Focus
on: Strategy
Strategy is more important — and more difficult — in a
rapidly changing world. In this issue, we examine the expanding role
and new skills required of CFOs in corporate strategy and risk management.
Our second story explores how three companies in a single industry
have used very different competitive marketing strategies to achieve
success. Next, the academic co-director of our Critical Thinking program
looks at the traps that sabotage good strategies, and discusses tools
such as scenario planning that can "future proof" your strategies.
We then look at how strategic change can evoke strong emotions. Managing
emotions and addressing emotional contagion are crucial to change,
as explored by the academic co-director of Leading Organizational
Change. Finally, we offer a free chapter of the book Making
Strategy Work, which examines how to implement strategy effectively,
and we highlight upcoming programs that can improve your strategic
insights and performance.
Articles
 In the Classroom I
Beyond the Numbers: CFOs Play a Greater Role
in Strategy
A new survey of CFOs found that in a world of complex challenges
and greater scrutiny, the chief financial officer (CFO) is playing an increasingly
important role in strategy and risk management. Fulfilling this role requires
skills beyond finance — including strategic perspectives and interpersonal
skills, according to the academic director of Wharton's The CFO: Becoming
a Strategic Partner program. More
Senior Management
Dealer's Choice: Gaming Companies Use Development,
Conventions, and Marketing Metrics To Achieve Success
While companies often benchmark their strategies against rivals,
a visit by Wharton Fellows to three dominant players in the gaming
industry in Las Vegas found that "there are multiple ways to the
top." More
 Thought
Leaders
Future-Proofing Your Strategy: The Gorilla
Before Your Eyes
Strategic planning often focuses on projections based on the current
business. But looking back to plan for the future may be a flawed strategy.
Paul Schoemaker, academic co-director of Wharton's Critical Thinking program,
examines how peripheral vision and scenario planning can help fill in the
missing pieces to "future proof" your strategy. More
In the Classroom II
Harnessing Fire: Managing Emotions for
Successful Organizational Change
Emotions can have a powerful effect on organizational dynamics
and performance. Negative and positive emotions can spread like fire.
Wharton's Sigal Barsade, academic co-director of Leading Organizational
Change, discusses "emotional contagion" and how to harness
emotions to improve performance and facilitate organizational change. More
 Wharton
School Publishing
Making Strategy Work: Leading Effective
Execution and Change
In his book Making Strategy Work: Leading Effective Execution and
Change, Wharton professor Lawrence Hrebiniak shows how to translate
a great plan into a strategic success. More
January's Poll Results
View Wharton@Work readers' response to the question "Do
leaders or teams primarily drive your work?" More
We made a miscalculation, but it's consistent with our
over-all strategy.
Published in The New Yorker May 14,
2001
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My new marketing strategy is to sell stuff to you two.
Published in The New Yorker November
14, 1988
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Featured Programs:
Marketing
Metrics: Linking Marketing to Financial Consequences
 Do
you know the impact of your marketing initiatives on the bottom line? Marketing
managers increasingly need to demonstrate the ROI of their programs. Finance
executives need to assess the payoffs of marketing investments. Wharton's Marketing
Metrics program provides rigorous tools and approaches to measure
the effectiveness of your marketing expenditures. Taught by an interdisciplinary
team of Wharton faculty, it will help you make better marketing investments. More
Leading
and Managing People
Your
success as a leader depends upon your ability to influence the actions
of others. Leading and Managing People shows you how to use the
fundamental principles of human behavior and communication to engage employees
in serving your goals, by linking to their individual motivators. You will
also see how you affect your employees — positively and negatively — and
gain practical tools and frameworks that will help you lead them more effectively
to achieve the results you need. This program is complementary to Building
Relationships That Work,
which focuses on revitalizing the relationships that affect the quality
and profitability of your business. More
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Upcoming Programs
MARCH 2008
Securities
Industry Institute
Mar. 9–14, 2008
APRIL 2008
Career
Comeback: A UBS Fellowship Program for Professional Women Re-entering
the Workforce
Apr. 5–7, 2008
Wharton
Fellows Master Class: Innovation and Creativity
Apr. 6–8, 2008
The
CFO: Becoming a Strategic Partner
Apr. 6–11, 2008
Critical
Thinking: Real-World, Real-Time Decisions
Apr. 7–9, 2008
Strategic
Thinking and Management for Competitive Advantage
Apr. 14–18, 2008
Essentials
of Marketing
Apr. 27–May 2, 2008
Essentials
of Management
Apr. 28–May 2, 2008
Jun. 9–13, 2008
MAY
Executive
Development Program
May 4–16, 2008
Leading
Organizational Change
May 4–7, 2008
Strategic
R&D Management
May 5–9, 2008
Finance
and Accounting for the Non-Financial Manager
May 12–16, 2008
Marketing
Metrics: Linking Marketing to Financial Consequences
May 12–16, 2008
The
Leadership Journey: Creating and Developing Your Leadership
May 18–23, 2008
Building
Relationships That Work
May 19–22, 2008
Leading
and Managing People
May 27–30, 2008
JUNE
Wharton/Windhover
Program for Pharmaceutical and Biotech Executives
Jun. 1–6, 2008
Advanced
Management Program (AMP)
Jun. 1–Jul.4, 2008
NEW! AMP
Alumni Program
Jun. 2–8, 2008
Leading
the Effective Sales Force
Jun. 2–6, 2008
Strategic
Thinking and Management for Competitive Advantage
Jun. 2–6, 2008
Competitive
Marketing Strategy
Jun. 9–13, 2008
Strategic
R&D Management
Jun. 15–20, 2008
Investment
Strategies and Portfolio Management
Jun. 16–20, 2008
Strategic
Alliances: Creating Growth Opportunities
Jun. 16–19, 2008
Mergers
and Acquisitions
Jun. 22–27, 2008
NEW! Creating
and Leading High-Performing Teams
Jun. 23–27, 2008
Full-Spectrum
Innovation: Driving Organic Growth
Jun. 23–25, 2008
Pricing
Strategies: Measuring, Capturing and Retaining Value
Jun. 23–27,
Strategic
Persuasion Workshop: The Art and Science of Selling Ideas
Jun. 23–26, 2008
February's Poll
In developing and implementing your strategy, what is your primary focus?
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Resources
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