2008 Annual Conference
Strategic Planning & Action: Driving Growth from Change

Best Practices
Evaluation & Controls
Strategy Formulation
Strategy Implementations
Environmental Scanning/Competitive Intelligences

David W. Crain, Ph.D.
Visiting Professor of Marketing, Whittier College
Biography...

Stanley C. Abraham, Ph.D.
Professor of Strategy and Entrepreneurship, California State Polytechnic University
Biography...

Meeting Customers' Strategic Needs Through Value-Chain Analysis
Corporations have been using value-chain analysis for years to help with cost reduction, differentiation, and supply-chain management to name a few. But using value-chain analysis to find new high-margin business through meeting customers' strategic needs is relatively new. This presentation outlines a method for doing this and used a case study to illustrate the method.

Monday 9:15 - 10:30 am
Monday 2:00 - 3:15 pm

Best Practices

Dr. Mark L. Frigo
Director, DePaul University
Biography...

Gary Plaster
Principal, Capital H. Group
Biography...

Return Driven Strategy: Driving Growth Through Customer & Employee Engagement
The presentation will discuss the hypothesis the engaged employees create customer value which drives profitable growth. The presentation will include a discussion of the tenets of business strategy of high performance companies backed by empirical data, the connection between Employee Engagement and Customer Value Creation and the case study: Mitchell/Richards — the link between "Hugging Your Customers and Hugging Your People".

Monday 9:15 - 10:30 am
Monday 2:00 - 3:15 pm

Strategy Formulation

Alan Leeds
President, Y-Change
Biography...

Jeff Mains
President and CEO, ANPC
Biography...

Bridging the Strategy Chasm: Achieve Strategic Goals through Cascading Management
Getting a company from strategy development to company-wide strategy execution means bridging the Strategy Chasm™. This is a difficult process for companies to undertake successfully, but can mean the difference between success and failure.

During this presentation, you will hear about the 15+ year journey ANPC undertook to go from a startup in 1991 to a supplier of major navigational systems to governments & military organizations. Since its founding, ANPC has focused on integrated management & reporting to make real-time data driven decisions, and strategic corporate mgmt. to maximize stakeholder value.

We will show ANPC's line-of-sight methodology used to align, integrate, manage and report progress. You will become familiar with their use of tools (ie.Deming, Hoshin Kanri) to drive their goals & objectives down to programs and projects. Both the successes and lessons learned will be discussed during this interactive session.

Join us to learn how ANPC overcame the "strategy chasm" and converted their strategy into company-wide actions.

What you will learn and take away from this session:

• What are the key elements of the Strategy Chasm™ and techniques to overcome them
• How to translate corporate strategy into aligned objectives, initiatives and metrics
• How to align and integrate these initiatives & "change management" efforts to drive programs, projects and personal goals

Monday 9:15 - 10:30 am
Monday 2:00 - 3:15 pm

Strategy Implementations
Environmental Scanning/Competitive Intelligences

William Malek
Strategy Execution Officer, Strategy2Reality LLC
Biography...

Strategic Success is About the Pursuit of Organizational Clarity
This presentation explores 12 key pitfalls that derail strategy planning and implementation efforts and the critical activities that are anecdotes for driving the development of organizational clarity. Quips, quotes, stories, humor and visual experiences will be pursued along our journey of discovery.

Monday 9:15 - 10:30 am
Monday 2:00 - 3:15 pm

Strategy Implementations
Strategy Formulation

Walter E. Shill
Senior Executive, Accenture
Biography...

The Chief Strategy Officer: Why You Need One, How to Find One
Even the most compelling strategy is useless if it isn't implemented. But in many companies, no one's driving execution. Many CEOs, grappling with the complexity of doing business in the global economy, are too overloaded to stay on top of strategy implementation. COOs and CFOs are too wrapped up in day to day dealings.

Some companies, including AIG, Kimberly-Clark, Motorola and Yahoo! have discovered a way to fill the execution void: hire a Chief Strategy Officer to ensure corporate strategy gets translated into action. CSO's communicate strategy to people throughout the organization and help them see how their work supports it. They ride herd on change initiatives needed to carry out strategy. And they make sure decisions at all levels align with strategic objectives.

Hire a CSO, and you help your senior team deliver faster, better decisions while building world-class execution capabilities throughout your company.

