Strategic
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Advancing the teachings of H. Igor Ansoff (Father of Strategic Management)
4obo = For(4) Open Business Organization
4obo = For(4) Open Business Organization
Summary and Overview Video
Strategic Success/Failure in Turbulent Times is
Seminars and workshop overview video
by Tamer Salameh (almost 5 minutes)
Please click to view.
by Tamer Salameh (almost 5 minutes)
Please click to view.
Strategic Success/Failure in Turbulent Times
is a Strategic Management
Paradigm Shifting Online Seminars (8) and one Hybered Workshop
"No matter how sophisticated our choices, how good we are at dominating the odds, randomness will have the last word." Borrowed wisdom from Nassim Nicholas Taleb
Who will benefit from attending?
Top Leaders and Managers, such as: Board members, C-suite, Senior Executives, In Charge of a Major Division, and Entrepreneurs. From any industry, government, for profit, and not for profit entities.
As part of our societal responsibility we extend discounts to:
1- Graduate Students in business and management (MBA, DBA, PhD), can attend the seminars but will attend a customized workshop. This is equal in content to more than 12 graduate semester credits without assignments and testing.
2- Teachers (with verified 10+ years of relevant industry experience), whereas they can attend the seminars but will attend a customized workshop.
3- US State and Federal Goverment current and future leaders: after compoleting the eight seminars, a customized workshop will be configured to include "Strategic Democracy" for USA*. This workshop is recommended for the President, Vice President, cabinet memebrs, members of Congress (US Senate and US House of Representatives), State Governors, and all senior members of the governing boady. Additionally, Honorable members of the US Supreme Court, State, and Federal courts are more than welcome.
* Leaearship of other countries will require customization (workshop only) that will be addressed upon request.
As part of our societal responsibility we extend discounts to:
1- Graduate Students in business and management (MBA, DBA, PhD), can attend the seminars but will attend a customized workshop. This is equal in content to more than 12 graduate semester credits without assignments and testing.
2- Teachers (with verified 10+ years of relevant industry experience), whereas they can attend the seminars but will attend a customized workshop.
3- US State and Federal Goverment current and future leaders: after compoleting the eight seminars, a customized workshop will be configured to include "Strategic Democracy" for USA*. This workshop is recommended for the President, Vice President, cabinet memebrs, members of Congress (US Senate and US House of Representatives), State Governors, and all senior members of the governing boady. Additionally, Honorable members of the US Supreme Court, State, and Federal courts are more than welcome.
* Leaearship of other countries will require customization (workshop only) that will be addressed upon request.
Purpose of 8 Seminars and One Workshop
"He who loves practice without theory is like the sailor who boards ship without a rudder and compass and never knows where he may cast."
Borrowed wisdom from Leonardo da Vinci
"Good theory is practical." Unknown Author
Borrowed wisdom from Leonardo da Vinci
"Good theory is practical." Unknown Author
Preparations for Responsiveness to TURBULENCE!
8 Seminars - Mostly Theory (asynchronous)
To prepare for the workshop 8 seminars can be reviewd at your own pace. Every Wednesday a person will be avaliable online to answer questions. The seminars are updated as need be and overhauled yearly.
Workshop - Mostly Practice (synchronous)
The workshop prepears response to turbulent times in two ways:
1- periodic - plan then implement sequentially, and
2- real-time - plan and implement concurrently.
The workshop is the application of the seminars with real data/information from participants respective firms.
1- periodic - plan then implement sequentially, and
2- real-time - plan and implement concurrently.
The workshop is the application of the seminars with real data/information from participants respective firms.
Overview Video
Strategic Success/Failure in Turbulent Times
is divided into three parts
Before, During, and After; Interactions between Theory and Practice to Build your Strategic Management Cockpit for open business organization (4obo) to achieve effective, efficient, and equitable results.
Copyright© 1987-2022 Tamer Tamer Salameh. All Rights Reserved.
1. Before workshop (8 seminars for workshop preparation): participants will complete 8 online seminars through a package containing reading material, videos and a manual to prepare for the workshop. Seminar number 8 will require the submission of an assignment. After completion of the eight seminars and submission of the assignment of Seminar #8, participant can register for the workshop.
