gil1210 ceo 360 handout final
TRANSCRIPT
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CEOs 360 DegreePerspective Handbook
We Accelerate Growth
t h e c o m p l e x b u s i n e s s u n i v e r s e
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2 CEOs 360 Degree Perspective
www.frost.comCallToll Free:877.GOFROST (877.463.7678) or Email: [email protected]
Friends,
Thank you for being a part of the CEO 2009: Frost & Sullivan Exclusive Think Tank.
We have designed this handbook in order to provide a greater understanding of the
CEOs 360 Degree Perspective and better equip you in your quest to accelerate the
growth of your company.
This model provides a visionary platform to build and pursue strong, sustainable
growth strategies. This is collaborative piece of thought leadership from our key
management personnel and Frost & Sullivans Growth Consultants. Our goal is
simple, to stimulate thinking and contribute to your individual growth opportunities,
strategies, and implementation plans that maps directly to your companys long-term
goals. Having a comprehensive, up-to-date understanding of markets, technology,
economic and financial conditions, customer buying patterns, competition, geo-
political and demographic conditions is the foundation for successful growth
strategies.
If this material inspires you, and you want to ensure that your organization effectively
leverages these important perspectives to build a successful growth strategy, I would
like to invite you to take advantage of Frost & Sullivans CEOs 360 Degree Growth
Workshop. This proprietary session will focus your organization on: identifying
promising growth opportunities, evaluating opportunities based on Frost & Sullivans
comprehensive and proven growth perspective, and implementing only those
opportunities with the highest probability of success. Please contact me directly so
we can get a workshop scheduled with our team of growth consultants.
We at Frost & Sullivan look forward to supporting your decision-making needs and
accelerating your companys growth.
Sincerely,
David Frigstad
Chairman
Frost & Sullivan
Welcome
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The Complex Business Universe
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Ta b le o f C o n te n ts
CallToll Free:877.GOFROST (877.463.7678) or Email: [email protected]
4The Complex Business Universe: Creating the Visionary
Platform for Innovative GrowthDAVID FRIGSTAD
Chairman
7 The Global Perspective: Charting a Course to GrowthART ROBBINSNorth America President
9The Impact of the Macroeconomy on Firms
VINNIE AGGARWALChief Economist
11Integrated Industry: How to Leverage Adjacent Industries to Ones BenefitSHEKAR GOPALAN
Partner & Vice President of Global Research
13 Technology Innovation is Key to GrowthRAJIV KUMARPartner/Senior Vice President,Technical Insights
15Competitive Intelligence: Mapping the Competitive LandscapeBILL ARCHER
Chief Marketing Officer, Frost & Sullivan
KEN GARRISON
CEO, Society of Competitive Intelligence Professionals (SCIP)
17Listening To the Voice of the CustomerThe Number OneImperativePETER SHREEVE
Customer Research Director
19 The Role of Best Practices within the 360 PerspectiveKEITH OBRIEN and DAN GOLDENBERGGrowth Team Membership
22 Appendix: Biographies
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4 CEOs 360 Degree Perspective
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Great CEOs are both great leaders and great
visionaries. They can see coming trends,
convergence opportunities between industries,
technologies, and what customers want in the
future. They position their companies to exploit these
visions and know how to drive innovative growth strategies.
For all too few, this comes naturally. For the rest (99% of
us), we struggle, putting in long hours, constantly under
stress from information overload, and all too aware of the
multiple market forces that could threaten our companys
success.
To achieve a high level of successCEOs can not allow
opportunit ies to pass by or chal lenges ar ise out of
nowhere, that threaten the company and its markets. As
CEOs we must mainta in a steady focus, continually
monitoring seven key perspectives that provide opportunity
for growth and issues that can h inder growth. These
perspectives are constantly changing, intersecting, and
forcing the CEO to prioritize further analysis and company
resources to achieve success. The CEOs 360 Degree
Per spe ct ive e nsure s t hat C EO s v iew al l key
perspectivesglobal, economic, customer, competitive,
technology, integrated- industry, and best practices
developing visionary skills to ensure the successful growth
of their company.
There are seven major forces which form the basis of the
very Complex Business Universe in which CEOs exist.
This complex universe is continually in fluencing and
affecting the growth prospects of a company and CEOsneed to develop visionary skills to deal with it.
By maintaining a 360 Degree perspective, CEOs and their
growth teams can analyze each of these in fluentia l
perspectives and develop skills that:
Ensure the company is continuously monitoring both
opportunities that offer a high probability for growth
Help the company avoid costly mis-steps because the
CEO and growth team have a more comprehensive view
of the market
T h e C o m pl e x B u s i ne s s U n i v er s eCreating the Visionary Platform forInnovative Growth
By David Frigstad, ChairmanFrost & Sullivan
Develops the CEO visionary skills to ensure innovative
growth strategies that exploit future trends.
The CEOs 360 Degree Perspective provides a visionary
platform from which growth strategies can drive top-line
sustainable growth.
Frost & Sull ivan has gathered some of the best thought
leaders on growth strategies to create this handbook toprovide greater insight into each of the perspectives,
providing answers to some of the tough questions you will
have and challenges your organization will face on:
Global What global issues can affect our industry and what
should be our strategy to address them?
What are the geopolitical and regulatory issues that can
affect our industry?
What cultural issues need to be considered in our global
marketing strategy?
What regulatory issues do we need to monitor andconsider?
Integrated Industry How are convergence opportunities presenting new
growth opportunities or competitive threats?
What expansion opportunities exist within our industry
as a result of convergence or technology changes?
Do we have a strategy to expand our offerings into new
industries and markets?
Wh at i s t he con ve rg en ce p ot en ti al w it hi n o th er
industries?
Technology What are disruptive technologies that we should keep
an eye on and have a plan to address?
How will technology change our competitive landscape?
What technical licensing opportunities currently exist?
Economic What political and regulatory changes could affect our
industrys economic future?
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Are we aware of: commodity impacts, currency risks, and
the changing landscape of international trade?
How will changes in population affect our industry?
How might investors affect growth potential in our
industry?
Competitive What new competitors are emerging?
Is there an opportunity to take market share from a
competitor?
Do we have a p lan for monitoring and reacting to
competitive forces in our industry?
