MAKING STRATEGY WORK: LEADING EFFECTIVE EXECUTION

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1 PROGRAMAS INTERNACIONALES Apr 7, Apr 11, 2014 Sep 08, 2014 Sep 12, 2014 Philadelphia MAKING STRATEGY WORK: LEADING EFFECTIVE EXECUTION The WHARTON School of University of Pennsylvania Aresty Institute of Executive Education FICHA TÉCNICA TOPIC: STRATEGY & INNOVATION TUITION: $9,700 USD (fee includes lodging and meals) INTRODUCTION The devil is in the details. Even a great strategic plan can be destroyed by poor implementation. Successful implementation requires an understanding of the "big picture," as well as all the sequential steps that lead to it. Making Strategy Work gives you a broad view of implementation and a thorough understanding of each piece of the implementation process so you can make more informed decisions on efficiency and effectiveness. You will learn how to properly align corporate structure with corporate strategies and how to integrate strategy formulation and implementation by focusing on five core areas: Strategy Implementation Model: Equip your organization to adapt to change by developing a model of appropriate structures, objectives, controls, integration mechanisms, and incentives for implementing your strategy. Strategic Change: Understand the stages of implementation, forces for and against change, and ways to overcome resistance to change; and develop structures and tactics to implement change. Human Resources and Strategy Implementation: Integrate HR policies with strategy implementation needs. Strategy and Structure: Understand how strategy affects structure and how the choice of structure affects efficiency and effectiveness Page 1 of 6

2 Incentives and Controls: Discuss ways to motivate and control performance, including methods to achieve effective coordination. KEY BENEFITS Gain a framework in which to effectively develop and execute your next strategic plan. Integrate your strategy and implementation processes. Be prepared to ask the right questions as you build and implement future strategies. You will: Ensure that your corporate structure is in alignment with current corporate strategies. Increase your organization s ability to adapt to change. Manage resistance and conflict and maximize resources. WHO SHOULD ATTEND Even managers with MBAs and many years of experience in formulating strategy can learn the finer aspects of putting strategy into action. Anyone moving into a position that will require strategic planning will also have the opportunity to consider the whole process of developing and implementing strategy. We encourage companies to send cross-functional teams of executives to leverage the application and value of the program. Additional group benefits are available when four or more participants attend a program. PROGRAM CONTENT We focus on looking ahead by using real-time case studies with current strategy implementation techniques. You will get a broad perspective of overall strategy formulation and implementation. You will develop clear, measurable incentives and tie them directly to strategic performance. Very few MBA courses address cross-functional issues related to implementation or the framework for thinking about implementation; this course is designed to fill that gap. Faculty will also be available to give feedback on a business plan you bring. Session topics: A Model of Strategy Implementation Managing Strategic Change Page 2 of 6

3 Strategy and Organizational Structure Integrating Short- and Long-Term Operating Objectives Managing Human Resources Developing Effective Incentives and Controls Implementing Diversification Strategies FACULTY LAWRENCE G. HREBINIAK, PhD Faculty Director Associate Professor of Management The Wharton School Larry Hrebiniak's courses focus on competitive strategy and strategy implementation. His extensive research has encompassed competitive strategy, the fit between strategy and structure, methods of achieving coordination in geographically dispersed firms, controls in the strategy implementation process, and strategic adaptation as organizations change over time to remain competitive. Larry has consulted with leading companies around the world, including AT&T, Bristol-Myers Squibb, Chase Manhattan, DuPont, General Electric, General Motors, Isuzu, and Johnson & Johnson. He is the author of Making Strategy Work: Leading Effective Execution and Change (Wharton School Publishing, 2005), Implementing Strategy (New York: MacMillan, 1984) and The We-Force in Management: How To Build and Sustain Cooperation (New York: Lexington Books, 1994). MARIO MOUSSA, PhD President, Moussa Consulting Senior Fellow, Wharton Executive Education University of Pennsylvania Co-author of The Art of Woo: Using Strategic Persuasion to Sell Your Ideas, Mario Moussa directs and teaches programs for hospital leaders and physicians, corporate security managers, and energy and banking executives. He teaches negotiation, influence, strategy, change, and corporate culture and is co-director of Wharton's Strategic Persuasion Workshop: The Art and Science of Selling Ideas. Previously, he was a principal at CFAR, Inc., a management consulting firm that began as a Wharton research center. A specialist in large-scale organizational change initiatives, he has consulted to many of the world's leading corporations, universities, and foundations, including United Health Group, PNC Bank, the Georgetown University Medical Center, and State Farm Insurance. He has published widely in the field of organizational dynamics, power, and influence Page 3 of 6

4 JOSEPH RYAN, PhD Founder and President, True North Advisory Group Adjunct Professor of Management, The Wharton School Professor Ryan has been affiliated with Wharton since 1991 and teaches in the MBA, Executive MBA, and executive education programs, including programs jointly offered with Wharton's alliance partner, INSEAD. He works with executives as an advisor on strategy and change management assignments. He is also a frequent speaker at industry conferences. His teaching, consulting, and research interests include strategy implementation, strategic alliances, leading and building high-performance organizations, strength-based leadership, service management, and best practices in change management and executive education. Dr. Ryan has held management positions in strategic planning, business development, and organization development with GE, GTE, and ARAMARK. He has also worked as a consultant in the Kepner Tregoe Strategy Group and at the Wharton Center for Applied Research. He holds an MBA and a PhD from the University of Pennsylvania and attended the GE Crotonville executive education program. John (Jack) Hershey PhD Anheuser-Busch Professor Emeritus of Management Science The Wharton School The recipient of the Society for Medical Decision Making s Distinguished Lifetime Service Award, Jack s research centers on normative and behavioral aspects of decision making, with special emphasis on health care and insurance decision-making, and operations research applications to the service sector. He has consulted with public and private clients including Merck, IBM, Wyeth, Johnson & Johnson, and the U.S. Senate Committee on Labor and Human Resources. He is author of over 100 scholarly publications, and has received over 30 research grants. Jack has received numerous teaching awards at Wharton, including the Anvil Award for Excellence in Teaching, the Graduate Division Award for the Highest Teaching Evaluation, and the MBA for Executives Favorite Course Award Page 4 of 6

5 Matthew Bidwell, PhD Assistant Professor of Management Matthew s research examines new patterns in work and employment, focusing in particular on the causes and effects of short-term, market oriented employment relationships. He has conducted detailed research on the contracting workforce in information technology and has also examined how workers build careers across organizations, working in different kinds of workplaces at different points in their careers. Current projects explore how organizations balance internal promotions with external hiring, and why worker mobility has increased in recent years PARTICIPANT COMMENTS "Outstanding faculty... classes took place in a remarkable, relaxed setting. Great colleagues leading to a very significant exchange of experiences." Managing Director, Mail Order Music Club "If more people could do this, my company would be far better off or the business environment would be a lot more competitive." Manufacturing Consultant, High-Tech Manufacturer "I will be better equipped to handle M&A and strategic development programs within my organization." Director, Health Organization PROGRAM LOGISTICS Dates / Location / Tuition Apr 7, Apr 11, 2014 Philadelphia $9,700 USD Sep 08, 2014 Sep 12, 2014 Philadelphia $9,700 USD Page 5 of 6

6 Tuition for Philadelphia programs includes lodging and meals. Prices are subject to change. FOR DETAILED INFORMATION ON Admissions, Fees, Payments, and Cancellations, please Contact SEMINARIUM: Tels (01 55) / (01 800) Page 6 of 6