Strategy by Design
How Design Thinking Builds Opportunities by Tim Brown
Part of the Series: Stanford Executive Briefings

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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…
Built to Change - How to Achieve Sustained Organisational Effectiveness by Edward Lawler & Christopher Worley
Part of the Series: Stanford Executive Briefings
Most organisations are built for stability, not for change. But in today's competitive environment, you must be ready to change--and change frequently. Lawler and Worley explain how to increase your "surface area" with the outside world, drive leadership to lower levels in the company, and reward decision makers for change…
Strategy for Transformational Change - With Brad Smith
Part of the Series: Stanford Executive Briefings
When Brad Smith took over as CEO, Intuit founder Scott Cook advised him to "Question everything." Using this as his mantra, Smith set out to create innovative business structures that built on Intuit's strengths and retained market dominance in spite of an explosion in social media, unforeseen technology shifts, and…
Intelligent Strategy - With Richard Rumelt
Part of the Series: Stanford Executive Briefings
Bad strategy is long on goals and vision and short on presenting a coherent set of actions for actually solving the fundamental problems facing an organization. Good strategy, on the other hand, flows from an honest diagnosis of your most critical challenge coupled with an action plan for specific objectives…
Leading by Example: Organizational Success Through Reciprocal Altruism - by George Zimmer
Part of the Series: Stanford Executive Briefings
The foundation of George Zimmer's success is his company's corporate culture, centered on "servant leadership" values. These values seek to involve others in decision making and enhance the personal growth of workers. In this wideranging talk, Zimmer explains how his experience proves that a culture based on strong ethical values...The…
Don't Just Set Prices: Manage Them Strategically! - by Tom Nagle
Part of the Series: Stanford Executive Briefings
Traditional pricing methods involve a trade-off. You want to charge as much as you can in order to maximize Profits, but not so much that there is a negative impact on sales. So when a customer rejects your price, does it mean that the price is too high? According to…
A Leader's Legacy - With Jim Kouzes
Part of the Series: Stanford Executive Briefings
Each one of us has the opportunity to be a leader and to encourage the success and productivity of those around us. But such in uence takes work, especially if you want to leave a lasting impact. Based on twenty-five years of research, Kouzes explores the tough issues today's leaders…
Capabilities-Driven Strategy
Part of the Series: Stanford Executive Briefings
Most companies today face a fundamental problem: the disconnect between what they aspire to do and what they can actually accomplish. CEO's are worried about their differentiation in a world that is increasingly hard to compete in. But are they creating strategies without fully understanding what the organization is capable…
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 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…
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…
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…