Customer How can we develop a meaningful message to capture
market share?
Composite view of sevenmarket perspectives that are
continually influencing andaffecting the growth potential
of an organization.
D o we ne ed a pl an t o id ent if y new c us tome r
opportunities?
Do we know the buying characteristics of our target
audience?
Best Practices
What are the most innovative companies in our f ielddoing?
How can we benchmark our performance against the
leaders of the pack?
What do best practices in our industry look like?
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6 CEOs 360 Degree Perspective
www.frost.comCallToll Free:877.GOFROST (877.463.7678) or Email: [email protected]
Without bias, and
with total
commitment to
accelerate growth,
the research and
insights into the
CEOs 360 Degree
Perspective will
put you on the
path to success.
Leveraging the 360 Degree Perspective
The challenge is to synthesize these seven perspectives into a visionary platform from which a
powerful growth strategy can be generated. Frost & Sullivans wealth of global and industry
research will help you interpret these perspectives and:
Significantly reduce decision risk Create new opportunities from future scenarios
Anticipate industry convergence and resulting opportunities
Build a team of visionaries to support long-term growth
Develop a think tank mentality that drives innovation
Build a culture of growth, innovation, and leadership
Be the first to identify industry trends and act on them
To get started, there are six (6) development phases to follow in building an effective 360
Degree Perspective and conducting a successful CEOs 360 Degree Growth Workshop
Identify,Analyze, Prioritize, Synthesize,Visualize and Strategize.The following table discusses
each phase and their outputs.
Without bias, and with total commitment to accelerate growth, the research and insights
into the CEOs 360 Degree Perspective will put you on the path to success. With this
information, you will become a true business visionary.
Step Description Outcome
Identify In this step, you begin the process of identifying thedrivers and restraints for each of the seven (7)perspectives.This step resembles aBrainstorming session where you come up withas many drivers and restraints as you can.At thisstage, do not worry about prioritizing howrelevant each may be. It is important to capture asmany as you can to begin the process.
Identified the opportunities,issues, trends, challenges,driversand restraints that are, or willmake an impact on the market
Brainstorm the environment withanalysts, Client Team participantsto create 21, 35 or 70 issues
Analyze In the Analyze step, the Growth Consultant,facilitator and the Client Team will analyze how
each driver and restraint maps to a growthopportunity you have defined
Determine the measurements foreach issue and how they can be
trended or sized, etc
Prioritize Prioritize each of the drivers and restraints inorder of importance to the opportunity issue youdefined. Start with most important, and continueuntil the least important.
Prioritized list of opportunities inorder of importance
Synthesize Now that you have defined the opportunities andtheir drivers and restraints, you need to getunderneath them.
The workshop team needs to ask,What does thismean beyond the obvious and how does this affectour business?
Identified relationships betweengrowth opportunities theirdrivers and constraints, potentialdomino effects and outputs
An integrated market picture ofthe opportunity
Visualize This is where you take the opportunities you havedefined, mapped to each perspective and developfuture scenarios.What might the future look likein 3, 5 or 10 years?
23 developed scenarios of whatmight happen based on the teamssynthesis of the opportunities andtheir drivers and restraints.
Strategize This development phase applies the visualization tothe business and creates strategies to achieveresults
Strategies that can beimplemented to achieve growth
TABLE 1: Six development phases to follow in building an effective 360 Degree Perspective
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The Complex Business Universe
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T h e G l o b al P e r s pe c t i veCharting a Course to GrowthBy Art Robbins, North America President
In 1519, Magellan embarked on the f irst voyage to
circumnavigate the globe, lasting almost three years.
Today, in 2009, information circumnavigates the globe
in a matter of milliseconds. Globalization has traveled
a l on g w ay. A dvan ce s i n i nf or ma ti on t echn ol og y,
transportation, and communications, in addition to changes
in consumer behavior, have broken down the barriers of
isolationism and have created a platform of
interconnectivitythe foundation of our global economy.
The promise of Globalization is to increase the worlds
standard of living through better access to goods, services,
and jobs caused by cross-border competition. There are
now unprecedented growth opportunities available to
companies who effectively develop a Global Perspective to
their business. CEOs must be willing to think differently
about how to approach the global market and thinking
differently begins with developing a new perspectivea
Global Perspective.
Having a true Global Perspective requires more than a basic
understanding of worldwide business. CEOs must addressthe issues and challenges associated with implementing an
effective geographic expansion strategy. In todays economy,
CEOs simply cant afford not to be Global.
Frost & Sullivan research shows GDP growth in emerging
markets , such as Brazi l, Russia , India and China, has
outpaced U.S. domestic growth by 4 times in recent years.
Companies who dont address how they will keep pace with
these markets wi ll not be able to mainta in a healthy
competitive position and economic isolation will result.
CEOs can realize further benefits by adopting a Global
P er sp ecti ve t o t he cos t s tr uctu re o f t he b us in es s.
Implementable business models have emerged that reduce
cost, improve productivity, and enhance service by creating
a global value chain. Some common examples include:
Developing an ef fective network of 24/7 customer
support through strategically placed call centers around
the globe
Reducing production costs by outsourcing manufacturing
to lower cost countries
Empowering global sales and distribution channels via a
centralized internet knowledge base
Streamlining R&D and engineering via collaborative
systems connecting research teams across multiple
locations globally
L ever ag in g v id eo co nf er en ci ng t o con ne ct g lo ba l
executive teams, facilitate decision making, and improve
internal communications
As these models become more commonplace, g lobal
customers have higher expectations of value. CEOs cannotignore the impact of Globalization to create and maintain a
strong value proposition to their customers.
But CEOs cant jump into the g lobal arena b l indly.
Successful geographic expansion strategies should be
repeatable and built upon comprehensive due diligence of a
countrys attr ibutes, market s ize, competitors, and
customer base.This knowledge dramatically raises success
rates of market entry strategies by two to three times.
As an example, CEOs who disregard culture put their
businesses at a great disadvantage in the global marketplace.
Each culture has its own norms, customs, and expectations
for behavior. The success of an international organization
depends on ones ability to understand each countrys
cross-cultural issues especially those concerning the
integration of a diverse workforce. Frost & Sull ivan
recommends a repeatable process for using the Global
Perspective to put an entry plan in place at a country
specific level.
