Executive Leadership Program In Strategic Management March 31, 2008

TOPIC EXECUTIVE LEADERSHIP PROGRAM IN STRATEGIC MANAGEMENT
DATE APRIL 1-2 2008 (TWO DAYS)
LOCATION COLLEGE OF BUSINESS ADMINISTRATION – SHUWAIKH CAMPUS
TIME 8:45 A.M. – 5:30 P.M.
FEES KD 1000
SPONSOR THE GLOBAL CENTER
PROGRAM OUTLINES
Introduction
Strategic management is concerned with guiding the development of an organization to ensure its success
over the long term. This requires analysis of the organization’s competitive environment and its internal
capabilities, developing a vision of the organization’s future and what it can achieve, and execution in terms
of mobilizing the organization in order to implement the desired strategy.
The goal is to develop the strategic management capabilities of the course participants in order to increase
their effectiveness in their present work and in future leadership positions. The program will provide
instruction in the analytical tools necessary to formulae successful strategies, develop the insight needed to
recognize strategic opportunity, and cultivate awareness of the management challenges associated with
strategic change and transition to a high-performance trajectory.
Type of Attendees
This program is directed towards executives who are in leadership positions within their organizations,
whether chief executives, business unit general managers, functional heads, or fast-trackers who aspire to
leadership positions.
The program is designed for relevance and applicability of the participants. The program Speakers will draw
upon their experiences with leading-edge companies from throughout the world while also working with
participants to apply the principles and techniques of strategic management to their own companies.
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Program Directors
Robert M. Grant - Program Co-Chair
(Bocconi University ENI Chaired Professor of Strategy, and Georgetown University)
Rob Grant holds the Eni Chair in Strategic Management in the Energy Industry at Bocconi University in
Milan. He previously held faculty positions at Georgetown University (Washington, DC), City University
(London), California Polytechnic, UCLA, University of British Columbia, London Business School, and
University of St. Andrews, and was economic adviser to the British Monopolies Commission.
His research interests include knowledge and organizational capability within the firm, the strategic
planning processes of large companies, and strategy and organization among the oil and gas majors. He has
made significant contributions to the literature on resources, capabilities and competitive advantage;
diversification strategy; the knowledge-based view of the firm: and strategic planning.
He is author of the leading MBA textbook on strategic management: Contemporary Strategy Analysis (6th
edn. Blackwell/Wiley, 2008). He is on the editorial boards of Strategic Management Journal and Strategy
and Leadership, and is a senior editor of Long Range Planning.
Maurizio Zollo - Program Co-Chair
(Bocconi University Dean’s Chaired Professor of Strategy and Corporate Responsibility and INSEAD
executive education program)
Professor Zollo is the Director of the “Bocconi International Center for Advanced Management Studies”.
Prior to joining Bocconi University in September 2007, and spent 10 years on the faculty of INSEAD,
leading international business school, and is affiliated with INSEAD Strategy department.
Professor Zollo’s work focuses on the management of corporate development processes, from strategy
implementation (acquisitions and strategic alliances) to organizational learning and corporate responsibility
practices. He is the author of 18 academic journal articles and of a book written in cooperation with
McKinsey’s global Post-Merger Management practice leaders, entitled “Mergers: Leadership, Performance
and Corporate Health”. He has completed the largest research project on corporate social responsibility to
date (2007), funded by the EU Commission, on the identification and integration of social responsibilities in
multinational enterprises’ strategic and operating processes.
The managerial insights from research were featured on the Harvard Business Review, the McKinsey
Quarterly and the Financial Times, whereas the academic output of his work is published on many strategic
management journals such as: the Academy of Management Journal, the Academy of Management Review.
Professor Zollo is a former member of the Executive Committee of the strategy division of the Academy of
Management, as well as a past winner of their Outstanding Dissertation Award. He is a co-founder/member
of the management committee of the European Academy of Business in Society, and serves as senior editor
and/or the editorial board of six of the leading academic journals in the management field.
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SCHEDULE SUMMARY
SESSION Starting
Time
DAY 1 – APRIL 1, 2008
REGISTRATION & REFRESHMENTS 08:45
1. SESSION 1 - WHAT IS THE STRATEGY? 09:00
COFFEE BREAK 10:30
2. SESSION 2 - THE ANALYSIS OF INDUSTRY AND COMPETITION 10:45
LUNCH 12:15
3. SESSION 3 - SEEKING COMPETITIVE ADVANTAGE: THE ANALYSIS OF RESOURCES AND
CAPABILITIES
13:15
COFFEE BREAK 14:45
4. SESSION 4 - APPLICATIONS TO YOUR OWN COMPANIES 15:00
COFFEE BREAK 16:30
5. SESSION 5 - Conclusion 16:45
DAY 2 – APRIL 2, 2008
6. SESSION 6 - MANAGING THE SCOPE OF THE CORPORATE 09:00
COFFEE BREAK 10:30
7. SESSION 7 - SELECTING THE TOOL FOR CORPORATE GROWTH 10:45
LUNCH 12:15
8. SESSION 8 - ASSESSING VALUE CRAETION POTENTIAL FROM ACQUISITION
OPPORTUNITIES
13:15
COFFEE BREAK 14:45
9. SESSION 9 - DESIGNING POST-ACQUISITION INTEGRATIO STRATEGIES 15:00
COFFEE BREAK 16:30
10. SESSION 10 - CONCLUSION 16:45
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DETAILED PROGRAM
DAY 1 - BUSINESS STRATEGY: CREATING WINNING STRATEGIES
GOALS
Overall goal: To equip you with the tools and insights that can enhance your ability to design strategies
that can build competitive advantage for your organizations.
Specific goals:
1. To understand what strategy is and how it can contribute to success.
2. To be able to describe an organization’s strategy.
3. To become competent in deploying the tools of business strategy formulation including:
• Analysis of the external environment: locating profit opportunities
• Analysis of resources and capabilities: establishing competitive advantage
4. To gain familiarity with means of strategy execution including the organization structure,
management systems, and leadership necessary for implementing strategy.
PROGRAM FOR THE DAY
1. What is strategy?
• Key questions:

Official Website: http://www.cba.edu.kw/CBA_Events.htm