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Gartner CIO Academy October 28 – November 2, 2007 Gartner Executive Programs and Wharton Faculty As of 16 July 2007.

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Presentation on theme: "Gartner CIO Academy October 28 – November 2, 2007 Gartner Executive Programs and Wharton Faculty As of 16 July 2007."— Presentation transcript:

1 Gartner CIO Academy October 28 – November 2, 2007 Gartner Executive Programs and Wharton Faculty As of 16 July 2007


3 October 28 to November 2, 2007 The Wharton School, Aresty Institute of Executive Education University of Pennsylvania, Philadelphia, PA Your ability to lead technology is a given. But taking an equal leadership role at the strategic table demands equivalent business leadership skills. You’ll leave this program with a renewed set of skills and techniques for moving your career to a new level of business partnership. When Where Why

4 A rich curriculum features a unique, multidisciplinary approach, including interactive sessions presented by combined Wharton and Gartner EXP faculty as well as a rare opportunity to interact and learn with industry peers. With our l00-day action plan, you will put your new knowledge to work immediately after the event. Contact Mr. Waleed Al-Basha at or call : + 966 146 49 549, +966 558222544, +966 552506008 Groups at CIO Academy are kept small to ensure exclusivity, facilitate group exchange and networking, and maximize interaction and time with Wharton and Gartner faculty so apply today while space is still available. When How

5 Do the CEO and the Board of Directors solicit your ideas – with the same vigor they pursue the CFO, CMO, and COO for their input on growth, innovation and business advantage? As a CIO, do you want your business contributions to be appreciated by your CEO and your executive peers? Then this opportunity is for you. Today, technology is every executive’s business. But it’s the CIO who is accountable for delivering the technology that improves business performance. And the most successful CIOs don’t go it alone. That’s why The Wharton School and Gartner Executive Programs are delivering a unique executive program, to equip CIOs to collaborate as a full business partner with their C-level peers. CIO as Full Business Partner

6 A Multidiscipline Approach To become an equal business partner, today’s CIO needs deep understanding on what other C-level peers do. What they contribute. How they succeed. CIOs should understand how their talents can extend the CEO’s vision, and strategies for market differentiation and competitive strength. Interactive sessions draw on multiple teaching techniques to help you understand how: The CEO works with the board of directors to form business strategy and manage the intricacies of creating and sustaining shareholder value. CFOs contribute to long-term value, growth and profitability while applying practical applications of ROIC Marketing and Sales executives use customer-focused strategies to create value propositions that rise above the market noise.

7 What Can You Expect? Your ability to lead technology is a given. But taking a seat at the strategy table demands unquestionable business skills. You’ll leave the week with renewed skills and new techniques for moving your career to a new level of business partnership.

8 Make a Difference in Your Organization – and Yourself: CIOs say their primary goals include "making a difference" in the ways their organizations use technology to drive growth and compete. Learn how to draw upon C-level peer talent to increase the value of your business contribution. Take the Learning Back: With our l00-day action plan, you put your new knowledge to work immediately after the event. Focused Time with Your Peers and Wharton and Gartner Faculty: Interact with the best of the Wharton faculty and top Gartner Executive Programs Researchers to gain objective perspectives on your unique issues.

9 Gartner CIO Academy Speakers

10 DAVID BELL David Richard Bell is Associate Professor of Marketing at the Wharton School, University of Pennsylvania where he teaches Marketing Management (MBA Program) and Marketing Strategy (MBA Program, MBA for Executives Program). He is a recipient of the Excellence in Teaching Award (WEMBA East and WEMBA West) and Core Curriculum Award (MBA). Previously, he taught at UCLA and visited the Sloan School of Management, MIT. Current research focuses on spatial diffusion of new products and services, customer profitability, and consumer response modeling. Articles on these and related topics have appeared in Journal of Consumer Research, Journal of Marketing Research, Journal of Retailing, Management Science, Marketing Science, California Management Review, and Sloan Management Review. Bell received the Frank M. Bass Outstanding Dissertation Award for research on consumer response to retailer pricing strategies and is a three-time finalist for the John D.C. Little Best Paper Award. Awards are given annually by the Institute for Operations Research and Management Sciences. Bell serves on the editorial boards of Journal of Marketing Research, Journal of Retailing, and Marketing Science. He is Senior Editor for Manufacturing and Services Operations Management.