The first step is the CEO must conduct a Strategic Review
of the business to leverage the benefits of operating in
multiple countries, while considering the social, political,
economic, regulatory, infrastructural, demographic, and
cultural differences in each. The Strategic Review is a
measurable and proven methodology that clearly identifies
the goals of geographic expansion, which countries will be
considered for geographic expansion, and new business
models for supporting this strategy.
In the Strategic Review, the CEO must evaluate growth
opportunities to address where the market growth is. Key
considerations include:
It has been said that arguing against globalization is like arguing against the laws of gravity. | Kofi Annan
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8 CEOs 360 Degree Perspective
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CEOs need a
360 view of their
businessand the
cure for myopia
is a Global
Perspective.
Which markets present the most attractive growth rates?
Which markets have a window of opportunity to establish a market leadership position?
Can your existing products be introduced into new geographies or do new products need
to be developed for new geographies?
Will existing products need to be modified or marketed differently to appeal to the local
needs of the new market? How will you effectively position your products against the local competition?
The CEOs Strategic Review must also look at the value chain of their businessi.e. the
processes for producing and delivering their products to market. Key considerations include:
Which processes must be close to your customers and suppliers/resources vs. which can
be remote and linked via technology
Evaluate where there are economic and regulatory incentives and/or barriers that would
impact the attractiveness of operating in certain countries
Evaluate the availability and cultural attributes of talent pools, such as field workers,
technical workers, or knowledge workers
Evaluate your core competencies and determine if the market entry strategy should result
in M&A to acquire assets and resources, or extend internal capabilities to the new market,or partner with third parties via strategic alliances or joint ventures
Evaluate business risks such as political , security, currency f luctuations and develop
mitigation strategies and risk adjusted financial models
Evaluate the timing, sequence and organizational readiness of market entry
While developing an effective Global Perspective, the CEO will actually look at all other 360
Perspectives (economic, customer, competitive, technology, integrated-industry, and best
practices, etc.) through a global lens. The result is a powerful growth strategy designed to
capitalize on current and future market opportunities.
Developing the right global strategy is necessary but not sufficient. Without proper due
diligence, planning and implementation, geographic expansion strategies will fail. Frost &
Sullivan recommends following the Strategic Review with the following steps, using a set ofanalytic tools and disciplines:
Country PrioritizationRanking of all countries under consideration for expansion
Entry Assessment In-depth research of the target country that directs market entry
strategy decisions
Implementation Plan Analysis of all logistical issues pertaining to establishing an on-the
ground presence in the selected country
Implementation Execution, measuring and monitoring the strategy and implementation
plan
In the 1500s triangular sails, compasses, astrolabes, and nautical charts were the tools that
guided Magellans global journey. Today, CEOs can easily get lost in the circumnavigation
vortex. They must have a 360 Degree Perspective to go global, with proper market
intelligence and toolkits to serve as an accurate roadmap to success.
As the global economy evolves, impacted by each of the Perspectives in the Complex
Business Universe, companies (both established and entrepreneurial businesses) must
respond by developing and implementing effective geographic expansion strategies.
Globalization must be confrontedas deregulation, mega-competition, and information
technology have led to an acceleration of rivalries. Myopia is no longer a viable business
strategy. CEOs need a 360 view of their businessand the cure for myopia is a Global
Perspective.
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T h e I m p ac t o f t h eMa c ro e c o n o m y o n F irm sBy Vinnie Aggarwal, Chief Economist
Frost & Sullivan
In considering a 360 degree perspective on corporate
strategy and positioning, consideration of the global
macroeconomy is crucial . Of course, it is hardly
surprising that overwhelmed executives spend much
of their t ime on what they perceive to be immediate
business issues: seeking customers, cutting costs, and
keeping up with competitors.Yet businesses cannot simply
ignore the larger macroeconomic environment in which
their firms operate. In many cases, firms simply view theglobal macroeconomy as something beyond their control
and thus an issue that merits less attention than immediate
profitabil ity and market share issues. As the current
f inancial cr is is shows, however, f irms can easi ly be
overwhelmed by negative developments and may be
unprepared to take advantage of opportunities such as
government stimulus packages.
Macroeconomic factors are likely to affect firms in many
ways. We can consider a number of important ones
including inflation, monetary policy and interest rates,
exchange rates, unemployment levels, and fiscal policy.
Inflation affects firm
strategies in many ways. As
t he p ri ce s o f i np ut s r is e ,
businesses must adapt both
to managing these costs as
well as attempting to price
their products to
compensate for losses of
r ea l r even ue . T he d ire ct
costs of coping with inflation
also increased managementc os ts a s p ri ce s m us t b e
a dj us te d o n a r ap id a nd
regular bas is. Firms a lso
often end up footing a larger
tax bil l as governments do
not always adequately index
t axe s t o i nf la ti on , t hu s
potentially pushing firms into
higher tax ratesa good
example of such inflation creep is the personal alternative
minimum tax that more taxpayers have been subjected to
because AMT was not adjusted for inflation.The presence of
inflation, particularly in an uncertain macroeconomic
environment, also increases the costs of contracts as firms
need to hedge against inflation risks.
Interest rates are perhaps the most important issue that
firms face. Most firms operate with significant amounts of
debt, affecting both their daily operations and merger andacquisition costs. In general, monetary policy directly
influences interest rates, but lenders may still be unwilling
to lend or may make it more difficult to secure loans by
imposing onerous conditions on borrowers i f they are
concerned about default risk. In 2008, this phenomenon was
common among banks as spreads on interbank lending
actually increased despite central banks efforts to loosen
monetary policy and drive greater lending. With banks
unsure about the solvency of their peers, counterparty risk
became a predominant concern. Currently, in the mortgage
market, many potential borrowers are finding it extremely
The Complex Business Universe
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With banks unsure about thesolvency of their peers,counterparty risk became apredominant concern.
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Firms are often
more affected by
exchange rate
swings and
currencyvaluations than by
tariffs or other
direct trade
barriers.
difficult to secure loans despite having good credit as banks overreact to previous years of
sloppy lending policies that drove the current crisis.
