Michael Treacy

Titles

Sustained Double Digit Growth
Growth, the lifeblood of industry, is the ability of a company to increase its revenues and profits by expanding its business-either by acquiring other companies, increasing its market share, or penetrating new or adjacent markets. Believing that many of the formulas for growth were wrong, incomplete or outdated, Michael Treacy set out five years ago to try to crack the growth conundrum. This speech will outline the principles and disciplines for making double-digit growth a reality in your company.

The Anatomy of Sustained High Performance
We all know it when we see it. The perfectly executed pass, a balletic basketball play, the scintillating guitar riff. Often built on individual skill, awesome performance results from a special combination of talent, deliberate practice, learning and sheer hard work.

Organizations, too, are awesome performers --in sports, the arts, education and business. Think of the many sports dynasties, the superb symphonies and ballets, the highly productive research institutes and, of course, those iconic companies who consistently and over time achieve record levels of growth, productivity and innovation.

While we easily recognize awesome performance, we have a limited understanding of how to build it and sustain it in large organizations. Traditional thinking on the subject such as the strategy, leadership and the process reengineering schools are of little help. Like blind men with the elephant, each school is convinced what they are holding comprises the whole.

Based on his multi-year global research program into the anatomy of performance, Michael Treacy will discuss the ways in which senior executives can create and sustain awesome performance, especially in today`s environment of ever-increasing change, turbulence and complexity. He will describe an entirely new approach to performance improvement, one that is centered on the capacity for and speed of learning, innovation, and adaptation. He will highlight the limits of our current planning, budgeting and control processes and demonstrate a new approach based on experimentation, discovery and the compounding effects of small improvements. Treacy will conclude with specific and practical actions CEOs and their executives can take to establish the initial conditions for success in their organizations.

Value Leadership: The Discipline of Market Leaders
Do you want to be the leader in your industry? Do you want to provide the best offering for your customers, whether that is the best products, the best solution or the best total cost? Do you want to have the capability to offer your customers better value year after year? This session uses the principles of Michael Treacy`s co-authored best seller, The Discipline of Market Leaders. Translated into 18 languages, with about one million copies in print, this book revolutionized thinking about markets and competition. This session has revolutionary ideas about markets and competition, and introduces new terms such as "value propositions" and "customer intimacy."

Outsourcing and Offshoring and the Wealth of Nations
Outsourcing (when a firm contracts with an outside supplier for work) and offshoring (when a company moves domestic work overseas) are controversial and complex strategies that are, nevertheless, gaining in appeal. The drive to maintain competitive parity has caused companies to seek specialized suppliers that can perform tasks and processes with greater productivity and to re-evaluate where work best gets performed. Opponents of outsourcing and offshoring maintain that this weakens domestic competitors in the long run and that jobs are being sacrificed for profits. Which view is correct? What should a prudent executive do?

In this session, Michael Treacy looks at the impact of outsourcing and offshoring on jobs, company performance, and competitiveness. This presentation, in part, draws on Treacy`s managerial experience with offshoring -- he has established a company that provides product innovations for large American firms using science and technology sourced from overseas. So the debate, more broadly, is this: Is this a company outsourcing and offshoring R&D jobs - or onshoring intellectual property that ultimately creates new jobs? And which workers and firms are harmed and helped in the process? Many a myth are shattered in this session with common sense analysis and straight talk.

Revolutionizing Product Innovation
In markets glutted with "me-too" products, it is more important than ever that product leaders aim higher.

Yet, only one in seven early stage product developments ever make it to market.

How can a company grow product research and development while simultaneously lowering the time and risk of innovation? What is the best method to determine the lifecycle of your current products? How do you predict the technology that will launch your products into their next lifespan?

This session will address these questions and discuss case examples of companies that have revolutionized their product innovation efforts. Mr. Treacy will draw on his experiences as a co-founder of GEN3 Partners, a product innovation firm based in Russia and the United States that works with a wide range of companies around the world on some of their most important product innovation challenges. Of GEN3`s many innovations, perhaps the best-known was their work for Proctor and Gamble that yielded the creation of Crest Whitestrips, the most successful new product launch P&G has ever had.

Sustaining Growth in a Changing Health Care Marketplace
Whether a provider of health care services, an insurer of health care costs, a manufacturer of health care products, or a service provider to those firms, expanding health care costs has provided plenty of growth in revenue and profits for everyone. But medical inflation has also laid the seeds for significant changes in the health care marketplace.

Whether the health care marketplace ever becomes truly consumer-driven, whether employers completely shift health insurance from a defined benefit to a defined contribution, and whether the government is prepared to fully allow market forces to reshape health care delivery, are all open to debate. What is not debatable, though, is that this marketplace will continue to transform, in reaction to spiraling costs, at an accelerating rate.