11 DAVID BERG David N. Berg received his BA in Psychology at Yale University (1971), an MA in Administrative Sciences from Yale (1972), as well as both an MA and a Ph.D. in Psychology from the University of Michigan (1978).David's special interests are group and intergroup relations. From 1977 to 1992 he was a professor at the Yale School of Organization and Management (SOM), where he taught courses in organizational behavior, group dynamics and organizational diagnosis. In 1990, he received the SOM Alumni Award for Excellence in Teaching. He is currently Clinical Professor at the Yale School of Medicine. In 1992, David opened a private practice in organizational psychology, continuing his work as a consultant and as a teacher in executive programs. He has consulted for a wide variety of organizations, including Fortune 500 companies, municipalities, not-for-profit foundations and public school systems. David has written several articles and books. In addition, he was deputy editor of the Journal of Applied Behavioral Science from 1994 through 2004, and formerly served on the editorial boards of both Journal of Management Inquiry and Journal of Management Education.

12 CHUCK DWYER Professor Dwyer has been on the faculty of the University of Pennsylvania since 1966. He is currently Academic Director for the Aresty Institute’s Leading and Managing People Program in the Wharton School. He is also an Associate Professor in the Graduate School of Education at the University of Pennsylvania. He has held positions as Chairman of the Board of the Wharton Center for Applied Research, Director of Wharton’s Management and Behavioral Science Center, and Faculty Coordinator for Wharton’s Effective Executive Development Programs. He has also held the position of Chair of the Educational Leadership Division of the Graduate School of Education. He has over thirty years of experience in educational, corporate and organizational consulting and executive development including the design of Wharton’s well-known Effective Executive Workshop. His client list includes: IBM, DuPont, Xerox, AT&T, MCI, Bell Atlantic, General Electric, Westinghouse, Consolidated Edison, The New York Stock Exchange, Merrill Lynch, Polaroid, Texaco, R.J.R./Nabisco, General Mills, Pepsi-Cola, Caterpillar, Pitney Bowes, The Buick Division of General Motors, Mercedes Benz, Merck & Co., Intel, Bates Advertising, The Justice Department, The General Services Administration, and The Federal Reserve System. His research and teaching cover a wide variety of topics including: interactive planning, power and influence, motivation, interpersonal effectiveness, organizational myths and realities, organizational change, self-design, dealing with difficult people, productivity improvement, conflict resolution, problem resolution, leadership, selling, creativity, team-building, group processes and personal development. Professor Dwyer received the Lindbach Award for distinguished teaching at the University of Pennsylvania and was elected to the post of President of the Lindbach Society. He earned his bachelor’s degree in Economics at St. Joseph’s University, his mater’s degree in Organizational Behavior and Industrial Relations, and his Ph.D. in Philosophy and Education, both at Cornell University.

13 RICHARD HUNTER Richard Hunter is vice president and research director in Gartner Executive Programs, where his recent work has focused on information security and IT risk management. Mr. Hunter is the author of the acclaimed book "World Without Secrets," published in 2002, and he is in much demand as a speaker and advisor on issues of security and privacy. Mr. Hunter was appointed vice president and director of research for Applications Development in 1998 and was also a research director in GartnerG2. He joined Gartner as a research director in the Applications Development and Management service. Mr. Hunter is co-author, with James Kerr, of "Inside RAD" (McGraw-Hill, 1994), and co-author (with George Westerman of MIT) of “IT Risk”, which will be published by Harvard Business School Press in 2007. Mr. Hunter was elected a Gartner Fellow in 2003. He holds a bachelor's degree in music from Harvard University. He continues to compose and perform and is a world class harmonica player.

