biosystems, Kodak, Johnson & Johnson, Merck & Co. Inc., Rockwell International, Owens-Corning, Luxfer, AT&T, Pacific Bell, Freightliner, AMTRAK, J.I. Case, Clopay, Owens Corning, Kinetico,, Battelle Labs, Southern California Edison, Union Bank;

Asia-Pacific: Johnson & Johnson (Asia-Pacific); NTT, Mazda Corporation, Yanmar Diesel, Kirin Brewery, Takeda Pharmaceuticals, Taisho Pharmaceuticals, Chugai Pharmaceuticals, Nitto Kasei, Hagihara Industries (Japan); IBM, Standard Foods, Hannstar Display Corporation, The Industrial Technology Research Institute (Taiwan); United Overseas Bank, Service Quality Centre (Singapore); Royal Selangor, Glaxo Wellcome  (Malaysia); Soedarpo Corporation (Indonesia);

Australia: Merck Sharpe & Dohme, Coca Cola Amatil, Lion Nathan, Fosters/CUB, Telstra, Macquarie Bank, Zurich, Amcor, Orica Explosives, Incitec, Blake Dawson Waldron, Minter Ellison Lawyers, Lend Lease, OneSteel, Australia Post, Ergon Energy, Goldman Sachs/JB Were, Austrade, Queensland Treasury Corporation, Queensland Rail, Incitec, Queensland Investment Corp., Stanwell Power Corporation, Deloitte Touche Tohmatsu, ANZ Bank, Commonwealth Bank, National Australia Bank, AMP;

Europe: Nokia, StatOil-Hyrdo, Ericsson, Philips Semiconductor, British Airways, Saint Gobain, Erste Bank, Demir Bank, and;

Central and South America: Coca Cola (Mexico), Banca Serfin (Mexico), Mexico Electricity Commission, Profuturo (Peru), Virutex/Ilko (Chile), Banco Popular Dominica (Dominican Republic); Previnter, ING (Argentina); Apoyos (Peru); ProExport (Colombia), Peldar (Colombia); Seminarium (Chile).