1. March 2012
HSG CEOs’ Club
Strategic Plan
Joana Campos, SelinaDegen, SachaDjafarian,
Fabian Heinrich, Lars Kahl
Integrative Seminar
CEO‘s Club
Strategic Plan
2. Agenda
Agenda Positioning Option Frame Normative Frame Recommendations
I Agenda
II Positioning
III Option Frame
IV Normative Frame
V Recommendations
Integrative Seminar
CEO‘s Club
Strategic Plan
3. Positioning
Agenda Positioning Option Frame Normative Frame Recommendations
Integrative Seminar
CEO‘s Club
Strategic Plan
4. Option Frame
Agenda Positioning Option Frame Normative Frame Recommendations
1. Location
2. Members
3. Timing
4. Procedure
5. Image
Integrative Seminar
CEO‘s Club
Strategic Plan
5. Option Frame
Agenda Positioning Option Frame Normative Frame Recommendations
1. Location
• [scopeof meeting]
• Quarterlymeetingsheld in oraroundSwitzerland and notanywhere
in Europe.
• [spread of location]
• Meetings neitherfixedupononelocation (eg HSG), nor do
weproposenewlocationsforeverymeeting.
• [authority]
• Theauthority and so-calledmanagement of
theclubshouldbebasedcentrally and mostlikely at the HSG itself.
Integrative Seminar
CEO‘s Club
Strategic Plan
6. Option Frame
Agenda Positioning Option Frame Normative Frame Recommendations
2. Members
• [n members]
• starting off with a figurearound 25
members, thelongtermcouldbesettled at around 50 members.
• [region]
• thefocusshouldneither just besetupon Swiss CEOsnor on
Europe‘sexecutives, themembersshouldoriginfrom and beactive in
the DACHLI region.
• [age]
• will
beprobablydeterminedautomaticallybytheotherparametersaroun
d 45 years.
Integrative Seminar
CEO‘s Club
Strategic Plan
7. Option Frame
Agenda Positioning Option Frame Normative Frame Recommendations
• [job status]
• itisimportantnot to mix greenhornswithveteransseen as thetwo
extremes, but to find a valuablecomposition of experience.
• [job position]
• the HSG CEOs‘ Club
deliberatelyfocussesuponChiefExecutiveOfficers, neither all C-
levelexecutivesnor „higher“ positions such as boardmembers.
• [companysize]
• therangethemembersshouldoriginfromisactivewithrevenuesfrom
500 million to 10 billion CHF and with a minimum of 250
employees.
Integrative Seminar
CEO‘s Club
Strategic Plan
8. Option Frame
Agenda Positioning Option Frame Normative Frame Recommendations
• [weight of character]
• thepointsaboveshouldnotbeseen as definite and
exclusivecriteria, ratherthanguidelines. Ifthepersonality of a
potential memberoverweighs, he
shouldbetakenintoconsideration.
• [industryscope]
• one of ourclub‘suniquesellingpointsisthe cross
industryapproachwhichexcludesthefocus on a
singleindustrycompletely.
• [membershipfee]
• ourfeeissethighlyabovecomparableclubs‘ fees at 22‘500 CHF.
Integrative Seminar
CEO‘s Club
Strategic Plan
9. Option Frame
Agenda Positioning Option Frame Normative Frame Recommendations
3. Timing
• [clubhorizon]
• Theaimis to establish a Club forCEOs‘ forthelong term.
• [membershipduration]
• Itis vital to seek a good combinationbetweenturnover and
establishing a tradition in theclub in order to
createthenecessaryfeeling of trust.
• [frequency of meetings]
• Thereshouldbequarterlymeetingsforthemembers and
oneanualretreat.
Integrative Seminar
CEO‘s Club
Strategic Plan
10. Option Frame
Agenda Positioning Option Frame Normative Frame Recommendations
4. Procedure
• [contentbased]
• The „educational“ part of ouractivitiesshouldneitherbeheld in
one-to-onecoachingsessions, nor in
oversizedplenarysessions, ratherhappen in dialoguewiththeguest
„speakers“.