Monday 11:00 - 12:15 am
Monday 3:45 - 5:00 pm

Best Practices

V. Rory Jones
Co-founder, Business Intelligence Associates
Biography...

The Executive Guide to Boosting Shareholder Value
What is the fastest and most effective way to boost value? All business leaders know that, at the end of the day, business performance is about delivering increases in business value. The Executive Guide to Boosting Cash Flow and Shareholder Value gives business leaders critical insights and a path to boosting the value of their businesses and does so by melding two core management disciplines, marketing and finance, in a pragmatic and reality-based approach.

Monday 11:00 - 12:15 am
Monday 3:45 - 5:00 pm

Strategy Formulation

John J. McGonagle, Jr.
Managing Partner, The Helicon Group
Biography...

Sometimes You Do & Sometimes You Don't — When Do Strategic Planners Need Competitive Intelligence Professionals
Using real examples, the goal is to help attendees identify the pros and cons of strategic planners doing their own competitive intelligence research, using an internal CI unit, and/or using an outside consultant. There is no single right answer; the examples will be used to identify the best practices, highlighting the pros and cons of each approach, and help participants learn how to decide among them.

Monday 11:00 - 12:15 am
Monday 3:45 - 5:00 pm

Environmental Scanning/Competitive Intelligences

Carlos Centurion
VP Strategy & Marketing, River Logic Inc.
Biography...

More Insight. More Impact. More Profit. Less Time.
Strategy professionals can now link strategic planning directly to execution. In doing so, strategy pros increase their impact through greater insight and improved performance. River Logic, 2008 recipient of CMP's Intelligent Enterprise Editors' Choice Award, provides integrated business planning and advanced modeling through its Enterprise Optimizer® (EO) software. EO helps transform strategic planning into an actionable competitive advantage through improved alignment, enhanced decision making and quantifiable financial metrics.

Monday 11:00 - 12:15 am
Tuesday 2:15 - 3:30 pm

Strategy Formulation

Yoram Solomon
Senior Director, Industry Relations and Technology Strategy, CTO Office, Texas Instruments
Biography...

Bowling with a Crystal Ball
The process of technological innovation in the $1.3 trillion electronic product market is reexamined, and a new, innovative, three-step process is provided. This innovation process is easier to implement than others before it, based on: (1) even the fastest moving technology trends are predictable, and (2) so are the consumption trends. It is the intersection of both that allows innovation.

Monday 3:45 - 5:00 pm
Tuesday 9:15 - 10:15 am

Strategy Formulation

James B. Swartz
President, Seeing David in the Stone
Biography...

Strategic Imperatives to Survive and Thrive in a Brutal Global Marketplace...or 10% or Die
Learn how you must be strategically differentiated for opportunity, how competitors may be seizing opportunities you are missing, how the best leaders expertly mobilize people to seize those opportunities and how the top companies create a sustainable future. Global companies must increase their value/cost proposition 10% per year as the quantity and quality of innovations has risen rapidly in recent years.

Tuesday 9:00 - 10:15 am
Tuesday 2:15 - 3:30 pm

Best Practices

Seth Milstein
Managing Partner, Tan Rhino Investment Group
Biography...

Teaching the US Navy to Defend Itself
This is a case study of US Naval Installations Command implementation of a world-wide standard strategy for crisis planning over CY2007 and into the future. The strategy saw alignment of fourteen Naval Regions and a National Command Center with a common planning practice and methodology to handle the gamut of concerns form antiterrorism to disaster response. This presentation will discuss the strategic context and considerations that went into the program, as well as the methodology taught the US Navy regions that presently allow common standard practices across the enterprise.

Tuesday 9:15 - 10:15 am
Tuesday 2:15 - 3:30 pm

Strategy Implementations

Michael Kanazawa
CEO, Dissero Partners
Biography...

BIG Ideas to BIG Results
Why do most corporations fail to achieve breakthrough performance? They make it too complex. They clutter it with jargon, hire too many consultants, and chase after too many fads. The ACT process offers a better approach: one that's simple, practical, and 100% results-driven. Michael Kanazawa will provide an exclusive preview of his book (BIG Ideas to BIG Results — Financial Times Press/Pearson Hall) that will be launching in March 2008. He will cover the essence of the ACT process that was first distilled by his co-author, Dr. Robert Miles, while chairing the Harvard Business School MOE Program. Michael will cover the key lessons learned from over 15 years of advising on major corporate transformations and how those have evolved into the practical lessons that any company can use captured in the book.