14 MARK MCDONALD Mark McDonald is a group vice president and head of research in Gartner Executive Programs. He is responsible for the research agenda focused exclusively on CIOs and the business of information technology. Dr. McDonald is the lead author of research in the areas of CIO credibility, the business use of advanced technologies, enterprise architecture and business process transformation. He is the co-author with Peter Keen of "The eProcess Edge" and the author of "Architecting Enterprises - Achieving Performance and Flexibility.” Prior to joining Gartner, Dr. McDonald was a partner at Accenture, where he was responsible for the Centre for Process Excellence and methodology.

15 DAVID PACK David Pack is a vice president within Gartner Executive Programs where he focuses on IT Human Capital Management. His areas of expertise include IT organization design, job family and role design, competency development and the alignment of human resources processes. He has developed various HCM related products and has led consulting engagements within both public and private sector organizations. Mr. Pack has had a variety or work experiences within the IT industry and has been quoted in several publications, including Computerworld and the Atlanta Business Journal. He joined Gartner in 2000 and is based in Alpharetta, Georgia. Previously, Mr. Pack was a director at AT&T and the national director for the Hay Group’s Information Technology consulting sector. In this position, Mr. Pack was responsible for developing and managing integrated consulting teams that spanned a variety of human resources disciplines, including compensation, competency development, work process transformation, research and leadership development. Mr. Pack earned a bachelor of science degree in education and physical sciences from the University of Kansas and an MBA from Nova Southeastern University, where he graduated with academic honors

16 JOHN PERCIVAL Dr. John Percival is currently CEO of JRP Associates and an Adjunct Professor of Finance at the Wharton School of the University of Pennsylvania. John has been at Wharton since 1971. He has previously held the positions of Assistant Professor, and Associate Director and Associate Vice Dean of the MBA Program. He received his BA, MBA, and Ph. D. degrees from the State University of New York at Buffalo. Dr. Percival has been very active in developing and teaching in executive education programs. At Wharton, he has been the Finance Area Coordinator for the Advanced Management Program and the Academic Director for the Creating Value Through Financial Management Program and the Co-Director for the Integrating Finance and Marketing Program. John developed the finance module for the Wharton Direct distance-learning program. John has developed programs for GE Capital, Pitney Bowes, IBM, Fiat, Chubb, Hartford, American Skandia, Sun Life, Siam Cement, Scientific Atlanta, Ford and Bankers Trust and many other companies. He has participated in executive education programs at Carnegie-Mellon, Columbia, University of Cape Town, E.O.I. (Madrid, Spain), INSEAD (Fontainebleau, France), Nomura School of Advanced Management (Tokyo, Japan), I.E.S.A. (Caracas, Venezuela), I. B. M. E. C. (Rio de Janeiro, Brazil), I.B.O. (Zeist, Netherlands), I.P.A.D.E. (Mexico City) and the Stockholm School of Economics. He has also consulted to organizations in both the public and private sectors. He has authored or co-authored articles in publications such as the Journal of Financial and Quantitative Analysis, the Journal of Economics and Statistics, the Journal of Risk and Insurance, the Financial Times, and Wharton on Emerging Technologies among others. He is a member of the American Finance Association and the Financial Management Association.

17 HARBIR SINGH Dr. Harbir Singh is the Edward H. Bowman Professor of Management and Co-director of Wharton’s Mack Center for Technological Innovation. He has been the Chair of the Management Department at The Wharton School. His research interests include the development of world-class capabilities, and of sustainable competitive advantage. His research focuses on effective strategies for managing acquisitions and alliances, and on the consequences of corporate restructuring. In addition, his teaching interests include the development of competitive advantage and management acquisitions and alliances. Harbir has won awards for outstanding research in strategic management at the Academy of Management and The Wharton School’s Miller-Sherrard Core Teaching Award. He also edited a special issue of the Strategic Management Journal on corporate restructuring and a book entitled The Management of Corporate Acquisitions. He won the Academy of International Business Decade Award for his work, along with Professor Bruce Kogut, on determinants of modes of entry by multinational firms into new country markets. Harbir received his Ph.D. at the University of Michigan. He is the Academic Director for several of Wharton’s open enrollment executive programs including: Strategic Thinking and Management for Competitive Advantage, Strategic Alliances: Creating Growth Opportunities and is a lead faculty member in the Mergers and Acquisitions program. Additionally, he teaches in numerous customized programs for companies and associations around the world. Harbir has been a visiting faculty member at London Business School, Bocconi University, Milan, the University of St. Gallen, Switzerland, and the Indian School of Business. He has also conducted executive seminars on competitive advantage, acquisitions and alliances for Parke- Davis, IBM Corporation, Merck, Inc., Verizon, Lucent, and AT&T.