• [agenda]
• Giventhedifficulty of
findingdatesforthemeetingswiththealreadyverybusymembersthea
gendaincludingdatesformeetings and retreatshouldbefixed and
accessible in themid- to long-term.
Integrative Seminar
CEO‘s Club
Strategic Plan
11. Option Frame
Agenda Positioning Option Frame Normative Frame Recommendations
4. Procedure
• [empowerment]
• Themembersshouldbegiventheperception of beingable to
shapetheirownagenda, butmeanwhileavoidingtherisk of a spin-off
of certainmemberstakingovercontrol.
Integrative Seminar
CEO‘s Club
Strategic Plan
12. Option Frame
Agenda Positioning Option Frame Normative Frame Recommendations
3. Image
• [publicappearance]
• Giventhechoice of having a public image of a „behind-closed-
doors“-society and on theother hand a very transparent and
publicappearance, thekeychallengeis to avoidconspiracy and
cartelimpressionsby a „well paintedhouse“. Seeming
transparent, but in realitykeepingthe vital information to
ourselves.
• [appearance to members]
• Itisveryimportant to maintain a highlyexclusive image to
ouractual and as well potential newmembers. Itshouldbeseen as
somethingextraordinary to beinvited to thisclub.
Integrative Seminar
CEO‘s Club
Strategic Plan
13. Option Frame
Agenda Positioning Option Frame Normative Frame Recommendations
Scope of meeting HSG Europe
Location Spread of location One [eg HSG] Spread
Authority Centralised decentralised
N° of members 10 60
Region Swiss based Central Europe
Age 25 70
Job Status „Greenhorn“ „Veteran“
Chairman of the
Members Job Position C-Level
Board
Company Size Small Big
Weighting of Character Low high
Integrative Seminar
IndustryScope Singleindustry Cross industry
CEO‘s Club
Strategic Plan Membershipfee 500 CHF 25‘000 CHF
14.
15. Normative Frame
Agenda Positioning Option Frame Normative Frame Recommendations
Goals
Mission Vision
Values
Integrative Seminar
CEO‘s Club
Strategic Plan
16. Normative Frame
Agenda Positioning Option Frame Normative Frame Recommendations
[whatwe stand for and part of ouridentity]
• „circle of trust“
•thoughtleadershipalongmegatrends
•enhancing and stimulatingdialogue
• ...
Integrative Seminar
CEO‘s Club
Strategic Plan
18. Normative Frame
Agenda Positioning Option Frame Normative Frame Recommendations
[ouruse and thereasonwhyweexist, valueproposition]
• Networking with an alliance of like-minded executives
facing similar challenges
• A dialogue platform for leaders to exchange best
practices, and together learn how to manage and grow
your business
• Impactful insights through conversations with
strategists and educators from different areas of
expertise from the University of St. Gallen and leading
Swiss and European firms
• creation of stronger business environment
• broaden horizon of member CEOs
Integrative Seminar
CEO‘s Club
Strategic Plan
19. Normative Frame
Agenda Positioning Option Frame Normative Frame Recommendations
[„Ambition Level“]
• to become DACHLI’s most appreciated society and
institution for providing Europe’s top executives and
actors in the business world with meaningful
content and a platform to enhance extracommercial
relationships
Integrative Seminar
CEO‘s Club
Strategic Plan
20. Recommendations
Agenda Positioning Option Frame Normative Frame Recommendations
[Activities]
•annualretreat, quarterlyget-togethers
•location: retreat flexible, get-togethersSwiss-based
•highlyexclusivelocations
[Marketing]
•wording and phrasing
•use of referrals and recommendations
•how to createconstantpipeline of potential newmembers
• „private twitterapp“
Integrative Seminar
CEO‘s Club
Strategic Plan
21. TheStrategic Plan
Agenda Positioning Option Frame Normative Frame Recommendations
Thankyou ! ...
... anyQuestions?
Integrative Seminar
CEO‘s Club
Strategic Plan
