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Bill Barnett: Global Game Changers
Roselinde Torres: What it takes to be a great leader
There are many leadership programs available today, from 1-day workshops to corporate training programs. But chances are, these won’t really help. In this clear, candid talk, Roselinde Torres describes 25 years observing truly great leaders at work, and shares the three simple but crucial questions would-be company chiefs need to ask to thrive in the future.
BCG’s Roselinde Torres studies what makes great leaders tick — and figures out how to teach others the same skills.
WHY YOU SHOULD LISTEN TO HER?
Roselinde Torres is a senior partner and managing director at the consulting firm, BCG. A senior leader in the firm’s “people and organization” practice area, she is also the company’s resident expert on leadership, a topic she has studied her entire career.
Questions she likes to ask include, “what innovative methods can help prepare the next generation of leaders?” and “how do we enable leaders to unlearn past modes and habits of success?”
Prior to joining BCG in 2006, Roselinde was a senior partner at Mercer Delta Consulting, while she has also led internal consulting teams at Johnson & Johnson and Connecticut Mutual Life. She speaks frequently about organizational transformation and leadership; her work and thinking have been featured in publications such as BusinessWeek and The Economist.
“The best leadership development doesn’t happen by just going off to a course or a seminar … The best leadership development happens when people are learning in the context of their own strategic, economic agenda, with the actual people that they are going to influence and lead.” Roselinde Torres
Entrepreneurs and Small Business Owners Can Use Acquisitions to Double or Triple Their Customer Base Overnight
Business Growth Strategies
What many business owners don’t realize is that it can be cheaper as well faster to go with the acquisitions growth strategy. To illustrate this, let’s take a look at cases where this was capitalized on from the recent past. Specifically, let’s look at businesses which utilized subscriber revenue models such as cable-TV and Internet service providers. If you owned a small system in either industry, you were faced with a choice of growth through marketing or acquisitions. Now suppose that you had set as your goal a doubling of your subscriber base in five year’s time. We will assume that this target is extrapolated from your growth rates over the last three years. An analysis of your customer acquisition costs needed to double your sales over three years may show that a marketing based strategy’s costs will exceed those of an acquisition strategy. Morever, the acquisitions route will achieve your goal by doubling the subscriber base as soon as the deal is finalized.
Business Growth via Acquisitions
Back in the 1990s, there was a great deal of M&A activity in the printing industry. One large printer embarked on an acquisitions strategy to expand the market for its three core services: document scanning, fast high-volume printing, and distribution of legal documents, such as proxy statements and collections letters. As a result, the company focused on acquiring small printers which offered only one of these three services. After the acquisition, the absorbed company would be able to offer its customers the expanded range of services made possible by the acquirer. This, in turn, enabled them to win over larger local accounts that they could not have otherwise serviced before.
This is a typical example of what drives a company to employ an acquisitions strategy.
The Tycoon Playbook covers the details of designing a successful M&A strategy for small businesses and entrepreneurial companies.
3 Key Leadership Styles That Create Personal Success
There is no leadership without courage: Narayana Murthy
Are leaders born or made? I have the answer! Baron A Rohbock
Baron graduated with honors in Business Administration and Leadership. With a passion for training and working with teams, he entered the Learning and Development field as Director of Training for Taylor Hartman, author of The People Code (previously published as The Color Code).
With a wide breadth of knowledge in leadership, Baron returned to the training industry to combine first hand management and executive leadership experience with a passion for working with people to shape results while revealing individual and collective talent. In 2011 he started Core MotivAction, an innovative brilliant training company dedicated to people and team development.
What if… We knew the difference between leadership and management?
Presenter: Tony Mortensen, Director of the Executive Development Programmes
· What is strategic leadership?
· What is effective management?
· Do organisations know the difference?
· What is best for achieving sustainable growth?
The last decade has seen an exponential increase in the number of courses offered in the area of organisational leadership, with almost every major business school worldwide now offering specialised training in this area. Do organisations truly understand the key difference between leadership and management? Do they understand what is needed in their organisation to achieve efficiency, profitability and sustainable growth? If we employ skilled people to undertake the different tasks in an organisation do we really need to manage those people or are we better off allowing them to do what we employed them to do. The flip side of this is that if we do not manage these people effectively then the organisation runs the risk of becoming less efficient and effective at providing society with the desired outcomes.
At odds with both these ideas is the fact that New Zealand is now seen as one of the hardest working countries in the OECD, yet our productivity continues to fall. Therefore, are organisations getting the best from their human resource or are we as a society destined to be out-performed?
Tony has over 18 years’ experience in accounting, management and education and is now responsible for executive training through the Master of Business Administration (MBA), Postgraduate Certificate in Strategic Leadership, Master of Business Management (MBM), Master of Professional Accounting (MPA) and Executive Education (short courses).
H. Rafael Chacón- What My Genes Tell Me
Art Historian H. Rafael Chacón talks about how an academic exercise turned into a personal journey when he had his DNA sequenced by the National Geographic Geno 2.0 project. Rafael is professor of Art History and Criticism in the School of Art at the University of Montana. A specialist on renaissance and baroque art, Rafael teaches a range of topical courses on the history of art and art criticism. His academic interests lie in the ways societies articulate their most profound values through art; in particular he researches, lectures and writes about architectural history and historic preservation.
When life throws you a curve-ball… David Ecker
When life throws you a curve-ball, either you have to duck, or learn to hit curve balls
David Ecker is a Stony Brook graduate who previously served as the Interim Director/Manager of Client Support for over 10 years and led the Project 50 Managed Output initiative. He focuses on strategic planning, partnering with researchers and developing best practices for the research community.