2012 Stryve Alliance Brochure

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Stryve All iance

A x c u s sA c h A d A d so s c To A c c A T M A k Tp A c su c c ss


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Once again shits in technology (social media, bandwidth, tablets,etc.) have created opportunities or progressive corporations

to gain competitive advantages in new channels or sales,marketing, and customer service. But success and lasting beneftsrequire strong alliances and joint vocabulary among theseunctions and with the inormation technology and human capitalunctions. Stryve Alliance is an ongoing annual membershipservice or major corporations that generates uture best practiceinsights in this arena through breakthrough research projects andintimate executive conerences.

Stryve Alliance ocuses on assisting its corporate executivemembers in what we believe to be three critical success actors

in achieving sustainable advantage in this rapidly changingenvironment:

Strengthen the internal alliances among the customer acing,inormation technology and human capital unctions.

Reinvest in the proessional development o the executive teamso these unctions in order to be both current and anticipatory.

Leverage technology shits (e.g., social media) in service o theproven principles o eective corporate strategy.

The frst two actors are addressed several ways by Stryve Alliance.

For the executive teams over these unctions, the ExecutiveForums and Senior Management Interchanges provide world-classopportunities to learn, collaborate through joint attendance, andinteract with peers. Most frst-time participants leave expressingthat its been the best business meeting ever!

Direct reports and management teams under these executivesparticipate in the monthly research project webcasts. This activity

stimulates cross-unction collaboration and develops insights intobest uture practices.

The third success actor is addressed via the 2012 major researchproject Social Media and Business Strategy.

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S t r y v e A l l i a n c e


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s t r y v e o t m e p r j e t One o Stryves responsibilities to Alliance members is to identiyemerging issues, opportunities and management methods withrespect to the sales, marketing and customer service unctions. Inmost cases, the ocus lies at the intersection o people, process,

and technology. We then explore how to address the challengesearly, ahead o the curve, or maximum business advantage.

The key to this process is the annual Stryve Alliance OutcomeProject. This rapid-strike research project develops uture bestpractices through a time-tested methodology that has evolvedmany acclaimed breakthrough management practices. Eachproject brings together industry and academic experts, the Stryveresearch team, senior Stryve practitioners and, most importantly,client senior management to collaboratively delineate businesschallenges and anticipate how to meet them.

Led by Robert Morison, Stryve Alliance Outcome Projectsenable action through a judicious mix o resh perspectives andinnovative, pragmatic management practices. Work in progress isdiscussed on monthly webcasts and executive summaries at theStryve Executive Forums and Senior Management Interchanges.Results are published in online and in searchable documents openor ongoing comment by Stryve Alliance members.

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The social media bandwagon isovercrowded and bogged down. Intrying to exploit social media, start-ups and established companies alikehave competed in ways that violatenearly every precept o good strategy.Rather than ocus on profts, they havechased customers indiscriminatelythrough coupons, discounting, channelincentives, and advertising. Rather

than concentrate on delivery value that earns an attractive pricerom customers, they have pursued indirect revenues such asadvertising and pay-per-click ees. Rather than make trade-os,they have rushed to oer every conceivable product or service.

Our working hypothesis is that, contrary to all the hype, socialmedia does not change everything and does not supplantbusiness strategy. The channel is so crowded and commoditizedthat it generates endless me-too-ism and is unlikely as a source odierentiation and advantage. Social media may provide a betterplatorm than previous generations o broadcast media, and thus

capabilities to exploit. But it should be a means o orwardingeective business strategy based on traditional strengths such asunique products, proprietary content, stellar customer service anddistinctive physical activities.

This research program ocuses on putting social media to work.We will get past the noise, debunk the myths, and create aclearing where a sound social strategy can be ormulated astrategy aligned with competitive orces, industry structure,business strategy, and the marketing and other value-adding

activities o the enterprise. The research will enable participatingorganizations to address questions including:

What are the essential elements in a social media strategy orour business?

How can we align social media strategy and activities with theirbusiness counterparts to maximize ft and value?

What are the tradeos, and how do we determine what notto do?

What persona does our business or brand want to project, andhow can we do so consistently?

How can we best segment, understand, target, and connectwith customers and prospects in this channel?

How can we get beyond push marketing and learn to reallyparticipate and adapt in the social media marketplace?

How can we use social media or real collaboration withcustomers, prospects and partners doing mutually benefcialthings with and or each other?

What kind and range o talent do we need to put social media

to work?

Social media cant be ignored, but it should be employedwith discipline and ocus. Regardless o whether you are justexperimenting with social media or eel youre o and running, thisresearch program will deliver a journey map to help you achievebusiness results rom your social media eorts and investments.

This important Outcome Project will kick-o with a webcast inDecember 2011.

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s t r y v e e t i v e c n f e r e n e

Stryve Executive Conerences are extraordinary.