18 KARL ULRICH Karl Ulrich is the CIBC Professor and Chair of the Operations and Information Management Department at the Wharton School of the University of Pennsylvania. He also holds an appointment as Professor of Mechanical Engineering. Ulrich is the faculty director of the Weiss Tech House, an incubator for fostering student innovation. His principal interests are innovation and entrepreneurship. Professor Ulrich's past and present research partners include Hewlett- Packard, Merck, and Dell. His work appears in, among other journals, Management Science, Marketing Science, California Management Review, Research Policy, and ASME Journal of Mechanical Design. He is a co-author of Product Design and Development (McGraw-Hill, 3 rd Edition, 2004), the leading graduate textbook on product design. He is currently writing a new book, Design: Creation of Artifacts in Society, which can be downloaded from He is the winner of many teaching awards, including the Anvil Award, the Miller-Sherrerd Award, and the Excellence in Teaching Award at The Wharton School. Professor Ulrich has been a member of development teams for over 30 new products or processes, including medical devices, tools, computer peripherals, food products, and sporting goods. As a result of this development work, he has been granted 18 patents. From 1999-2002, while on leave from Wharton, Ulrich founded and managed Nova Cruz Products (now Xootr LLC), a manufacturer of high-performance personal transportation products including the Xootr scooter and Swift bicycle. Ulrich is also a founder of Epodia, the open network for higher-education teaching materials. He recently founded TerraPass Inc., which the New York Times featured as one of the most noteworthy ideas of 2005. Professor Ulrich holds bachelors, masters, and doctoral degrees in mechanical engineering from MIT.

19 MICHAEL USEEM Michael Useem is William and Jacalyn Egan Professor of Management and Director of the Center for Leadership and Change Management at the Wharton School, University of Pennsylvania. Professor Useem has completed several studies of corporate organization, ownership, governance, restructuring, and leadership. He is author of The Go Point: When It’s Time to Decide (Crown Business/Random House, 2006); the co-author and co-editor of Upward Bound: Nine Original Accounts of How Business Leaders Reached Their Summits (Crown Business/Random House, 2003); the author of Leading Up Press, 1993); co- author of Change at Work (Oxford University Press, 1997) and Turbulence in the American Workplace (Oxford University Press, 1991); co-editor of Transforming Organizations (Oxford University Press, 1992); co-author of Educating Managers (Jossey-Bass, 1986); and author of The Inner Circle: Large Corporations and the Rise of Business Political Activity in the U.S. and U.K. (Oxford University Press, 1984). :How to Lead Your Boss So You Both Win (Crown Business/Random House, 2001), The Leadership Moment: Nine True Stories of Triumph and Disaster and Their Lessons for Us All (Random House, 1998), Investor Capitalism:

