3 PART VIDEO PROGRAM

Leadership in a Time of Great Change (30')

• The biggest challenges for the executive. Learning to work with people over whom you have no control. From 'boss' to 'partner': managing employees who know much more than you do.
• Developing the capacity to learn outside things, outside the company and outside its technology.
• Management is not power, management is responsibility. We must learn to ask our people: "what should you be responsible for, by way of results, performance and contribution?"
• We are paying middle managers today about 40 times as much in purchasing power as we paid 75 years ago. So today we demand responsibility, performance and results.

Rewarding Change: the New Compensation System (30')

• Is your company overpaying at the top? The risk of breeding ineffective management.
• Linking executive compensation to profitability. The risks: focusing too much on the present and postponing the future.
• Should pay depend on the number of subordinates? Learning to look at the contribution of people, rather than the rank. Compensation of your 'star performers'.
• You can cause severe damage to the organization's morale by putting in a compensation system that is too complicated or does not fit the culture.
• Developing a continuous learning system to prevent the premature obsolescence of the executive.

Predict the Future… or Create it? (30')

• Planning: committing present resources to an unknown future. It is the function of management to make the future, to make the decisions.
• Why conventional planning by projecting today's trends into the future does not work anymore. The three planning approaches.
• The approach of 'scenarios" (Shell). Testing scenarios against reality: "and if competition comes in from the moon?"
• Studying the changes that have already happened. The 'windows of opportunity'. Are we exploiting the changes or are we fighting them? Change as an opportunity?
• Making things happen: in fast changing industries you can't depend on things that happen, you have to make them happen.
• Conclusion: the five deadly business sins.