Sessions are small and interactive. Discussion leaders spend a ullmorning or aternoon with attendees. Presentations are tailoredto the senior-level audience, and dialogue is extensive. Eveningsocial unctions are upbeat and designed to oster interaction.

Participants are true peers. Attendance is strictly limited to theappropriate-level executive with no exceptions.

Speakers are world-class. Our speakers are recognizedauthorities business leaders, uturists and technologists whoare skilled at stimulating new ideas and lively discussion on thecritical issues o today.

Sessions are well planned and precisely run. Meetings start andend on time, materials are inormative, and all sessions oer aphysically comortable setting to ensure that participants makethe most o the time they invest.

Programs are designed to make planning easy. The Allianceprogram calendar with scheduled speakers is published well inadvance to give attendees maximum planning exibility. Detailedagendas or each meeting are mailed at least three months beorethe session.


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Held in inormal surroundings, theseExecutive Forums combine challenging,highly interactive presentations by leadingexperts with lively peer-to-peer dialogue.Foremost business leaders and originalthought leaders, in hal-day segments,explore the most critical business andtechnological issues impacting corporationstoday. Executive updates on the latestfndings rom the Stryve Outcome Projectare presented and discussed.

Participation is open to the Stryve memberexecutive and an appropriate executivecolleague. Many members and their guestsarrive on the weekend to participate inhosted activities.

t Abt ever fr cange!February 26-29, 2012 The Lodge at Pebble Beach, Pebble Beach, Caliornia

Gary Hamel Reinventing management in an era o a networked worldDirector, Management Lab

Ken Dychtwald Branding and marketing to the new generation o middlescent adultsAge Wave

t Abt eaeri an elt!July 29-August 1, 2012 The Homestead, Hot Springs, Virginia

Clay Christensen Creating new growth through disruptive innovationHarvard Business School

Dave Ulrich Becoming a better leader and instilling it throughoutThe RBL Group

Eric Qualman Capitalizing on word o mouth becoming world o mouthSocialnomics

t Abt ctmer!

October 28-31, 2012 The Ritz-Carlton, Dove Mountain, Marana, ArizonaFrances Frei Designing and building more eective service excellence within corporationsHarvard Business School

Peter Sheahan Creating strategies to turn change into competitive advantageChangeLabs

Jim Champy Going beyond engaging customers learning to inspire themChampy and Company

Held in major city hotels, Senior ManagementInterchanges (SMIs) oer a venue or Stryvemembers to share insights with other seniorline and unctional executives. These highlyinteractive events eature hal-day sessionson strategy, business, and management.Executive updates on the latest fndings romthe Stryve Outcome Project are presentedand discussed. SMIs are open to two senior

business executives at the appropriate level.

senir Management nterange t Abt sbtantial Grwt!May 8-9, 2012 The Four Seasons Hotel, Houston, Texas

Michael Treacy Tackling the challenges o creating steady, ast and proftable growthTreacy and Company

Nancy Koehn Creating strategies or reaching uture consumersHarvard Business School



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2 0 1 2 s t r y v e A l l i a n e o t m e p r j e t F a l t y

bert Mrin | Research Director | Stryve

Bob Morison serves as Stryves director o research. A highly accomplished business researcher, writer, discussion leader, andmanagement consultant, he has been leading breakthrough research at the intersection o business, technology, and human

asset management or more than 25 years. He has written inuential research reports and management guides on topicsranging rom workorce management and business innovation to business process reengineering, collaborative businessmodels, and business analytics. His work combines insight, innovation, and pragmatic attention to how organizations workand change.

Bob is the McKinsey Award winning co-author oAnalytics At Work: Smarter Decisions, Better Results (Harvard Business Press,2010), Workforce Crisis: How to Beat the Coming Shortage of Skills And Talent(Harvard Business Press, 2006), and threeHarvard Business Reviewarticles, most recently Teaming Up to Crack Innovation and Enterprise Integration. Bob has spokenbeore scores o corporate, industry, and government groups, and is an engaging presenter and discussion leader on television,

radio, and webcasts, including as a commentator on workorce issues on Nightly Business Reporton PBS.

Fran cae | Chie Experience Ofcer | Customer Innovations, Inc.

Frank Capek has spent more than 25 years helping leading organizations design products, services, and experiences thatpositively and proftably inuence people.

His work has included everything rom designing retail stores and restaurants to creating distinctive products, services, andtechnology or a range o fnancial institutions, healthcare organizations, high-tech and consumer products companies, as wellas business services providers.

Frank is an expert on the integration o design and behavior. In the course o his work, hes pioneered many o the mosteective tools or profling and inuencing how people perceive, interpret, and act on their experiences. These tools are thebackbone o the inuence modeling and design methodology employed by Customer Innovations.

Over the past decade, an increasing amount o Franks work has ocused on the intentional design o leadership and employeeexperiences that generate desired customer experiences.

