Executive Education
Inspiring individuals. Driving business performance.
1
Rory Simpson
17 November 2008
Tonight’s agenda
 Welcome
 The future of London Business School programmes:
Wendy Yanowitch Feher, London Business School
 Discovery Programme:
Deborah Mills, Global Planning Director, Saatchi & Saatchi
 What’s Keeping Your Client Awake at Night?
Professors Dominic Houlder and Michael Hay
The Future of Executive Education:
Client Driven
 Doing more with less time
 Current economic climate
 Flexibility & personalisation for individuals and
organisations
 Accessibility: for small/medium sized enterprises and
entrepreneurs
Executive Workouts: New 2-day programmes
Intensive 2-day programmes
 Designed to address specific business issues or skills
 Actionable immediately once back in the workplace
 Titles include:
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Coaching for Performance
Unlocking Your Client’s Strategy
Growing Your Business
Strategic Decision-Making
Realising Business Performance Through IT
Corporate Governance: Managing the Board of Directors
Pricing for Profit
Making Strategy Happen
Executive Education portfolio
 Options: 20+ programmes
 Convenient and accessible: 2-days to 4-weeks in duration
 Key focal areas: Leadership, general management
marketing, strategy, finance and human resources
 Custom programmes for organisations
Deborah Mills, Global Planning Director,
Saatchi & Saatchi
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Dominic Houlder
Michael Hay
Adjunct Professor of Strategic
and International Management
Professor of Management Practice
in Strategic and International Management and
Entrepreneurship
Member of the World Economic Forum Agenda Council,
which sets the agenda for the annual Davos meeting
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Deputy Dean and Secretary, London Business School, 2002-06
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Acting Dean CIDA City Campus, Johannesburg, 2007
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Undertaken assignments for many international companies
including British Airways, 3M, United Business Media and
Roche
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Independent consulting and senior facilitation assignments
have included SAP, Saatchi & Saatchi and Pricewaterhouse
Coopers

Working with the leaders of start up businesses in the
creative sector through the School’s Centre for Creative
Business, a partnership with university of the Arts London
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Founder investor in Imparta, an award winning multi-media
learning business listed by the Financial Times as one the
UK’s fastest growing profitable businesses
Chairman of the Board of the Centre for Scientific Enterprise, a
major collaboration between London Business School and
University College London
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Active in the non-profit sector as a Trustee
Co-founder of the Global Entrepreneurship Monitor, which
examines the impact of entrepreneurial activity around the
world
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Author of numerous books and articles in the areas of
entrepreneurship and venture capital
MANY OF US ARE LOOKING TO TRANSFORM OUR CLIENT RELATIONSHIPS
From
To
 Order taking
 Leading proactively
 Executing jobs
 Owning the process
 Functional contacts
 C-level relationships
 Expert
 Adviser
HALLMARKS OF AN ADVISER
Interest in the client’s role and how their business works
Understanding of their context to pick up main concerns
Courage to go beyond professional comfort zone
Point of view on their core dilemmas and uncertainties
Wisdom to listen and challenge
“Someone I want to talk to even when no transaction is on.”
AT THE HEART OF THE ADVISORY RELATIONSHIP – THE STRATEGIC
CONVERSATION
Embedded in understanding of how client makes money
Addresses uncertainties about changing rules for making money in future
- Worst fears
- Greatest hopes
Gives client the means to test own and others’ points of view, correcting bias
Creates a pipeline for your expertise
WHAT DOES THE CRISIS MEAN FOR YOUR
CLIENT?
TAKING STOCK
What is the role of the trusted
adviser at a time of crisis?
What is the relevance of a
strategic conversation?
DEATH THREAT OR GOLDEN OPPORTUNITY?
SPOT THE DIFFERENCE
Google
Yahoo!
Dell
Compaq
Toyota
GM
Thyssen
Mittal
CEMEX
Blue Circle
HSBC
RBS
Brahma
Antarctica
Samsung
Daewoo
SECTOR IS NOT DESTINY
100
% profit
variance
across
firms
90
80
Firm behaviour effects
70
60
50
40
30
20
19
15
10
Industry effects
0
McGahan and Porter
Rumelt
THE CHALLENGE
Capabilities
offered and
required
Industry
conditions
Our
organisation
Time
THE PARADOX OF FRAMES
REAGAN’S VIEW OF THE WORLD?
CLINTON’S VIEW?
ANOTHER PERSPECTIVE?
OUR OWN FRAMES
Please observe the short basketball game
How many times does the team in white
shirts bounce the ball?
BASKET-BALL PLAYERS
“FORTUNE FAVOURS THE PREPARED MIND”
Seeing the opportunity or threat first
Acting fastest
UNLOCKING YOUR CLIENT’S STRATEGY
Past
Source: Jolly
Future
Current
Sources of
Sources of
Inertia
Agility
YOU MAY NEED TO ENGAGE MORE FULLY WITH
YOUR CLIENT’S STRATEGY WHEN…
…You’re invited to the Boardroom less and less
…Your immediate client is invited to the Boardroom less and less
…Clients choose which of your people and capabilities to use
…They ask repeatedly about your costs
…Your ideas are put out to tender
…There’s silence about the value you’ve created
…You’re up against strange competitors more and more
…Top talent steers clear of the mainstream
BENEFITS TO YOU
Increasing the appetite for what you can offer
Cross-selling across your business
Life-long partnership with the client
Creating room for subordinates to grow
Increasing personal stature
Having more fun!
AN INTEGRATING PERSPECTIVE
Prime drivers of change
Impact on competitive game
rules in our client’s sectors
Implications for client needs
Your initiatives
PREPARING FOR THE STRATEGIC
CONVERSATION
Ahead of this programme you should have selected a client business for appraisal.
Please note that this should be a single business rather than a corporate portfolio of
businesses
Building on the six questions outlined below which relate to the course content:
 What have been the major changes in your chosen business’ sector over the
last few years, and what is your view of its future evolution?
 How has your chosen business been responding to the changes in its sector?
 How successful has its strategy been compared to its rivals (or other
benchmarks)?
 Moving forward, what would you want to do differently as general manager of
this business?
 What challenges might you face in doing so, and how might you overcome
them?
 How might you use your findings in a “strategic conversation” with this client?
AGENDA: DAY ONE
Day One Introduction
Taking the Vital Signs
Case Discussion
The Challenge of Capturing Value
Competitive Advantage
Renewing the Opportunity Portfolio
AGENDA: DAY TWO
Day Two Introduction
Building Ecosystem Advantage
Outflanking Rivals and Building the
Resources for Success
Tests for a Good Strategy
From Workout to Action
Thank you
Exclusive offer for today’s event attendees
15% reduction for any Executive Workouts booked before
15 December 2008
www.londonworkouts.com
Executive Education
Inspiring individuals. Driving business performance.