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UBS Think Tank in Wolfsberg

"Überdurchschnittliches Wachstum in unsicheren Zeiten"
Dr. Patricia Seemann, CEO, Spehre Advisors, Walchwil
8 November 2004

  1. This was an exclusive event for an extremely small group of specially-invited CEOs.

  2. Dr Seemann demonstrated that even strategies that are initially considered theoretically "poor or bad" can be successful in the market if they are well-implemented. On the other hand, strategies that are initially considered theoretically "good" can be unsuccessful in the market if they are poorly-implemented. The key to above-average growth, therefore, is not trying to identify the "right" strategy but vigorous implementation of strategy combined with openness to revision of the strategy in the light of experience.

  3. She focused on the intangibles that determine success in implementing any strategy: Talent, Knowledge, the ability to learn, and organisational culture.

  4. he also provided a workbook by which the participating CEOs could evaluate their own companies in these intangibles which are what determine whether any strategy is implementable.

  5. There was a wide-ranging discussion that followed, which included such areas as:
    - What exactly do we mean by "strategy"?
    - Do we really have a strategy in our company?
    - What are the threats to our company's strategy?
    - Is there usually a single key problem in the implementation of any strategy, or is there a variety of problems?
    - Should we be more concerned, instead, about what our next strategy should be?
    - Is the competitive landscape undergoing the equivalent of an earthquake in view of globalisation and the shift of manufacturing to China as well as the shift of services to India?
    - Is innovation always at the periphery and near the customer, or is it sometimes at the "centre" of one's business?
    - What role is played, and what could be played, by mergers, acquisitions, joint ventures, new distribution channels, new products and services.
    - Should a company always "stick to its knitting"? When should it abandon its "knitting"?
    - How can companies leverage their core competences perhaps across industries and/or geographies?

          
    Prabhu Guptara

WOLFSBERG – The Platform for Executive & Business Development
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