Tuesday 9:15 - 10:15 am
Tuesday 2:15 - 3:30 pm

Strategy Implementations

Paul David Walker
President & Founder, Turiya Leadership Consulting
Biography...

Unleashing The Strategic Genius of Leaders, Teams and Corporations
Paul David Walker helps leaders unleash and implement the genius of their businesses. The problem often is the leaders are disconnected from their natural genius. In order to develop successful strategies a team of leaders has to be able to see that actual flow of cause and effect, which the source of genius. Most leaders' perceptions are distorted by their inability to let go of what they think is real. Paul will help you learn to unleash your genius and the genius of your teams and clients, and then the strategic answer will become obvious.

Tuesday 10:45 - 12:00 am
Tuesday 4:00 - 5:15 pm

Strategy Implementations

Seena Sharp
Principal, Sharp Market Intelligence
Biography...

Competitive Intelligence: Due Diligence for More Potent Strategies
Did you ever learn something new after you implemented your strategy that you would have changed — had you only known it sooner? With Competitive Intelligence, you'll know it sooner. The best strategy for your business must include all relevant information about internal and external forces that affect the company's ability to be successful — current, accurate, and objective information.

Tuesday 10:45 - 12:00 am
Tuesday 4:00 - 5:15 pm

Environmental Scanning/Competitive Intelligences

Jay Kurtz
President, KappaWest, Inc.
Biography...

Preparing and Using Business Maps to Develop More Effective Strategy
The presentation will introduce the concept, process and application of Business Mapping. It will demonstrate how Business Maps can be used to display a large amount of information in a way that facilitates the development of intelligence that can be used to develop more effective strategic and operational level plans.

The presentation will incorporate several supporting topics, including:

• The key differences among data, information and intelligence
• Red path vs. green path planning
• Why and how a "Map" can help planning at all levels... strategic, operational and tactical
• Types and levels of Business Map
• Using a Market and Competitive Map... when and how... factors to consider and examples
• Using a Decision/Selection Map... when and how... factors to consider and examples
• Other examples of Business Maps, e.g.
  • Stakeholder Map
  • Segment Map
  • Territory Map
  • Key Account Map
• Using Maps to support Business Wargaming
• Putting it all together and getting started
• Questions and answers

Relevancy to Conference Participants

• Participants will understand and be able to explain the great value that Business Maps can contribute to understanding the reality of a situation and in planning for success.
  
  
• Participants will be able to select the appropriate level of Business Map to help plan at a particular level
  
  
• Participants will receive a comprehensive Business Mapping Guide (approximately 60 pages) including templates for six different levels of Business Map.

Use of Real World Examples and/or Case Studies

The presentation will include two or three examples of the practical use of Maps to support planning in real-life situations. Each example will describe the type of company involved, its industry and the basic situation it faced. It will then outline the level of Business Map(s) that was/were used, the key elements of intelligence that were derived and how it was used in the company's planning processes.

Audience Participation

Depending on the time available, one or two opportunities will be provided during the presentation for participants to "get involved". These sessions will require small teams of 4 to 6 participants to examine a Map based on a true-to-life situation and to derive critical strategic intelligence from it. Each team may be assigned to consider a different level of Map and to present a brief summary of its analysis to the plenary group.

Previous Presentation Experience

Many elements of this presentation have been incorporated into Business Wargaming and similar sessions conducted for a number of organizations including the following very recent ones:

• SCIP (U.K. Chapter), London, U.K., September 17, 2007
• OBCAI Annual Conference, Chicago, IL, October 6, 2007

KappaWest has also presented at meeting, conferences, symposia and other forums conducted by organizations such as ICM, PDMA, SITE and others in North America and Europe.

Tuesday 10:45 - 12:00 am
Tuesday 4:00 - 5:15 pm

Strategy Formulation

Michael W. McMillan
Global Business Development Manager, DuPont Performance Coatings, Refinish Division
Biography...

Jennifer von Briesen
Owner & Principal, Frontier Strategy, LLC
Biography...

Blue Ocean Strategy in Action
This session will introduce participants to the concepts and tools of Blue Ocean Strategy, the international bestseller by professors W. Chan Kim and Renée Mauborgne focused on how companies can grow by simultaneously creating superior buyer value and reducing their cost structures. Topics covered will include best practices and lessons learned from implementing a number of Blue Ocean Strategy projects and opportunities over the last five years.

Tuesday 10:45 - 12:00 am
Tuesday 4:00 - 5:15 pm

Strategy Implementations