20 MICHAEL USEEM How Money Managers Are Changing the Face of Corporate America (HarperCollins, 1996) and Executive Defense: Shareholder Power and Corporate Reorganization (Harvard University Michael Useem’s articles have appeared in the Administrative Science Quarterly, California Management Review, Chicago Tribune, Corporate Governance, Directors and Boards, Fast Company, Financial Times, Fortune, Harvard Business Review, New York Times, Sloan Management Review, U.S. News & World Report, Washington Post, Wall Street Journal and elsewhere. Michael Useem has presented programs and seminars on leadership and change with Abbott Laboratories, Accenture, American Express, Canadian Imperial Bank of Commerce, Cargill, CEO Academy, China Minsheng Banking Corporation, Citigroup, Cisco Systems, Coca-Cola, Columbia Energy, Computer Sciences Corporation, DuPont, Entergy, Eli Lilly, Estee Lauder Companies, Federal Executive Institute, Fidelity Investments, Hartford Insurance, Goldman Sachs, Grupo Santander (Chile), The Hartford, Hewlett-Packard, IBM, ICICI Bank (India), Johnson & Johnson, Kimberly-Clark, KPMG, Lehman Brothers, Liberty Mutual Insurance, Lucent Technologies, McGraw-Hill Companies, Merrill Lynch, Milliken, Morgan Stanley, New York Times, Northrop Grumman, Penske, Petrobras (Brazil), Petroleos de Venezuela, Pew Charitable Trusts, PriceWaterhouse Coopers, Samsung, Securities Association of China, Singapore General Hospital, Sprint, 3Com Corporation, Thomson Financial, Toyota, Verizon, United Healthcare, U.S. Department of Justice, U.S. Department of Veteran Affairs, U.S. Marine Corps, World Economic Forum, and other organizations.

21 MICHAEL USEEM Michael Useem has consulted on governance with Fannie Mae, HealthSouth, Tyco International, and other companies; and on organizational development and change with the U.S. Agency for International Development, U.N. Food and Agriculture Organization, Organization of American States, and other agencies in Latin America, Asia, and Africa. Professor Useem’s university teaching includes MBA and executive-MBA courses on leadership and change management, and he offers programs on leadership, teamwork, governance, and decision making for managers in the U.S., Asia, Europe, and Latin America. He also edits the monthly electronic bulletin, Wharton Leadership Digest. He holds a B.S. from the University of Michigan and a M.A. and Ph.D. from Harvard University. Contact via e-mail:

22 Gartner Executive Programs and Wharton Faculty Agenda October 28 – November 2, 2007

23 IT Risk Management Human Capital Management Strategic Persuasion: The Art and Science of Selling Ideas The State of the CIO The Leadership Moment Take the Learning Back—100-Day Action Plans Building and Sustaining Competitive Advantage Driving Strategic Change Leading Technologies Applying Leading Technologies to Business Technology Governance Shareholder Value Creation Meet Your Faculty and Peers Becoming a Learning Community The Elements of Leadership and Followership Developing a Customer-Focused Marketing Strategy Leading Corporate Venturing and Innovation The Future of IT Day ONE: October 28 Day TWO: October 29 Day THREE: October 30 Day FIVE: November 1 Day SIX: November 2 Day FOUR: October 31

24 TimeSubjectSpeakerBrief 12:00 PM – 1:15 PM Registration and Lunch 1:15 PM – 2:00 PM Introduction and Overview Tom Gerrity 2:00 PM – 3:00 PM Becoming a Learning Community David Berg 3:00 PM – 3:15 PM Break 3:15 PM – 4:45 PM Leadership and Followership David Berg 4:45 PM – 5:00 PM Break 5:00 PM – 6:30 PM Leadership and Followership (continued) David Berg 6:30 PM – 7:30 PM Cocktail Reception 7:30 PM – 8:30 PM Dinner Sunday, 28 October, 2007

25 TimeSubjectSpeakerBrief 7:00 AM – 9:00 AM Breakfast 9:00 AM – 10:30 AM Building and Sustaining Competitive Advantage Habir Singh 10:30 AM– 11:00 AM Break 11:00 AM – 12:30 PM Building and Sustaining Competitive Advantage ( continued ) 12:30 PM – 1:30 PM Lunch 1:30 PM – 3:00 PM Driving Strategic Change Habir Singh 3:00 PM – 3:30 PM Break 3:30 PM – 5:00 PM Leading Technologies Mark McDonald 5:00 PM – 7:00 PM 5:00 - 6:00 PM Free time / 6:00 -7:00 PM Dinner 7:00 PM – 8:30 PM Applying Leading Technologies to Business Mark McDonald Monday, 29 October, 2007