The balance of trade and its potential impact on exchange rates has increasingly become a
central issue, particularly with countries such as China. Over the last few years, there has
been a heated debate about the proper value of the yuan, which affects the competitiveness
of Chinese exporters, both vis-a-viz other exporters as well as import competing firms such
as those in the United States and Europe. Although major currencies have been floating
against one another since 1973, in reality, countries often intervene in currency markets to
bolster exports or fight inflation. Firms are often more affected by exchange rate swings and
currency valuations than by tariffs or other direct trade barriers.
Employment rates also directly affect business strategy. On the negative side, consumer
discretionary spending is likely to fall with high unemployment and employee morale may be
low.At the same time, firms may be well-positioned to attract strong talent that they would
be unlikely to get in a stronger employment market, especially if they are not market leaders.
Currently, there is little doubt that of all macroeconomic variables, fiscal policy is playing
the largest role. Governments throughout the world are actively engaging in undertakingmajor fiscal stimulus, among the most prominent being the large packages developed by the
Chinese and the Americans. Understanding potential market opportunities that may emerge
from the packages is crucial for corporate strategy. Much of the new spending is often
targeted to specific sectors or types of firms. For example, as part of Obamas fiscal policy,
the American Recovery and Reinvestment Act, $168 million is directly targeted to help small
business owners (http://www.wbsonline.com/resources/what-does-the-economic-stimulus-
plan-mean-for-small-businesses/).
A 360 degree perspective includes crucial elements for consideration that companies need
to succeed. This integrated approach links the context of firms in the macroeconomy and
global developments to the industry in which they operate. As f irms then consider
technological and competitive trends, they can develop best practices and create a customer-focused company to deal with customers and successfully navigate their way in a complex
global political economy.
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CEOs 360 Degree Perspective10
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Todays global market environment demands a
CEOs 360 degree perspective that operating a
business by solely focusing on regional markets
w it ho ut c on si de ra ti on o f d yn am ic s a nd
opportunities in other geographies is commercial suicide.
Countless are the companies that have been driven out of
business due to the emergence of competition in low-costnations. A CEO 360 perspective also dictates realization
that the interdependence of industr ies can be just as
dangerous and opportunistic. Understanding the dynamics
of adjacent industries is critical to stay in business and,
more importantly, to grow. It often means new alliances and
customers to target that will be essential to guarantee the
firms future growth. Such integrated industry segments are
potentia l seeds for growth tomorrow. Addit ional ly,
technological developments from adjacent industries can be
leveraged into new product introductions/enhancements
and applications to foster growth. For Measurement &Instrumentation (M&I) vendors, the emergence of the
Mobil ity concept does just
that.
Lately, Mobility has been top-
of-mind for consumers and
enterprises as the population
tends to do more on-the-go.
Mobility is key to efficiency by
helping to reduce response
times and consequences of
delayed attention and hasbecome essential for both
individuals and businesses.
Numerous mobile devices
such as PDAs, smartphones,
and ever-expanding high-speed
wireless networks and Wi-Fi
networks enable workers to
have access to the Internet,
stay connected and access
business and mission-critical applications while they are out
in the field, away from the office or traveling. In particular,
newer wireless communications devices such as Mobile
I nt er ne t D evices ( MI D) o ff er r even ue p ot en ti al t o
instrumentation and semiconductor vendors.The future of
mobile phones and home electronic devices spell out
opportunity for test & measurement equipment vendors, asmanufacturers of such devices need to perform extensive
testing at the R&D and manufacturing stage while service
providers wil l need to test these devices prior to their
implementation and during their operation to ensure
customer satisfaction.These newer devices are also loaded
with various sensors offering opportunities for sensor and
semiconductor manufacturers. MIDs, in particul ar, represent
a huge opportunity for semiconductor manufacturers, as
semiconductor components are required to enable rapid
improvements in performance, connectivi ty, disp lay
technology, multimedia capability, and camera quality of
these devices.
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I n t e g r a t e d I n d u s t r y : H o w t oL e v er a g e A d j ac e n t I n d us t r i e s t o
Ones BenefitBy Shekar Gopalan, Partner & Vice President of Global ResearchFrost & Sullivan
www.frost.com
The Complex Business Universe
Understanding the dynamics of adjacentindustries is critical to stay in business
and, more importantly, to grow.
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technological
developments from
adjacent industriescan be leveraged
into new product
introductions/
enhancements and
applications to
foster growth.
www.frost.com
CEOs 360 Degree Perspective12
Mobil ity is pervasive and its application in various industries translates into countless
opportunities for test, instrumentation, and semiconductor vendors.The growing importance
of wireless in the healthcare industry is a case in point. Over the past decade, the healthcare
industry has been shifting to wireless technologies and applications.This revolution, while still
at the early-adopter stage, is expected to continue and accelerate, as the industry strives to
improve patient mobility and data access for healthcare professionals. The proliferation ofwireless medical devices can pose problems. One major issue, for instance, i s the
susceptibi l ity of these devices to RFI /EMI, which can lead to corrupted data with dire
consequences, thus enhancing the need for testing. 3G and beyond wireless broadband
communications are developing rather rapidly and offer tremendous opportunities to
improve healthcare process and systems. Additional ly, the integration of satell i te
communications, multi-application smartcards, sensors, and Internet access enables mobile
phones to be an important component of illness diagnostics or management programs.The
growing field of telemedicine, including the emerging applications like remote surgery,
represents significant future growth opportunities for the test and instrumentation industry.
The other benefit from staying aware of dynamics in adjacent industries is the ability to
leverage technological advancements in product development. For instance, there is rapid
influx of investment into the renewable and energy industry. While this may be seen as an
opportunity for renewable energy generation products and systems manufacturers, it
presents a huge opportunity for test equipment and sensor vendors too. Imagine a wind
energy farm of hundreds of wind turbines or a Solar PV farm of thousands of panels.
Breakdown of a few turbines or panels will drastically affect inflow to the grid or captive
application. These farms are mostly in remote and inaccessible locations and spread over
several hundreds of acres. Manual identification/repair of faulty generation components is
time-consuming and expensive.The down-time can be even more expensive if it brings down
the grid or application being powered.
