Capabilities-Driven Strategy
Part of the Series: Stanford Executive Briefings

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Getting (More of) What You Want - Negotiating Deals Big and Small
Part of the Series: Stanford Executive Briefings
Program Highlights
  • Negotiations as collaborative events.
  • Three negotiating tools that are almost never used to their potential.
  • The surprising advantage gained by focusing your counterpart's attention on his or her alternatives.
A negotiation is not a battle. That's how Professors Neale and Lys begin this presentation, explaining that…
Simple Rules - Thriving in a Complex World
Part of the Series: Stanford Executive Briefings
Program Highlights
  • Six short-cut strategies for achieving your toughest goals.
  • A clear process to create better rules for business and personal life.
  • Examples and tools for successful implementation of Simple Rules.
We struggle with complexity every day. We have too much information, face too many choices, and drown…
How to Think Like a Start-Up Leader
Part of the Series: Stanford Executive Briefings
Program Highlights
  • Why companies need different policies and procedures designed for innovation
  • How to implement Customer Development and other "lean" practices
Companies looking to be innovative face a conundrum: policies and procedures designed to make them efficient oftentimes stifle innovation. Unlike start-ups which are innovative by design, most…
Leadership Lessons Learned the Hard Way
Part of the Series: Stanford Executive Briefings
VMware CEO Pat Gelsinger shares his perspective on effective leadership, based on his own personal experience and lessons he has learned over the course of his 35-year career in the technology industry.
  • Reasons to discount the HIPPO--the highest-paid person's opinion.
  • Why you need to embrace your failures and keep…
Leadership BS - Fixing Workplaces One Truth at a Time
Part of the Series: Stanford Executive Briefings
Program Highlights
  • 35% of US employees would rather get their boss fired than receive a big raise.
  • More employees are actively sabotaging their employers than the few who are working hard.
  • Narcissism and dishonesty are common traits of our most highly respected leaders.
Why do leaders fail their…
Creativity - The Pixar Process
Part of the Series: Stanford Executive Briefings
Program Highlights
  • What you do when the baby is ugly, and why early versions of the best films actually tend to "suck."
  • Why your goal is not to avoid errors, but to remain in the dynamic middle of the "dumb quotient."
  • The best mix for your team: experienced members…
Six Skills of High-Scale Entrepreneurs
Part of the Series: Stanford Executive Briefings
Program Highlights
  • Spotting opportunities that others don't see.
  • The OODA method for fast cycle iteration: observe, orient, decide and act.
  • Why you need to set a failure ratio rather than strive for a perfect record.
How do you take an idea and turn it into a 100-million dollar…
Three Keys to Becoming a Great Leader
Part of the Series: Stanford Executive Briefings
Program Highlights
  • Building culture when senior leadership is unsupportive.
  • The importance of career and discipline diversity.
  • Vision, brainstorming, and workarounds--how trying new things can change an industry.
Susan Packard's three keys to great leadership: leaders are connected, leaders keep their organizations fresh, and leaders show courage. Easier said…
Anil Gupta - Leveraging China and India for Global Advantage
A successful China or India strategy is likely to become a matter of survival for multinational companies. China's GDP will catch up to that of the U.S. by 2025, predicts Professor Gupta. By 2050, GDP of both China and India will reach or surpass that of the U.S., Europe and…
Playing to Win by A.G. Lafley & Roger L. Martin - How Strategy Really Works
Part of the Series: Stanford Executive Briefings
Program Highlights
  • Game-changing choices that trounce the competition.
  • Why your goal must be winning, not just playing well.
  • Choosing the right metrics to support your strategy.
Most companies aren't winning today--not because of the economy, rapid change, or rising complexity. It's because they confuse strategy with vision and…
Leadership for Innovation - With Linda Hill
Part of the Series: Stanford Executive Briefings
What kind of leadership is needed when innovation is your competitive advantage? From her research on companies that have achieved breakthrough innovations, Professor Hill found a common leadership approach. Leaders at Pixar, eBay Germany, Google, HCL Technologies, and IBM, among others, build communities of people who are both "willing and…
Executing Your Strategy - How to Break It Down and Get It Done by Raymond Levitt
Part of the Series: Stanford Executive Briefings
In a business environment of fastmoving markets, global supply chains, and dynamic technologies, executing strategy is becoming increasingly dif cult. How do you aim for a target that is constantly shifting--while standing on a platform that is constantly destabilized? Professor Levitt provides the answer: plan in detail only as far…