26 TimeSubjectSpeakerBrief 7:00 AM – 8:00 AM Breakfast 8:00 AM – 9:00 AM Integration SessionTom Gerrity 9:00 AM– 10:30 AM IT Risk ManagementRichard Hunter 10:30AM – 11:00 AM Break 11:00 AM – 12:30 PM Human Capital ManagementDavid Pack 12:30 PM – 1:30 PM Lunch 1:30 PM – 3:00 PM Developing Customer Focused Marketing StrategyDavid Bell 3:00 PM – 3:30 PM Break 3:30 PM – 5:00 PM Developing Customer Focused Marketing Strategy(continued) 5:00 PM – 7:00 PM 5:00 - 6:00 PM Free time / 6:00 -7:00 PM Dinner 7:00 PM – 8:30 PM The State of the CIORichard Hunter Tuesday, 30 October, 2007

27 Wednesday, 31 October, 2007 TimeSubjectSpeakerBrief 7:00 AM – 8:00 AM Breakfast 8:00 AM – 9:00 AM Integration SessionTom Gerrity 9:00 AM– 10:30 AM Leading Corp. Venturing and InnovationKarl Ulrich 10:30AM – 11:00 AM Break 11:00 AM – 12:30 PM Leading Corp. Venturing and Innovation(continued) 12:30 PM – 1:30 PM Lunch 1:30 PM – 3:00 PM Human Influence: Increasing Effectiveness in Business Relationships Charles Dwyer 3:00 PM – 3:30 PM Break 3:30 PM – 5:00 PM Human Influence: Increasing Effectiveness in Business Relationships (continued) 5:00 PM – 7:00 PM 5:00 - 6:00 PM Free time / 6:00 -7:00 PM Dinner 7:00 PM – 8:30 PM The Future of ITRichard Hunter

28 Thursday, 1 November, 2007 TimeSubjectSpeakerBrief 7:00 AM – 9:00 AM Breakfast 9:00 AM – 10:30 AM Technology Governance Mark McDonald 10:30 AM– 11:00 AM Break 11:00 AM – 12:30 PM Technology Governance ( continued ) 12:30 PM – 1:30 PM Lunch 1:30 PM – 3:00 PM Shareholder Value Creation John Percival 3:00 PM – 3:30 PM Break 3:30 PM – 5:00 PM Shareholder Value Creation ( continued ) 5:00 PM – 6:00 PM Integration session 6:00 PM – 8:00 PM Dinner

29 Friday, 2 November, 2007 TimeSubjectSpeakerBrief 7:00 AM – 8:00 AM Breakfast 8:00 AM – 9:30 AM The Leadership Moment Michael Useem 9:30 AM– 10:00 AM Break 10:00 AM – 11:30 PM The Leadership Moment ( continued ) 11:30 PM – 11:45 PM Break 11:45 PM – 1:00 PM Taking the Learning Back — 100 Day Action Plans Tom Gerrity 1:00 PM – 2:00 PM Optional Lunch and Departure

30 Kuwait Office : Saudi Arabia Office : Tel : + 965 24 93 6 93 Fax : + 965 24 94 0 54 Office Address: Sharq, Ahamd Al-Jaber St. Al- Bdour Tower, 8 th floor, Kuwait city, Tel : + 966 146 49 549 Fax : + 966 146 47 514 Office Address: Al-Olaya King Fahad Rd. Motamarat area Oraifi Build-5th FL-510 Riyadh P.O.Box:301382 Olaya Riyadh 11372 Saudi

31 Appendix Brief description on the speeches content

32 Becoming a Learning Community David Berg In order to develop themselves and eventually others, executives must continuously learn and develop their professional potential. Yet, leaders often need help in making the transition from their fast-paced work environment to a learning setting where it is essential for them to feel comfortable with reflective thinking, with unfamiliar questions or tasks, and with experimenting with new ideas or concepts. In addition to setting the learning tone for the program, this opening session introduces participants to each other, builds initial trust, and works on developing a learning community where participants support, foster and encourage each other's learning. As the kick-off event to a multi-day program, this session will introduce themes and topics to be developed in subsequent sessions. It reviews the opportunities and challenges of managerial learning through an interactive discussion of cases. Participants will identify key learning objectives and discuss ways to achieve them. The focus is on moving from knowing to doing—on applying classroom lessons on the job. Back