Mobility and mobile test devices offer great opportunities to embed sensors into various
farm generation components to monitor health and identify faults before a catastrophic
event. It also helps get repair crews directly to the affected spot eliminating time consuming
on-site diagnostics. This is just one of the multitudes of opportunities that an integrated
industry perspective presents; many more exist in other adjacent industries.
In conclusion, a 360 degree perspective of the integrated industry is a critical tool for CEOs
to plan their future business growth. It is, especially, important today as many conventional
and traditionally low-tech industries are embracing modern technology. This presents test,
instrumentation, sensor, and semiconductor vendors with tremendous growth opportunities.
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One of the critical 360 degree perspectives
impacting the CEOs team is the technology
viewpoint.This perspective consists of a set of
factors primari ly focusing on innovation,
emerging technologies, commercialization, new applications,
IP evaluation, technology roadmaps, disruptive and
sustaining technologies and such.
For many businesses in diverse vertica ls , technology
development and innovation are crucial to keep up withcustomer demands, competition and, more importantly,
achieve overal l growth objectives. As a stand-a lone
perspective, technology is important but in conjunction
with six other perspectives, namely, customer, economic,
global, integrated industry, competitive and best practices, it
provides a critical focal point for technology driven or
technology-based companies.
In good economic times or bad, technology innovation fuels
growth and sustainability of organizations. Companies that
continue to invest in development of innovative products,
services and solutions tend to do better than those who
cut back on R&D programs.
The key is to identi fy the
most potent projects and
take them through a
s ys tema tic pro ce ss o f
development and go/no-go
decision milestones.
Challenges facingTechnologyExecutives
The CEOs technology and
R&D executive team is faced
with numerous internal and
external challenges. Internal
organizational chal lenges
include issues related to
company vision, executive
sponsorship, team-building
and continuous funding for R&D projects, while external
challenges are related to factors impacting adoption and
commercialization of new technologies and eventual ROI
on product development efforts.
Key internal challenges include:
1) Measuring the value of Innovation: Establishing and
applying metrics that quantify the value of innovation
projects.
2) Implementing customer driven innovationmanagement: integrating customer feedback to guide
the innovation process for product development.
3) Aligning ideation with the strategic vision (including
inter-departmental communication): Ideation must
include mechanisms to channel inputs from multiple
functional groups within the organization to align
innovation with the strategic vision.
4) Defining innovation time frames:The process of
demarcating stages of innovation based on time-to-
market.
5) Allocating and prioritizing investments: Prioritizing
investment over the short, medium and long term.
In good economic times or bad,technology innovation fuelsgrowth and sustainability oforganizations.
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The Complex Business Universe
Technology Innovationi s K e y t o G r ow t hBy Rajiv Kumar, Partner/Senior Vice President, Technical Insights
Frost & Sullivan
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Visionarycompanies will
always count on
their ability to
innovate before
others and
converting their
innovations into
commercializable
solutions.
6) Build vs. buy for innovation: Balancing internal technology innovation with external
sourcing.
7) Evaluating open innovation for co-development: Reviewing the available open
innovation options to optimize innovation strategy in pursuit of efficient product
development.
8) Developing and motivating the R&D team: Hire best in class talent, incentivize, andinspire the team to stay on the leading edge of innovation.
9) Developing and managing intellectual property: It is important to design an effective IP
strategy to develop, protect, and monetize technology innovation.
10) Cultivating an innovation focused culture: Incorporating innovation in the
organizational DNA involves a top-down approach to build a climate to drive
multifunctional knowledge sharing and collaboration.
Some of the key external challenges are:
1) Negotiating the IP Jungle: It is critical to map the intellectual property landscape to
identify whitespace and IP dense areas to guide the innovation strategy and to ensure
freedom to practice.
2) Matching innovations to applications (unmet needs): Focused and purposeful
innovation based on a rigorous process of evaluating existing and future applications.
3) Innovation for product differentiation: Employ innovation to generate a compelling and
sustainable value proposition in pursuit of product differentiation.
4) Mining the white space to inform innovation strategies: It is imperative to scan the
technology/application whitespace to identify novel target opportunities.
5) Tracking the competitive technology landscape: Real-time monitoring of technologies
and applications targeted by incumbent and potential competitors.
6) Monetizing innovation:The ultimate objective of innovation success is to productize
innovation to maximize profitability and sustainability.
These challenges define the complex job of technology executives. A major issue for any
technologist is the speed and regularity with which innovations need to be developed, proved,
and launched. Since the technology perspective provides critical support to a CEOs overallgrowth strategy, the need for accurate, timely and useful information is paramount.And this
can be achieved by following best practices of successful companies as well as seeking
professional help from technology and growth consulting firms.
Moreover, the technology platform can be combined with any of the other six perspectives
to gain unique advantages. For instance, when integrated with the global perspective, the
technology perspective offers insights into activities in different regions that might allow
collaboration with other technology-based companies, M&A, or introduction of new products
or new applications.When you integrate the technology and customer perspectives, you have
a framework for identifying unmet needs in terms of product capabilities, desired features,
user interfaces and other inputs to guide product innovation.
Visionary companies wil l always count on their abil ity to innovate before others and
converting their innovations into commercializable solutions. The Technology perspective
combined with the other six business perspectives gives CEOs and their growth teams the
ability to identify, develop and market their innovations and grow their business.
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CEOs 360 Degree Perspective14
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Todays competitive environment is increasingly
becoming more complex and dynamic. The time
horizon for making decisions continues to narrow
strategic time horizons are being measured in weeks,
not years. Increasingly sophisticated information technology
creates a continuously expanding amount of competitive
information that must be organized, analyzed, and applied to
business decisions.
As company leaders look ahead, they face an even more
competitive landscape. Today, many industrial sectors are
experiencing both consolidation and globalization. Price
competition is being fueled by international competitionboth
at home and abroadand for some businesses regulatory
pressures are becoming worldwide.The pace of technological
innovation and disruption continues to increase.Add to these
business dynamics the growing uncertainty of unexpected
market events and decision-makers require as much insight and
foresight about future competitive situations as possible.
Decision-makers are all looking for the specific indicators and
signposts of what the future industry conditions are likely to be to
allow them to develop contingency
plans or optimally bend the
outcomes to a more favorable
position for their company.
