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Program Highlights

• The steps companies have taken to achieve successful and rapid transformation.

• The role of the leader - and how the process gets started.

• The importance of speed in the transformation process.

Fundamental transformation is something that most organizations fail to achieve.

Those that do succeed, says Professor Tabrizi after a ten-year study of over 500 firms, appear to share such common practices as:

•  creating an initial sense of urgency.

•  utilizing a top-down alignment.

•  building viable and hard-working cross-functional teams.

•  committing to ruthless operational execution and dramatic cultural change.

Examples include Hewlett-Packard and Oracle whose goals for transformation differed but whose approach was very similar.

 H-P’s top management set goals, timetables, and performance expectations for a complete and dramatic change in the way it operated as well as it's IT structure. Other departments also faced a complete overhaul.

Oracle’s transformation from an amalgam of seventy “little companies” to a newly created structure that was integrated as well as cost-efficient was launched with a top-down sense of urgency, coupled with incentives to employees to gain their cooperation in the transformation process.

Dr. Tabrizi is a Professor of Management Science & Engineering, Stanford University, and the author of “Rapid Transformation.” He received his MS and PhD from Stanford University. Ann Livermore is Executive Vice President, Technology Solutions Group, Hewlett-Packard Co. She holds an MBA from Stanford University, and she serves on the board of UPS. Safra Catz is President of Oracle Corp, and has been a board member since 2001. She earned a JD from University of Pennsylvania Law School.

DVD or video (62 minutes) $95.