2. During workshop ( 5 days of interactive lectures and workshops): We will cover two modes to address the above. Resulting in "knowledge and action for results over time in society." The workshop is for practitioners that will work on an area of their business to develop periodic &/or real time response.
3. After seminars and workshop: throughout the process questions will be addressed online in person every Wednesday from 9-12 am. and 1-4pm. (PST); announcement will be made if any change occurs.
2. During workshop ( 5 days of interactive lectures and workshops): We will cover two modes to address the above. Resulting in "knowledge and action for results over time in society." The workshop is for practitioners that will work on an area of their business to develop periodic &/or real time response.
3. After seminars and workshop: throughout the process questions will be addressed online in person every Wednesday from 9-12 am. and 1-4pm. (PST); announcement will be made if any change occurs.
Content of the 8 Seminars (1 of 3)
Please Take Seminars 1 and 2 first.
Question will be addressed online in person every Wednesday from 9-12 am. and 1-5pm. (PST); announcement will be made if any change occurs.
Question will be addressed online in person every Wednesday from 9-12 am. and 1-5pm. (PST); announcement will be made if any change occurs.
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1. Strategic Management, Operational vs. Strategic response, Tamer KARTS, and Environmental Turbulence Part I
Keynote speaker TBD and Tamer Salameh Please, click to watch seminar 1 video highlights > 1 minute For a faithful reflection of the environmental reality, it is necessary to use a technique which can capture the essential elements of that reality. |
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2. Environmental Turbulence Part II, Strategic Myopia, and Strategic Segmentation Tamer Salameh and Hienz Gisel Please, click to watch seminar 2 video highlights > 1 minute |
Strategic Success/Failure in Turbulent Times
Actionable Reality Examples
Reality: Environmental turbulence is unavoidable
Action to Take: Identify, anticipate, prepare for and manage “unknown unknowns”
Reality: All models and tools have limits that work at certain times but fail at others e.g. - Strategic Planning, SWOT, MBO, Six Sigma etc...
Action to Take: Lift your organization and skills beyond single dimensions such as: competitive advantage, core competence and “sticking to your knitting”
Reality: When strategy and capabilities are not accurately adjusted to changes in the environment, profitability and/or growth is threatened and vulnerability increases
Action to Take: Accurately identify turbulent factors to promptly align your capability(s) and strategy(s) to the changing environment
Reality: The above does not touch the "tip of the iceberg".
Action to Take: much more to cover.
Action to Take: Identify, anticipate, prepare for and manage “unknown unknowns”
Reality: All models and tools have limits that work at certain times but fail at others e.g. - Strategic Planning, SWOT, MBO, Six Sigma etc...
Action to Take: Lift your organization and skills beyond single dimensions such as: competitive advantage, core competence and “sticking to your knitting”
Reality: When strategy and capabilities are not accurately adjusted to changes in the environment, profitability and/or growth is threatened and vulnerability increases
Action to Take: Accurately identify turbulent factors to promptly align your capability(s) and strategy(s) to the changing environment
Reality: The above does not touch the "tip of the iceberg".
Action to Take: much more to cover.
Content of the 8 Seminars (2 of 3)
Seminars 3-7 can be taken in any order after completing seminars 1 and 2.i
Question will be addressed online in person every Wednesday from 9-12 am. and 1-5pm. (PST); announcement will be made if any change occurs.
Question will be addressed online in person every Wednesday from 9-12 am. and 1-5pm. (PST); announcement will be made if any change occurs.
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3. Vision, Mission, Objectives, Goals, Ethics, and management models i.e., crisis, chaos, sustainability, synergy etc. Tamer Salameh and Pardip Vaghela. Please, click to watch seminar 3 video highlights > 1 minute |
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4. Strategy – Innovation and Marketing; Deliberate &/or Emergent
Tamer Salameh and Peter Antoniou Please, click to watch seminar 4 video hilights > 1 minute Our research, our motivational thinking, concentrates more on the techniques of human strategy which are necessary to bring about the desired goal. |
Copyright© 1983-2022 Tamer Tamer Salameh. All Rights Reserved.