33 Leadership and Followership David Berg Both in their business and personal lives, individuals are leaders as well as followers. This session explores leadership from the perspective of the follower. Participants will work to discover what kinds of followers they value and what kind of leadership is likely to attract and develop valued followership. Back

34 Building and Sustaining Competitive Advantage Habir Singh For leaders to be effective, they must understand the environment in which they are called to lead. In order to align their self development with the firm's mission and strategy, they must understand the key drivers of the company's competitive advantage. Every industry faces complex competitive challenges that require business strategy to build and strengthen the company's competitive advantage. Given the rapidly-changing business environment, leaders must learn to re-frame traditional views on developing strategy and achieving competitive advantage. This session takes an in-depth look at required changes and explores some new views on competitive advantage and strategy formation. Back

35 Driving Strategic Change Habir Singh This session builds on the session ‘Sustaining Competitive Advantage'. It employs a case on Liz Claiborne, which demonstrates the complexities and interdependencies of the activity system. Participants will discuss the implications of various external changes and how the activity system needs to be adapted. Back

36 Leading Technologies Mark McDonald When properly understood new technologies transform markets disrupt the status quo. The CIO is enterprise leader responsible for the exploitation of technology, including leading edge or emerging technologies. Separating the hype from future reality is one of the CIOs most important contributions to the executive team. This session concentrates on specific leading edge technologies that are creating or amplifying market trends. Back

37 Applying Leading Technologies to Business Mark McDonald CIOs need to understand both technologies on the current “leading edge” and their connection to strategic options and commitments. Ignorance or an incomplete understanding of either lead to competitive disadvantage as legacy technologies limits strategic choices. Applying leading technologies is requires a business intensive decision rather than luck. This session will look at leading technologies using a framework approach that leads to application and value realization. Back

38 IT Risk Management Richard Hunter In the first decade of the 21st century, IT risk has leaped the data center wall to become full-fledged business risk. Based on research by Gartner and MIT’s Center for Information Systems Research that has just been published in “IT Risk: Turning Threats Into Competitive Advantage” (Harvard Business School Press), this session offers concepts and frameworks for assessing and acting on IT risk in terms of business consequences—the only terms that are meaningful to business executives in comparing IT risks to other enterprise risks. Back

39 Human Capital Management David Pack Varying IT strategies place different emphasis on elements of an organization’s Human Capital Management (HCM) capabilities. Changing strategies can have a significant impact on the organization’s structure, skill and competency requirements, and capabilities of the IT leadership team. Successful IT leaders anticipate and develop the required HCM capabilities required within their organization. This program will address how strategy impacts the HCM needs of an organization and discusses ways to address those needs through organization structure, skill/competency development, alignment of your Human Resource (HR) practices, and the successful engagement your Human Resource Department. Back

40 Developing Customer Focused Marketing Strategy David Bell This session focuses on developing a marketing strategy focused on providing value to customers. Topics such as the value proposition and the different ways to deliver value are discussed. Participants can be divided into small groups and asked to consider their own industry and customers to develop a better understanding of how they and their competitors do (or should) deliver value. Back

41 The State of the CIO Richard Hunter Gartner Executive Programs’ annual CIO Survey, now in its 7th year, is the largest annual survey of CIOs worldwide, with over 1400 responses annually. This session uses CIO Survey results in conjunction with Gartner and third-party research to define the “state of the CIO”—status, goals, opportunities, and challenges—and offer insights into how CIOs are succeeding in meeting the needs of their enterprises for operational excellence and (in some cases) competitive advantage via IT. Back