Competitive positioning factors
include a wide perspective of the
environment outside our company:
political , social, economic,
competitive,regulatory,technology,
industry. But managers do not needmore information, they require
insights and analysis to make better
decisions. They need help
diagnosing the myriad challenges
they face every day and deriving
effective solutions for them.
Competitive intelligence helps
develop a reliable and
comprehensive understanding of your market landscape,
competition, and competitive forces.This understanding directly
impacts your ability to successfully drive your organization forward
and achieve your growth objectives. Having your competitive
intelligence function on the frontline to monitor this landscape will
ensure that you have the best information to make critical business
decisions. The insights generated by a focused, coordinated
competitive intelligence effort can be a powerful and effective toolfor enhancing decision-making that drives corporate growth.
The fundamental intelligence question for any decision maker is
straightforward: How can intelligence inform me about the current
and future world so that I can enhance my job performance? More
specifically, how can intelligence help me address the right
decisions, make better decisions, make them fasterin short,
leverage my time more effectively?
What is CI?
An effective, coordinated competitive intelligence effort can
provide a hol ist ic view of markets , competit ion, andcustomers in an environment of change. It supports the
The insights generated by a focused,coordinated competitive intelligence effort canbe a powerful and effective tool for enhancingdecision-making that drives corporate growth.
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The Complex Business Universe
C o m p e tit iv e I n te l l ig e n c eMapping the Competitive LandscapeBy Bill Archer, Chief Marketing Officer, Frost & Sullivan and
Ken Garrison, CEO, Society of Competitive IntelligenceProfessionals (SCIP)
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CEOs 360 Degree Perspective16
need to make the best fast moving decisions possible and minimizes business surprises.
Through objective, timely, and continuous analysis, competitive intell igence delivers
knowledge about the competitive environment and helps translate global shifts and
transformations into strategic recommendations.
An intelligence process, whether implemented by a competitive team or diffused throughout
an organization, proves the means by which competitive information is systematical ly
collected, focused, processed, and analyzed to increase company understanding of the
competitors capabilities, plans, and intentions. It also tracks changes in the social, political,
technological, and economic landscape that affect the companys ability to be successful in its
chosen marketplace.
Intell igence gathers information from multiple sources (people, print, internet, social
networks, etc), analyzes it using appropriate techniques (trend analysis, impact modeling,
game theory, scenario planning, technology scouting, etc), and creates insight into their
potential impact on the company. Through this process, intelligence not only provides
perspective on known business concerns, but also alerts decision-makers about threats and
opportunities not previously identified.
Key to the effectiveness of competitive intelligence analysts is their ability to objectively
produce unbiased recommendations for decision options. Their deliverables must include
insights, judgments, conclusions, forecasts, and implications linked to decisions, plans, or
actions.
Insight conveys new knowledge and understanding to help enhance decision-makers to create
totally new insights about the subjects, thus producing uncommon actions and business
initiatives. An intelligence-informed dialogue helps test and refine decision-makers own
thinking and openly pursuing the business implications of the analysis outputs.
Like many endeavors that carry signif icant potential benefits, there are no common
approaches or standard answers to starting a competitive intell igence effort. No two
companies are alike, and as a result, no two intelligence functions are alike. Intelligence can
be implemented within companies of any size.While often formalized into a dedicated team
in larger corporations, competitive intelligence can become a part of any corporate culture
in fact your company already practices intelligence, albeit in an ad hoc form. Placing it within
a defined framework encourages employees throughout the organization to be a part of the
activity, and provides a process by which the ongoing intelligence effort has a stronger
decision-orientation.
Todays hyper-competitive environment requires your company to have the ability to better
understand its competition and the competitive forces that affect its success.An intelligence
function creates insights and analysis that helps your managers make more effective decisions
and implement strategies to improve the companys competitiveness. Starting a new
competitive intelligence function could very well be one of the most important activities
your company engages in this year.
An intelligence
function creates
insights andanalysis that helps
your managers
make more
effective decisions
and implement
strategies to
improve the
companys
competitiveness.
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Customers are the l i fe blood of any business
therefore a focus on the customer must be of
paramount importance as part of the CEOs 360
visionary perspective. Companies that take the
customer perspective seriously include customer insight
programmes and metrics in corporate balance scorecards..
It is even more important to ensure these metrics do notremain static but reflect what is important to customers.
Technology, the economy, demographics and mega trends all
drive changes in customer behavior. Understanding the
impact is cr it ica l to ensure your product and service
propositions are in line with customer needs, whether your
customer is another business, an intermediary or an end
consumer.
In this context it is surprising how many companies do not
recognise the importance of becoming customer centric
many who work in a business to business context still focus
on product features rather than benef its and createproducts without involving the customer or end consumer
in their development.
Technology
Whilst the internet is over 10
years old it continues to impact
how customers buy products
and services and interact with
b ra nd s. T he i nt er ne t h as
allowed for and driven
cus to me r e mp ow er me nt
customers are able to become
closer to products and brands.
Cus to me rs w el co me t he ir
involvement in co-creation
a ct iv it ie s, w il l s ig n u p f or
communities to help advance
i mp ro ve me nt s a nd c an b e
accessed more easily through
consumer and specialist panels.
For example, P&G created the Tremor panel long before
other manufacturers to test and create product ideas.The
potential downside is that customers can also use the
internet to express their dissatisfaction, quickly building up
powerful anti-corporate feeling through online blogs.
Whether positive or negative it highlights the need to have
a relationship with customers and to respect that we asbusinesses have to cede control.
The internet has increased customer choice. It has allowed
nic he prod uc ts t o be so ld d ire ct ly or t hro ugh
intermediaries. With the right Search Engine Optimisation
strategy producers can find and then communicate direct
with their customers wherever they l ive. The internet-
g en er at io n i s l es s p at ie nt t he y h av e re al t im e
requirements and will switch brands if the user experience
is not satisfactory. Spending money and time on the right
digital experience for customers is imperative as so much
customer choice is driven through initial internet searches.A business that rel ies on channel partners or a long
Customers are the lifeblood of any business.
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The Complex Business Universe
L iste n in g to th e V o ic eo f t h e C u s t o m e rThe Number One ImperativeBy Peter Shreeve, Customer Research DirectorFrost & Sullivan
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The voice of the
customer should
always be heard.
distribution chain should review how its products and brands are featured, referenced and
catalogued to ensure they gain visibility with the customer.