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5. Capability – Capacity, Culture, Information, Manager, Mentality, Structure, Systems, and Technology Tamer Salameh, Nadia Ardebili, and Goran Engberg Please, click to watch seminar 5 video highlights > 1 minute |
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6. Strategic Gaps(s), Periodic vs. Real time response with emphasis on Strategic Issue Management, Weak/Strong Signals Management, and Ecosystems Tamer Salameh and D. J. Park Please, click to watch seminar 6 video highlights > 1 minute |
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7. Behavioral Support and/or Resistance to Change: individual, group, and systemic Tamer Salameh and TBD. Please, click to watch seminar 7 video highlights > 1 minute |
Content of the 8 Seminars (3 of 3)
Seminar number 8 should be the last seminar.
Question will be addressed online in person every Wednesday from 9-12 am. and 1-5pm. (PST); announcement will be made if any change occurs.
Question will be addressed online in person every Wednesday from 9-12 am. and 1-5pm. (PST); announcement will be made if any change occurs.
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8. Conclusion and workshop assignment for for Strategic Segmentation of the firm into:
- Strategic Business Area/s (SBA), - Strategic Business Unit/s (SBU), and - Strategic Information Unit/s (SIU). Keynote speaker (TBD) and Everyone Please, click to watch seminar 8 video highlights > 1 minute The power of IT to turn challenges into opportunities, to create new markets and industries, to disrupt the way work is done, and to make commerce more social and mobile stems from the creativity and talent of managers - not the capabilities of technology. |
Strategic Posture - Tamer Tamer Salameh © Copyright 1983-2022. All Rights Reserved
Workshop Content
The workshop is shedualed for five days. Wheras, interactive lecturess and discussions will take place to prepare for implementation. Keynote Speaker TBD and all the members of Strategic Posture Team.
Additionally, question will be addressed online in person every Wednesday from 9-12 am. and 1-5pm. (PST); announcement will be made if any change occurs.
Additionally, question will be addressed online in person every Wednesday from 9-12 am. and 1-5pm. (PST); announcement will be made if any change occurs.
Our practice is multidisciplinary in the sense that it seeks an optic appropriate to the problem and not to a particular scientific discipline.
Borrowed wisdom from H. Igor Ansoff (Father of Strategic Management)
Strategic Posture - Tamer Tamer Salameh © Copyright 1983-2022. All Rights Reserved.
You do not create a manager in a classroom. You take experienced people and have them learn from each other in a classroom and share their experience.
Borrowed Wisdom from Henry Mintzberg
Borrowed Wisdom from Henry Mintzberg
"You do not create a manager in a classroom. You take experienced people and have them learn from each other in a classroom and share their experience."
"You do not create a manager in a classroom. You take experienced people and have them learn from each other in a classroom and share their experience."
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Please, click to watch Workshop video highlights > 2 minute |
What You Will Take Back to Your Business?
Advanced, Immediately Applicable Insight
A Toolbox of Cutting Edge Profit and/or Growth Enhancing Controls
Real World Practice Using Firm or Industry Relevant Data
Advanced, Immediately Applicable Insight
A Toolbox of Cutting Edge Profit and/or Growth Enhancing Controls
Real World Practice Using Firm or Industry Relevant Data
Previous Participants
May the strategic behavior be with you. Have a Strategic Day!
