The Management Roundtable

April 7-9, 2008 / Scottsdale, AZ

Special Executive Session

DAY THREE: WEDNESDAY, APRIL 9 - 3:30p-6:30p (optional dinner to follow)
Aligning Strategy with Execution—Leadership, Execution and Change Management

Michael L.Tushman [Bio]
Professor of Business Administration

Harvard Business School

author of best-seller,
Winning Through Innovation: A Practical Guide to Leading Organizational Renewal and Change
Andy Binns [Bio]
Managing Principal
Change Logic LLC

“Tushman’s work has helped to advance BT’s agenda for innovation by providing practical tools and approaches for leading change”
June Boyle, Group Organization Development Director, BT Group PLC

N.B. Limited to 40 participants -
Designed specifically for senior management executives involved in the development, implementation, and continuous improvement of innovation processes

What passes for strategy in many organizations too often consists of three-ring binders, power point slides, and annual meetings as carefully scripted as a Kabuki drama—and, just as in the Japanese version, those who fail to play their roles often suffer an organizational fate much like the villains in the play. The operations executive stays focused on delivering today’s results, leaving the strategists and innovation teams to imagine new possibilities. They all make the right noises while keeping a safe distance from one another.

This was IBM’s analysis of its approach to strategy formulation and innovation in the late 1990’s. Working with Professor Michael Tushman from Harvard Business School and Professor Charles O’Reilly from Stanford, IBM set out to redesign their approach to strategy so that it would directly engage the line business leaders in a real process of sensing the environment and seizing new business opportunities. The new approach emphasized the interdependence between strategy and execution and paved the way for IBM’s transformation into a successful business solutions provider.

“…dynamic capabilities have been made real through an ongoing process of disciplined, fact-based conversations, a common language and problem solving methodology as manifest in the IBM Business Leadership Model, and a clear commitment by leaders to compete in mature as well as emerging markets. This language and process is employed throughout the company—from the senior executive levels to first level managers. It is an integrated way to focus on both the formulation of strategy and its implementation.”
Bruce Harreld, Senior Vice President, IBM

This workshop will explain the process IBM adopted, along with its practical models and their application to real-world business challenges.

Using case studies and research findings, this workshop will explain how:

  • Sustainable competitive advantage is fleeting unless it is aligned with capabilities to continually sense how the marketplace is changing and seize these changes

  • Disciplines of strategic execution can connect sensing and seizing to speed the rate at which innovation is successfully commercialized

  • Executive leadership plays a fundamental role in linking strategy with execution

Participants in this workshop will take away a:

  • Language for describing the connection between strategy and execution

  • Framework for understanding the organizational implications of new market opportunities

  • Set of strategic execution tools that can be applied to defining and diagnosing issues of organizational performance

  • Powerful set of facts for gaining the attention of colleagues to a new approach to managing innovation

  • Case study example of the application of strategy execution disciplines to IBM

Quotes from Michael Tushman:

“The striking evidence is that some companies never see the threats or, more frequently, are unable to change quickly enough to avoid them.”

“What passes for strategy in many organizations too often consists of three-ring binders, power point slides, and annual meetings as carefully scripted as a Kabuki drama—and, just as in the Japanese version, those who fail to play their roles often suffer an organizational fate much like the villains in the play.”

“Dynamic capabilities help a firm sense opportunities and then to seize them by successfully reallocating resources, often by adjusting existing competencies or developing new ones.”

“the evidence is that too often firms get trapped by their own success. The only way out of this trap is for senior leaders to help their firms develop the dynamic capabilities that promote sustained competitive advantage”


3:30p-4:15p Strategic execution – the discipline of sensing and seizing new opportunities
  • Case Studies
  • Research
  • Discussion
4:15p-5:15p Strategic leadership – from dynamic conservatism to dynamic capabilities
  • Case Studies
  • Application to Real Issues
  • Discussion
5:15p-6:00p Strategic change – mobilizing others to lead change
  • Case Studies
  • Discussion
6:00p-6:30p Summary and Conclusions
6:30p-8:30p Dinner with Michael Tushman and Andy Binns

Professor Tushman is the Paul R. Lawrence MBA Class of 1942 Professor of Business Administration at the Harvard Business School. He is internationally recognized for his work on the relations between technological change, executive leadership and organization adaptation, and for his work on innovation streams and organization design. He has published numerous articles and books including Winning Through Innovation: A Practical Guide to Leading Organizational Renewal and Change (with C. O'Reilly). Professor Tushman holds degrees from Northeastern University (B.S.E.E.), Cornell University (M.S.), and the Sloan School of Management at M.I.T. (Ph.D.). Tushman was on the faculty of the Graduate School of Business, Columbia University, from 1976 to 1998. He has also been a visiting professor at MIT (1982, 1996) and INSEAD (1995-1998). Tushman was elected Fellow of the Academy of Management in 1996, and received the distinguished scholar awards in both the Technology and Innovation Management (1999) and Organization Management and Theory (2003) Divisions of the Academy of Management. His paper with Mary Benner won the Academy of Management Review’s best paper award in 2004. Tushman is an active consultant and instructor in corporate executive education programs around the world. He is a director of Change Logic, LLC.

Andy Binns is Managing Principal of Change Logic, LLC and works with business leaders to build the dynamic capabilities to sense, respond, and lead disruptive change, while also successfully managing steady improvements to today’s business. Prior to joining Change Logic, Andy was Head of Leadership Development for BT Group PLC, with enterprise-wide responsibility for building capability of leaders from CEO to first-line manager. From 2000 to 2005, Andy was an organisation coach and consultant with IBM, working with senior business leaders to improve the performance of their organizations. He was given an award by IBM’s Vice-Chairman for his work with IBM’s global ‘emerging business opportunity’ and worked closely with Professor Tushman on the Strategic Leadership Forum at IBM. Andy also worked for McKinsey & Co. as a specialist in organisation change and communications, working with clients in IT, Finance and Manufacturing sectors, primarily in the mid-west of the USA. He holds MSc in Organisation Development from the Loyola University, Chicago, a Diploma in Marketing from the UK Chartered Institute of Marketing, studied political philosophy at New York University and earned a BA in that subject from Sussex University in the UK. He is an active speaker at conferences and business schools across Europe.

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Conference Information

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Agenda and Curriculum:

>> Agenda >> Case Studies
>> Keynote Presentations    

Special Post-Conference Workshops:

>> Tushman Executive Session >> Slowinski Open Innovation Session

Special Interactive Features:

>> Dinner Sessions >> Process Improvement Roundtables
>> In-depth How-to Clinics >> Expert Panel Sessions

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>> Faculty >> Advisory Council
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