42 Leading Corp. Venturing and Innovation Karl Ulrich This session focuses on strategies for developing new-category products—products for which the target market, as well as the technology, are not well understood yet (e.g., Red Bull and Starbuck's Frappucino when they were launched). The objective of this session is to introduce participants to challenges that arise when managing radically innovative projects. Typically, such projects do not fit the mold of the existing R&D processes, which may lead to tensions and disappointments, if managed incorrectly. The potential cases discussed in this session include Hewlett Packard Kitty Hawk and Segway, which participants will use to derive lessons learned. Back

43 Human Influence: Increasing Effectiveness in Business Relationships Charles Dwyer Ultimately, the success of any organizational activity is influencing people (employees, suppliers, customers, etc.) to do what we want them to do. This session focuses on the generic principles of all human influence. It urges participants to think in terms of individual instances of influence and teaches them to frame what they want from others in terms of clear, concrete, unambiguous patterns of behavior, or measurable performance, rather than in terms of attitudes, dispositions and personality characteristics. The session features examples of the kinds of behaviors that are likely to be more effective in managing others. Finally, the session describes a model of human information processing (based on the centrality of perception) that the participants can use to build a personal repertoire of more effective behaviors. Back

44 The Future of IT Richard Hunter As IT’s ability to influence and amplify business models increases, the IT organization’s role and structure is changing to better carry out its roles as operational enabler and agent of change. This session discusses the forces that are acting on the IT, organization, and the roles and structures that are likely to emerge within the next decade in response to those forces. Back

45 Technology Governance Mark McDonald Technology decisions can accelerate strategy or destroy value. Technology intensive business decisions require specific extensions to corporate governance mechanisms and approaches. There are patterns of effective IT governance and results as high governance performers realize 20% higher ROI on technology investments and have higher levels of enterprise agility. This session, based on studies of more than 260 companies, covers the actions, tools and processes for effective IT governance. Back

46 Shareholder Value Creation John Percival This session explores the intricacies of creating and sustaining shareholder value, illustrated by the UPS and Progressive Insurance cases. The cases seek to create a bridge between the worlds of finance and companies' other functions with the goal of enhancing shareholder value, particularly through the strategic deployment of Information Technology. The learning objectives are: - Understanding the keys to long-term value creation - Integrating finance and strategy to facilitate effective communications across functions - Gaining critical insights into strategy execution - Finding the balance between centralization and decentralization. Back

47 The Leadership Moment Michael Useem The intensifying competition and demand for high performance are pressing firms to become more flexible, more results-focused, and more fast-acting. Companies are finding that such initiatives require strategic leadership and a supportive culture, and this has become all the more critical in an era of greater uncertainty and change. The challenge is to build effective executives and well-led teams throughout the organization. Leadership in an unpredictable world requires a capacity to instill a compelling vision of the firm’s future and to communicate the strategy for achieving it. Leadership depends on fostering a culture throughout the organization that places a primacy on personal responsibility, professional achievement, and consistent results. And it requires a capacity to think strategically, plan effectively, and act decisively. Drawing on moments when companies confronted fast changing markets and managers faced major decisions, Wharton Professor Michael Useem who leads this session focuses participats' attention on the capacities that make the difference whether leading a team, group, or organization. He draws on his research on leadership which has been published in his books "The Leadership Moment: Nine True Stories of Triumph and Disaster and Their Lessons for Us All"; "The Go Point: When It’s Time To Decide"; "Leading Up: How to Lead Your Boss So You Both Win"; and "Investor Capitalism: How Money Managers Are Changing the Face of Corporate America", among others. Back

48 Taking the Learning Back — 100 Day Action Plans Tom Gerrity As the program concludes, time will be spent helping participants to develop ways that they can take some of the learning from the program back into the organization. This can help to break down barriers between different levels of the organization, as well as encourage cross-fertilization of knowledge. Perhaps most important, though, is that bringing the learning back into the organization helps develop a common set of understandings and a common language which people need in order to maintain creativity, understanding and to navigate during times of uncertainty. Also, unless new ideas cascade down into the organization, it cannot change as a whole. Part of the role of leadership is to teach all levels of the company to work with similar values and goals. It is through this continuous process that individuals develop the agility, focus and resilience needed to continuously refine their leadership styles. Back

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