In healthcare, patients are now able to self-diagnose thus changing the relationship they have with
their physician. Patient ratings of hospitals and doctors are becoming publically available via the
internet highlighting the further empowerment of consumers. Drugs can be bought over the
internet fuelling the rise in counterfeit drugs. It seems no profession or business will be immune
from customer empowerment and from broader choice. Transparency will be paramount for
businesses and professionals in the future. Now that customers have so much control it is
important to understand and deliver the voice of the customer throughout your organisation.
The Economy
Reducing costs and making budgets go further has always been important in both the
business and consumer context but even more so in a recession.The challenge for brands is
to ensure that their brand equity remains intact. Put simply a strong brand can charge above-
average prices, a reduced price can become the norm and have a long-term negative impact
on the brand impacting shareholder value. It is a strategy that needs to be handled with care.
Reducing headcount can often have a negative impact on general service and account
management delivery. Renegotiating terms and conditions with intermediaries may impact
their demand for your products or service, and hence how it i s promoted by your
intermediary.
Demographics
Ageing and growing populations and increasing wealth in emerging markets present
opportunities for new products and market expansion. The older generation continues to
be a segment poorly marketed to and represented in growth strategies. Businesses need to
research these segments and markets more thoroughly to understand the underlying
attitudes and preferences to grow their brands. Brand positioning may be subtly different in
each country.
Mega Trends
Concern over corporate and human impact on the environment is not new but continues to
encroach in every part of business life. Outlining your Corporate Social Responsibility policy
is a starting point but transparency and continued investment in reviewing green activities is
now expected and required by customers. No industry is immune and hence understanding
and tracking attitudes on green issues is important if your business is going to grow. For
example, a greater demand for home-grown products to reduce carbon footprint has an
impact on consumer demand for imported products leading to changes in import levels.The
demand to reduce transport fuel emissions acts as a stimulus for the next generation of cars;
Nissan recently announced it wil l start producing batteries for electric cars in the UK.Monitoring and understanding the green trend alongside other mega trends is key to ensuring
your products and services can react to the opportunities and threats they pose.
In Summary
Customer intimacy will allow you to better understand and navigate the road ahead. How
customers access information, find your products, review your products and make their choices
is changing. Ensuring you have customer research programmes in place and the customer
represented at the top table through key performance indicators will allow you to keep pace with
and react to changing demands.The voice of the customer should always be heard.
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CEOs 360 Degree Perspective18
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T h e R o l e o f B e s t P r a c t i c e s W i t h i nt h e 3 6 0 P e r s pe c t i veBy Keith OBrien and Dan Goldenberg, Growth Team Membership
Frost & Sullivan
If there is one type of executive that can speak to the
challenge of navigating todays complex business
environment it is the CEO. Given todays economic
downturn, credit crisis and market volatility, making
the right decisions is even more imperative for each and
every CEO. In such an environment it is critical to have a
360 perspective on the company and the marketplace to
guide these decisions.
A crucial part of this 360 perspective is Best Practices,which are defined as specific activities performed to solve
a tough business challenge that nine out of 10 companies
are not performing but should, with measurable results
proving effectiveness. Best practices ensure that CEOs have
a set of proven practices to supplement internal data and
tools when dealing with key issues and challenges. Because
they provide CEOs with more choices and solutions when
making decisions, best practices should be a part of every
CEOs decision-support resources.
In specif ic terms, best practices
e na bl e C EO s t o m ake b et te r-
informed decisions by:
Avo id ing t he m is takes and
missteps that other companies
have made in addressing pressing
growth challengesdont reinvent
the wheel
Reducing the risk in developing
and implementing strategies and
tactics
Saving money and time by
directing proven solutions against
identified problems
Accelerating the learning curve
ef fect and addressing the root
causes not the symptoms of a
challenge
In evaluating best practices CEOs need to consider the
following factors:
Data-based research agenda that the list of challenges
addressed in the best practices is derived from surveys
of the executives in the key functions that report into
the CEOMarketing, Sales, Corporate Strategy, R&D
and so forthand are responsible for executing the
CEOs growth strategy
Rigorous research methodology that the research process
u se d t o i de nt if y a nd p ro fi le t he b es t p ra ct ices i stransparent, comprehensive and objective. The latter
p oi nt i s k ey a s b es t p ra ct ices m us t b e p ro du ce d
independent of financial considerations from companies,
vendors or consultants
Actionable content the best practices must enable the
CEO a nd o th er e xe cu ti ve s t o a pp ly i ns ig ht s a nd
takeaways to their own companies.Accordingly, the best
practice profile should incorporate the pertinent tools,
processes and strategies implemented by the featured
company.
www.frost.com
The Complex Business Universe
Best practices ensure that CEOs have a set ofproven practices to suppliment internal data and
tools when dealing with key issues and challenges.
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An example of a Best PracticeReinvigorating Mature Productsto Stimulate New Growth
The following is an excerpt from a best practice developed by the Growth Team
Membership research team at Frost & Sullivan. The growth challenge it addressed was
overcoming stagnating demand for mature products in current markets. The challenge iscommon to many companies irrespective of their industry: the sales and share of core
products starts stagnating, and even declining, as the market and category matures.
This best practice demonstrates how a company developed and implemented a process to
identify new markets and applications for mature products.The company profiled is Appleton
Inc., a US manufacturer with revenues of $1BN.
The f irst page of the two-page excerpt (from a 14 page original) summarizes the best
practice: an overview of Appleton, the challenge it faced, the core elements of the solution,
the business results, resources required to implement the solution, and the executive
functions to whom the best practice is most applicable. (See Figure 1.)
The second page provides an overview of the five-step process Appleton created to assess
their mature product portfolio and find new, viable markets(see Figure 2):
1. Assess existing company products (capabilities) to identify what they do well, namely
what is their competitive advantage in their current market
2. Determine which mature product has the best competitive advantage to exploit in
new markets
3. Identify the right new market in which to launch this product
4. Decide how to enter this new market based on the firms capabilities
5. Lastly, if the company cannot go it alone, how do they identify the right strategic
partner to work with?
