THE STRATEGY EXPERT®

keynote and

seminar topics


Keynote addresses are generally 45 minutes in length and seminar sessions usually require 2-3 hours. During a keynote address, specific information is presented to the audience in a linear fashion. In the seminar sessions, a formal or informal discussion or Q&A format is often utilized. We can design many different presentations and training sessions to meet your needs.

Joint Ventures and Strategic Alliances
This highly acclaimed program was originally presented to nearly 20 companies in Southeast Asia. There are significant advantages to forming strategic alliances and joint ventures, as opposed to utilizing mergers and acquisitions. However, these relationships need to be managed differently than M&A’s in order to be successful. Key Lessons Learned includes:

Structural differences between alliances and JV’s and M&A’s
Where alliances and JV’s are more commonly utilized
Advantages and disadvantages of forming JV’s / SA’s instead of M&A’s
Techniques to utilize to reduce the globally high failure rate of alliances and JV’s


30 Strategies for the Post Recession

The recession officially ended in June, 2009 but for many, the economy has been meandering along at a slow pace. From a strategic perspective, selecting the best 3-5 strategies to implement can mean taking market share away from the competition. When times are stable, it is often difficult to earn market share. When change exists, companies can strategically take advantage of opportunities.  Key Lessons Learned includes:

Identify approximately 30 strategies than can be used
“Effective” and “efficient” are antonyms – learn when to be one or the other
Learn how to match pricing strategies with your overall grand strategy
Discover why and when strategies should change


10 Mistakes to Avoid in your Strategic Plan


Most strategic plans contain mistakes. Some of the mistakes are fundamental errors. While executives might work on their own strategy each year, a strategist works on many strategic plans throughout the year. Key Lessons Learned includes: 
       
Don’t include goals in your strategic plan
Don’t combine the sales and marketing sections of the strategic plan
Don’t complete the strategic plan in chronological order
Don’t develop the budget first


How to Conduct a Strategic Cultural Assessment


Most strategic alliances, joint ventures, mergers and acquisitions fail due to cultural difference; not just country cultural differences but company cultural differences. When two organizations come together to collaborate, cultural differences begin to emerge. Customs, policies, procedures, techniques and employee behavior all help create a culture or “way of doing things around here”. When those differences are significant, synergy not only disappears, but the relationship begins to deteriorate. Key Lessons Learned includes:

Assessing all aspects of both organizations in order to conduct a gap analysis
Evaluating nearly 2,400 cultural-related items
Numerical based assessment to pinpoint possible culture-related issues
Proactive plans to deal with cultural differences


Strategic Planning for Boards and Executives


There is a difference between the strategic plan an organization would like to have, and one that it needs to have. Strategic plans have to be written at a macro perspective for leadership, but then broken down into task-level items for the management team to implement. Lessons Learned includes:
       
How to stay focused on the big-picture or macro perspective and not get bogged down into the day-to-day implementation
Why objectives are better to control and monitor than goals
Why you should develop the plan first, then the budget
Why you should start with the end in mind


I Bet I Can Sell More Burned Out Light Bulbs Than You Can


  
This is our often-requested presentation. Companies mistakenly set sales goals and then use them to control and monitor progress. Sales and marketing functions are often intertwined in organizations, when they shouldn’t be.  This presentation causes audience members to look at sales and marketing efforts from a more holistic and strategic perspective. Key Lessons Learned includes:

Addressees the fundamental differences between the concepts of “sales” and “marketing”
Looks at key strategies and then related tactics that lead to sales generation
Encourages everyone in the organization to use both a marketing and sales mindset
Discusses why you should throw your sales goal out the window


Asking the Right Strategic Questions


A strategic plan can be long and complicated (think War and Peace) but not very effective. Organizations have to know on which specific areas to concentrate when planning strategically. For example, planning for increased sales or to reduce employee turnover is a waste of time. These are not strategic areas. Lessons Learned includes:

Asking the right strategic questions for your organization
Why you should concentrate on no less than 3 and no more than 5 strategic areas at one time
Concentrate on actions that can be taken and not possible end results
Strategically planning more effectively by planning more efficiently


EFFECTIVE STRATEGIES FOR MANAGERS


Managing a diverse workforce today can be a challenge. Sometimes, managers struggle with getting team members to do the most basic functions, let alone go above and beyond expectations. Need someone to work this weekend? If you ask the question the wrong way, you won't get the response you're looking for. 


Managers need strategies on how to effectively manage

Managers need to know how to manipulate the resources that are managed

Select the management approach that is most effective, not the one that best matches your personality is a key to success

Stop trying to get team members to change. It is much easier to change the environment and have them change their own behavior


Future-Based Management


Too many organizations live in the past. Project managers are asked to write progress reports on the last reporting period. Managers are asked to conduct performance evaluations on each employee for the past year. Why do organizations who are driving forward (often at breakneck speed) to accomplish its strategic vision, regularly ask its workforce to slam on the breaks and write a history report about the past? This presentation is designed for larger organizations that require multiple levels of reporting. Lessons Learned includes:

         
Unless management has a time machine and can recreate the past, beyond a trend analysis, a historical report provides little value
Workflow is disrupted when employees are asked to stop implementation of the strategic plan and write a history report about the past
Writing reports about the future (it can be done) helps ensure the future will be successful
Future-Based managing reduces the amount of blame and enhances the corporate culture


Industry Reports of the Future


The marketplace is divided into approximately 700 industries. There are various industry reports written for each industry on an annual basis. From those reports, companies can gain strategic information to help them plan strategically. For example, do you know what the growth rate for your industry is expected to be next year? What about for years 2018, 2019 and 2,020? Do you know how much your competition spends on wages and what percentage profit remains? Lessons Learned includes:


A complete review of the industry using the most current data
How to budget for growth
What the major players in the industry are doing
What industry analysts think will happen not just this year, but for the next three years