CEO Discussion with Marty Gupta
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CEO Discussion with Marty Gupta

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August 4, 2011

August 4, 2011

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    CEO Discussion with Marty Gupta CEO Discussion with Marty Gupta Presentation Transcript

    • Business Alignment & Growth TECNA Conference - Atlanta Marty Gupta August 4, 2011
    • The Growth Challenge The Holy Grail● Sustained growth is an elusive goal● Only 20% of large companies grow consistently through both economic expansions and contractions● Only 5% of large companies achieve sustained growth by organic means● Those that do, average 10x greater financial return (than S&P500) Growth leaders are better skilled in managing risk, so they take more risk
    • The Strategy/Execution DivideTwo commonly experienced problems:Uninspired Strategy Disappointing Execution● Ideas aren’t big enough ● Results underperform plan● Risk-averse culture ● Uncertainty not managed● Annual event, static process ● Execution follows strategy Strategy and execution are inextricably linked. They need to be managed as one continuous process.
    • Growth StrategyGrowth Leaders Alignment● The best companies have better alignment between strategy and execution, senior leaders and project teams● The best companies take more risk because they are better at managing risk
    • Aligning Strategy & Execution Project Acceleration Finance Mktg. Other Sales Ops. R&D Senior Leaders Strategic Assumptions Vertical Alignment CAP provides Functional a common Leaders language Project Leaders Execution Assumptions Cross-functional Alignment
    • TECNA Survey 15 RespondentsTECNA Mission Trade Group for Technology Councils and their members● 1. TECNA’s primary role is to provide a platform for ● 11. We need to reach out and recruit more technology exchanging information, best practices and peer-to-peer associations networking for leaders of technology councils in North ● 12. TECNA has the potential to facilitate the development America (i.e. we act as the professional development of new technology associations organization for technology council leaders) ● 13. TECNA has opportunity to leverage its buying power to● 2. TECNA’s second role is as a trade group for technology offer benefits to members (i.e. health insurance, business community membership organizations – bringing together 40 services) distinct organizations with 20,000 technology companies as ● 14. TECNA should explore ways to harness the cumulative members power of its 40 technology association members and their● 3. Finally, TECNA has a role in Washington and Ottawa to 20,000 member companies (i.e., surveys, policy questions, promote economic development through the support of etc.) specific initiatives and regional institutionsProfessional Development Organization for Technology Councils Economic Development● 4. Peer-to-peer networking is the single most beneficial ● 15. TECNA does not currently have the brand, consensus- activity for TECNA members making capability or government know-how to drive a policy● 5. TECNA conferences are best when we manage them agenda so partners with national organizations (i.e. ourselves TechAmerica, CompTIA)● 6. I’d like to learn more about the host organization and ● 16. The policy agenda should be ala carte, that is, TECNA region members should have the option to sign up for specific● 7. I would appreciate more communications between policy initiatives conferences● 8. The annual conferences would be improved by offering TECNA Initiatives two tracks – one for larger, established technology councils ● 17. TECNA should focus on only 2 or 3 key initiatives in the and one for smaller, newer technology councils – in addition next year to general sessions ● 18. Executive committee selection and assignment process● 9. TECNA should offer smaller regional meetings between needs to be improved conferences ● 19. Resources should be allocated to recruiting new● 10. Sharing of best practices is valuable but too casual – technology council members TECNA has a real opportunity to provide a resource library of information
    • Assumption Averages TECNA Survey5.004.504.003.503.002.50
    • Assumption Variance TECNA Survey2.001.501.000.500.00
    • Averages by Respondent TECNA Survey4.604.404.204.003.803.603.403.203.00
    • Assumption Averages & Variance TECNA Survey 5.00 Info exchange role Peer networking 4.50 Trade group role Harness members Econ dev role 2 or 3 initiatives Buying powerAverage 4.00 Recruitment Communications Recruit Resource library resources Self managed conf Policy partnerships 3.50 3.00 Ala carte policies Two-track conf 2.50 0.00 0.50 1.00 1.50 2.00 Variance
    • Summary of Findings TECNA Survey● TECNA’s role in exchanging information, benchmarks and peer-to-peer networking has highest level of agreement • Peer-to-peer networking● Strong agreement on TECNA’s role as trade group • Harness the power of 20,000 member organizations • Explore buying power● Agreement that TECNA should have an economic development role but some disagreement on how that should be achieved • Role of policy partners● Focus on 2 or 3 initiatives
    • Contact Information Marty Gupta Managing Director 770-729-9027 mgupta@CAPconsultants.com www.CAPconsultants.com