In summary, best practices arm CEOs with demonstrated solutions from other companies
that empower them to more effectively pursue their growth strategy and business
imperatives.
Best practices arm
CEOs with
demonstrated
solutions from
other companies
that empower
them to moreeffectively pursue
their growth
strategy and
business
imperatives.
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The Complex Business Universe 2
FIGURE 2: Appleton Inc.s five-step process.
FIGURE 1: Appleton Inc.s best practice overview.
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22 CEOs 360 Degree Perspective
www.frost.comCallToll Free:877.GOFROST (877.463.7678) or Email: [email protected]
A p p e n d ix : B io g ra p h ie sVinnie Aggarwal
Vinod (Vinnie) is Frost & Sullivans
Chi ef E co no mi st . H e i s a ls o a
professor in the Department of Political Science, the Business and
Publ ic Pol icy group in the Haas
School of Business, and Director of
the Berkeley Asia Pacific Economic
Cooperation Study Center (BASC)
at the University of Cali fornia at
Berkeley.Vinnie also serves as Editor-in-Chief of the journal
Business and Politics, and Co-Chair of the U.S.Consortium
of APEC Study Centers.
Bill ArcherBil l i s Chief Marketing Off icer,
managing Frost & Sullivans Global
Marketing and Corporate
Communications programs, along
with global responsibility for the
firms Marketing Excellence program
l eve ra gi ng t he f ir ms m ar ke t
intelligence to create powerfuldemand generation programs for
clients. Prior to joining Frost & Sullivan, Bill has spent many
years as a marketing professional in the roles of Vice
President and a senior marketing consultant with firms such
as Lockheed Martin, CBIS, and several emerging companies.
David FrigstadDavid serves as Chairman of the
Board. In college, David along with
his business partner envisioned aplan for global consulting and in
1 99 3, t he y a cq ui re d F ro st &
Sullivan. Over the past 25 years,
they have successfully implemented
this Vision by having research and
growth consulting support in al l
global economic centers with 25 country off ices. David
holds a master degree from the Japan American Institute of
Management Science in association with Sophia University
and a Masters in Business Administration with a double
concentration in International Finance and InternationalMarketing from Indiana University.
Ken GarrisonKen is the Chief Executive Officer
o f t he S ocie ty o f Com pe ti ti ve
Intelligence Professionals. He works
closely with the Board of Directors
t o e st ab li sh s ocie ty g oa ls a nd
objectives and he manages the daily
operations of SCIP. Ken served as
President of Finance Credit andInternational Business (FCIB),
owned and operated a commercial printing business, and
worked on the treasurers staf f at Reynolds Metals
Company. He earned an MBA degree from the University
of Dallas.
Dan GoldenbergDan is Vice President of Growth
Partnership Strategy and runs the
Gro wt h Te am Mem be rs hi p
program including global
responsibility for the firms strategic
client partnership and product
development efforts. Since joining
Frost & Sullivan, Dan has launched the
Growth Team Membership,
established the Best Practice Research Group, and formalized
the Growth Strategy Dialogue Program. Previously he founded
and managed the Sales Operations Excellence Center, a division
of the Corporate Executive Board.
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2The Complex Business Universe
www.frost.comCallToll Free:877.GOFROST (877.463.7678) or Email: [email protected]
Shekar GopalanS he ka r h as n ea rl y 3 0 yea rs o f
experience in design, sales, support,
marketing, and market research ofvarious types of test equipment and
i ns tr um en ta ti on p ro du ct s a nd
m arke ts. He ha s ma rket ing
experience with products such as
Mobi le Wireless Network test
e qu ipme nt , RF / Mi crow ave
equipment, Analog and Digital Analyzers, Calibration
Systems, BoardTest Systems, Sensor instrumentation, Data
acquisition systems, and other test equipment with leading
Fortune 100 companies
Peter ShreevePeter is Director of Customer
Research and has over 20 years
experience gained with leading
market research agencies and client
side at Reuters as head of Global
Customer Satisfaction Programmes.
He ha s cre at ed an d d eli ve re d
research programmes within bothbusiness to business and consumer
markets covering advertising effectiveness, customer
satisfaction, brand equity,usage and attitudes. Peter holds a BA
in Business Studies and is responsible for Frost & Sullivans
customer research business across Europe, Israel and Africa.
Keith OBrienKeith is Global Senior Director of Research. He has global
responsibility for identifying and profiling best practices for
the Growth Team Membership program. Best practicesresearch entails documenting 90th percentile practices
within companies that address the key challenges faced by
the leadership of the key functions supporting the CEO.
Prior to joining Frost & Sullivan, Keith worked at the
Corporate Executive Board where he managed best
practices programs in the Sales & Marketing and Financial
Services divisions. Keith has an MBA from the Kellogg
School of Management, and an M.Sc. and BBS from Trinity
College Dublin.
Art RobbinsArt is North America President,
where he oversees and manages the
North American Client Business
U ni ts . F oc us in g o n s tr at eg ic
consulting, client development and
l ea de rs hi p d eve lo pme nt t o
accelerate client growth objectives,
his experience spans over 25 years
with multiple consulting companies,
starting with American Management Systems, an IT
consulting firm and Ernst & Young, where as Partner and
Vice President, he provided a fu ll range of strategy,
transformation and IT consulting services.
Rajiv KumarRajiv is Partner and Senior Vice
President and has over 18 years of
d ivers e e xpe ri ence d ire ct ing
successful strategy consulting and
technology research businesses,
primarily in the emerging technology
f ie ld s. Mr. Ku ma r ha s bro ad
experience in multiple industries witha talent for thinking outside the
box. His international business experience inAsia, Europe and
North America positions him as a proactive leader with a keen
ability to analyze and prioritize problems with senior decision
makers and clients at any level.
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Frost & Sullivan, the Growth Partnership Company, enables cl ients to
accelerate growth and achieve best-in-class positions in growth, innovation
and leadership.The companys Growth Partnership Service provides the CEO
and the CEOs Growth Team with disciplined research and best practice
models to drive the generation, evaluation and implementation of powerful
growth strategies. Frost & Sullivan leverages over 45 years of experience in
partnering with Global 1000 companies, emerging businesses, and the
investment community from 34 offices on six continents.To join our Growth
Partnership, please visit http://www.frost.com.