Franks clients include: American Express, AARP, Chase, Chick-fl-A, Comerica, Dominion, Entergy, Humana, ING, Jiy Lube,Kaiser Permanente, Merrill Lynch, Michelin, MIT, Nationwide, Novartis, Principal Financial, United Van Lines, Western Union,and Zales.


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Jim camy | Vice Chairman | Stryve

Jim Champy is a leading authority on the management issues surrounding business reengineering, organizational change, andcorporate renewal. He is the ormer Chairman o Consulting or Perot Systems and was a ounder o Index Systems. Jim consultsextensively with senior-level executives o multinational companies seeking to improve business perormance.

Jim is co-author o Reengineering the Corporation, which was on the New York Times best-seller list or more than a year and soldmore than two million copies; it has been translated into 17 languages. His ollow-up book, Reengineering Management, is also abest-seller and was recognized by Business Week as one o the best business books o 1995.

Jims latest book is Reengineering Health Care, A Maniesto or Radically Rethinking Health Care Delivery. He is also the authoro a series o books on new business models OUTSMART!, INPSIRE!, and DELIVER! Jim earned his BS in 1963 and his MS inCivil Engineering in 1965 rom M.I.T., and a JD degree rom Boston College Law School in 1968. He is a lie member o the MITCorporation, a Trustee o the Roxbury Latin School, and serves on the Board o Overseers o the Boston College Law School. He isa member o the Board o Directors o Analog Devices, Inc., and a Research Fellow at the Harvard Business School.

dave sttn | Founder and Managing Partner | TopRight, LLC

Dave Sutton is a leading authority today on how to plug 21st-century strategic marketing techniques and enabling technology into

the modern business to drive organic growth. He is the Founder and Managing Partner o TopRight, LLC a strategic marketingconsultancy that helps companies corner the markets where they choose to compete. TopRight delivers integrated marketingstrategies and solutions with a blend o art and science combining strategy, creativity, execution and analytics to deliver fnancialimpact. Daves primary research eorts over the past ew years have ocused on helping companies to demystiy social media andto leverage this important new marketing channel to generate real competitive advantages or their businesses.

Dave successully combines the science o an engineer with the art o a marketer and has led numerous business strategy,marketing strategy and marketing transormation engagements or Global 2000 companies and non-proft organizations aroundthe world. He has worked with leading brands across many industries and categories including Alcoa, American Red Cross, Boeing,Coca-Cola, ConAgra, Delta Airlines, Eli Lilly, Georgia-Pacifc, JP Morgan Chase, Kimberly-Clark, Miller Brewing, Sylvan Learning,Toshiba and Vodaone.

Dave is a widely quoted authority on brand and marketing strategy, online marketing, social media, and marketing measurement.

He has appeared as a marketing expert on television programs such as Fox News and Fox and Friends. Industry analysts such asKennedy Inormation, Forrester Research, Gartner Group, AMR Research, and mainstream publications such as Fortune, Forbes,Business 2.0, CEO, and Upside regularly look to Dave or strategic marketing insight.

clby Tame | Managing Partner | Stryve

Colby Thames has delivered insight, research, and technology solutions to Fortune 500 enterprises since 1990.As a ounder o Stryve, he is responsible or its overall strategy and corporate operations. In addition, Colby provides executiveguidance on critical issues to many o Stryves clients.

His research work centers on issues that impact corporations at the intersection o inormation technology, process, and humancapital. His most recent research has centered on Social Business Process Reengineering,Next Generation o Shared Services, and corporate collaboration.


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Stryve identifes and delivers uture best practices and successul strategies to our clients. Withour insight and research team and through our associations with leading business thinkers, weidentiy emerging issues in the marketplace and then work with you to understand, rame, andimplement solutions to ensure that you are ahead o the market.

Our strategists have decades o proven experience across a variety o business trends andindustries, and our analysts and technologists design and implement solutions using the latestadvances in sotware and inrastructure.

We unver an deliver nigt

We monitor the business landscape to identiy emerging trends, and shape this learning intosolutions and strategic opportunities or our clients. We look at your current strategy, operatingmodel, and total business value o your organization through our discovery and review process.We oer:

Applied Research and Insight

Retained Advisory

We Aly nigt t r Bine

We perorm a strategic and tactical evaluation and develop a program plan outlining the rightstrategic initiatives, metrics, and fnancials or your organization. We do this through:

Strategy Mapping Organization Design Business Process Analysis Strategy Execution Program Management

We drive etin f strategy

We translate plan into action by driving the implementation o your new plan and measuringyour change initiatives to gauge their eectiveness and ensure successul implementation ochange. We propel and manage:

Technology Enablement Change Management Application Development

S t r y v e F o r S u c c e s s



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For further information, please contact

Ron Christman, Executive Director at 281-536-6490or Kary Taylor, Alliance Membership Director at 214-208-2085.


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10333 Richmond Avenue, Suite 402 Houston, TX 77042 Toll-ree: (866) 454-3106 [email protected]

2012 Stryve Alliance Brochure

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