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A.H. Robins Ltd., Abu Dhabi Combat Club, Abu Dhabi Country Club, Al-Reem Island, Amdahl International Management, American Logistics, American Medical Response, Anderson Corporation, Applied Computer Services, Arab Monetary Fund, Arthur Anderson, BAYER, Board of Cooperative Extension System-New York, Boehringer Ingelheim Zentrale, Broome County High School System, Broome County Urban League, C.G. Jensen A/S, CEPSA, Children's Home of Wyoming Conference, Ciba-Geigy Ltd., City of Los Angeles, City of Portland, City of Sacramento, Computervision France, CONEX, County of San Diego, DEC Digital Equipment GMBH, Deloitte, Delta Airlines, Electro-Oil AB, Emergidata Enterprise Systems, Energy Labs, Envision Healthcare, Ernst and Whinney, FARMITALIA C ERBA SPA, First Gulf Bank, General Electric, George Washington Univ - School of Medicine, Grail Foundation, Honeywell Europe, HUELS AG, IBM USA, IBM Brazil, IBM Mexico, IBM Nederland, IBM-OWEGO, ICI PLC, INFOTEK, INFOTEK AS, Institute for Banking Studies Kuwait, Jeumont-Schneider, Johnson Wax, KONE, Kuwait Finance House, Lockheed Martin, Messerschmitt-Bölkow-Blohm, Ministerie van Volkshuisvesting, Minolta Camera Handles GMBH, MUTATIS, NASA, News Corporation, NOKIA, N-Squared Capital Investments, Oeberg ODC, Oy Rastor AB, Pacific Southwest Airlines, Pearl River Investment Company, Philips SPA, Sandoz AG, Private Department of HH Sheik Zayed, Rocky Mountain Helicopters, Royal Arabian Stables, Shell, Sony- Mexico, Tamouh, Texas Instruments France, The Disney Companies, The Warner Group, U.S. AID Middle-East Education, UNI Forsikring, Unilever, UNISYS Belgium, United Airlines, United Nations, United Trading & Services, United Way, US Airways, US Navy, US-China Chamber of Commerce, Vitality Concepts, Westinghouse, Xerox, & much more.
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In sports like martial arts, one’s posture is of preeminent importance. It provides a foundation for maximum efficiency, effectiveness, and equitability. It keeps you in the most optimal position to quickly see and respond (opportunistically or defensively) to difficult to predict moves, even those you have never seen before.
The paradigms of the Strategic Management Cockpit© (SMC); are to keep a business posture constantly prepared for turbulence in dynamic, hard to predict environments. The eight seminar and workshop details significant advancements for better use and optimization of Ansoffian principles supplemented by many contributors regarding strategic management. SMC is a quantum advance that adds and subtracts strategic dimensions to forward looking knowledge. It will help any business maintain a cutting edge strategic advantage.
SMC helps any company identify, develop and implement (concurrently and/or sequentially) scans, feedback loops, and strategic response tools that empower and prepare people in a range of turbulent conditions. May the strategic behavior be with you. Have a Strategic Day!
The paradigms of the Strategic Management Cockpit© (SMC); are to keep a business posture constantly prepared for turbulence in dynamic, hard to predict environments. The eight seminar and workshop details significant advancements for better use and optimization of Ansoffian principles supplemented by many contributors regarding strategic management. SMC is a quantum advance that adds and subtracts strategic dimensions to forward looking knowledge. It will help any business maintain a cutting edge strategic advantage.
SMC helps any company identify, develop and implement (concurrently and/or sequentially) scans, feedback loops, and strategic response tools that empower and prepare people in a range of turbulent conditions. May the strategic behavior be with you. Have a Strategic Day!
The Strategic Posture Team
Please click image below to view Bio
Identify, anticipate, prepare for and manage “Unknown Unknowns” , if any!
The team is an extensively experienced group which includes those who have studied and co-collaborated with the strategic management master. The members have successfully implemented his bottom line enhancing disciplines countless times in real world situations. Companies and organizations range from small to multi-national. Dedicated to further refining, expanding and advancing their mentor’s widely proven approaches, they provide deeper practical insight into Ansoff’s legendary work. In addition, the group is introducing new integration and completion of concepts researched and developed late in Dr. Ansoff’s illustrious career.
Birds Eye View
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Registration and Contact
"Money on the wood makes the game look good." Unknown Author
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Please Click Image Below to View
Validation
Contact
+1(858)-733-8888 |
Pay Online
Teacher and Students TBD.
8 Seminars only TBD. |
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WE FINANCE
Contact us for the Express Finance Program Strategic Success in Turbulent Times - Pricing
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