|P E T E R S. C O H A N & A S S O C I A T E S|
Peter Cohan speaks at management conferences around the world, including talks on Strategic Decision-Making and Value Leadership.
Strategic Decision Making
In March 2006, Peter Cohan taped a 35 minute video on Strategic Decision-Making. The first executive who saw the video said, "I viewed it and enjoyed both the content and form. It has good pace, lively and personable delivery, on a subject you clearly care about; clearly spoken, good examples, and overall balance."
Here is a brief description:
Busines is measured on results. And good results follow from excellent decisions that are well executed. The Strategic Decision-Making program describes tried and true principles that can help you make excellent strategic decisions. Based on Cohan's 25 years of consulting experience and the latest academic research, this program offers principles, cases, and methods that can help you make decisions that drive better results. Specifically, the program shows how you can profit from seven principles of strategic decision-making. To view this video, please contact me at the link below.
In April 2004, Peter Cohan delivered a keynote speech on Value Leadership for a conference on corporate performance management at INDEG, a Lisbon, Portugal-based business school.
To view one-minute excerpts from the speech, click on the links below.
Value Leadership pays. Value Leadership helps shareholders. Through my research into 1,500 companies, I've developed the value quotient, a measure of how closely a company's conduct follows the seven principles on which Value Leadership rests. As this clip suggests, the higher a companies' value quotient, the higher its 10-year shareholder returns.
What is Value Leadership? As this clip shows, Value Leadership helps companies adapt to change and make more money by building long-term relationships with employees, customers, and communities.
Value Leadership rests on seven principles. As these clips point out, Value Leadership's principles reflect management's judgment about what's important to their business: such as people, teamwork, growth, and trust.
Importance of employees. In this clip I argue that in order to adapt to changing customer needs, upstart competitors, and new technologies, companies must hire and motivate an industry's best employees.
Southwest Airlines is a customer service business that happens to fly airplanes. As these clips highlight, Southwest won't even inteview rude pilots and hires more carefully than Harvard admits students.
Microsoft fights complacency through brutal intellectual honesty. This clip describes how Microsoft uses project post-mortems to improve its processes.
Fulfilling your commitments means doing what you say you'll do consistently. As this clip illustrates, Johnson & Johnson followed this principle in an exemplary fashion during its handling of the 1982 Tylenol scare.
Using Value Leadership to improve performance. As this clip demonstrates, we used Value Leadership to help a quick service restaurant chain improve its profitability.
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