This Djurdjevic workshop will:
- Allow you to pick the brains of one of world's foremost IT industry
analysts for a full day
- Teach you how to think globally in planning for future
- And to read between the lines of vendors' or politicians' declarations...
Executive Workshop - Sample Outline
Industry Stratification
In early 1988, we prophesied a need for leasing vendors to diversify
away from hardware deals. In March 1990, we said that the "computer industry"
would have to reinvent itself; that the value shift from hardware to software and services
would lead to new breed of lessors, users and vendors. At the workshop, you'll find out
who will make it and who won't.
Upsizing of America
Contrary to what one may conclude from the gloomy daily headlines
(about downsizing and job losses), an upsizing of America is under
way. Find out which parts of the market and growing and how they
are fueling America's (and global) economic growth.
Services and Outsourcing
Nowadays "everybody" is or wants to be in the services
business. But what does it really mean? Who are the leaders in this new field? Who is
doing well, and why? Who is not, and why not? You'll learn all that and more about the
leading global IT services vendors, such as EDS, IGS, Accenture, Hewlett
Packard, Cap Gemini Ernst& Young (CGE&Y),
Computer Sciences Corp. (CSC) etc.
If PCs Could Fly...
IT vendors spend a lot of time complaining about a lack of standards.
But we are more worried about a lack of buyers standards, especially in the PC part
of the industry. As a result, shoddy products proliferate as "winners." Find out
about the issues and proposed solutions.
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Where "Top 100" Multinationals' Invest Their Money - A Close
Look at the Worlds "Emerging Markets" (China, Latin America, S.E. Asia, Russia,
E. Europe)
A "Klondike of the 21st century," or a "Big Bust?"
The Chinese shot at democracy; the Russians shot in the name of democracy. Find out who
the world's top 100 multinational companies rewarded, and who they punished. Based on the
latest U.N. statistics, you will learn who these global business leaders are, what they
are up to, and what they are not likely to do. The session incorporates our geopolitical
foreign policy scenarios. It is a "must" for any global strategic thinker. And
our "Yikes" and "Yahoos" list will update you about the
"has beens" and the "newcomers" to the "Top 100" list. Does
protectionism pay? Find out at our next workshop.
End of Western Dominance? Not in Our Lifetime...
Check out the 25-year forecast by the World Bank. Find out which nations
will end up on top, and which ones will end up at the bottom of the economic pecking order
in year 2020. It implied that the era of western dominance was at an
end. Contrast that with our analysis of the World Bank forecast.
You will see that we draw
substantially different conclusions about the future from basically the same "raw" data.
A key difference: we don't use history to forecast the future, as
the WB bureaucrats did. We use our "big picture" grasp
of global affairs, and add to it our intuition, and logical
extrapolations based on practical experiences.
(Re)Fusion of Arts and Science
If a reporter asked Leonardo Da Vinci if he were an artist or a
scientist, what would Da Vincis answer have been? See how the industrial
eras shortcomings warped human nature, and how the information era
opportunities will help return humanity back to its roots. Should we be hiring more
musicians and fewer engineers to get ready for the fusion of arts and sciences?
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IBM Trends & Strategies
Remaking IBM for the 21st Century
For most of its first eight decades of existence, IBM has been a
standout, outgrowing the U.S. GNP by a two-to-one margin. By the early 1980s, the company
seemed to be able to walk on water. But by the early 1990s, the Big Blue became a laughing
stock of corporate America. Now IBM seems to be coming back again. But is its recovery for
real? How long will it last? You'll find out the answers to these and other questions at
this workshop.
IBM Software Challenges
In July 1984, well before most people thought of software as a big
business, we predicted that the IBM software prices would skyrocket. In early 1985, we
suggested that IBM will have to find new ways of pricing the software, e.g., usage-based
charges, or "metered" software.. In late 1986, we spoke of "free
MIPS," and that most of the money will
be made in software and services. Since that time, these things have materialized. And
now, IBMs software is a $12.7 billion business. But new challenges lie ahead.
Putting IBM software on the desktop is one - enter Lotus...
IBM and the Internet
Making IBM aggressively participate in the Internet revolution is
another challenge. Find out at the workshop about IBMs OnDemand strategies. Learn about why the IT industry may be coming back the IBM way. And what
strategic moves can be expected in the future.
IBM Global Services' Changing Strategic Role
Since its inception in May 1991, IBM Integrated Systems Solutions
Corp. (ISSC), now known as IBM Global Services (IGS), has been the fastest growing part of IBM. In May 1994, its
industry-oriented structure became the blueprint for all of IBM. Now that the 1956 Consent
Decree has been lifted, IGS faces new strategic options. Find out what they are, and
what's ahead for IGS, IBM's largest business unit - now also the
biggest services
operation in the world.
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Should IBM Be Broken-up? What Will It Take to
Return IBM to Growth Again?
The session will end with our traditional five-year financial forecast
for IBM. 1994 was the first profitable year since 1990, as we had predicted going into it.
In 1995, the earnings improved some more, as they did in the next two
years. But then, IBM, hit the wall. Its earnings peaked in 1998,
as the former CEO Gerstner refused to break up the Big Blue, as we
recommended in 1996. Ever since, IBM has been basically stagnating, as
revenue have actually declined. At the Annex workshop you will find out
what IBM new management under Sam Palmisano need to do to turn things
around, and return IBM to growth.
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Besides EDS, IGS, Accenture, Hewlett Packard, Cap Gemini
Ernst& Young (CGE&Y),
Computer Sciences Corp. (CSC) which we mentioned earlier, you may also learn more about other global
IT leaders: Microsoft, Oracle, Fujitsu, SUN, HP, Dell...
The industry stratification trend has already given us some clues about
what types of companies will end up at the top of the food chain by the end of this
decade. In this session, we examine many of the leading current industry leaders' business
performances and strategies, to see how they are positioned for the "brave new
world" of software and services.
Also see What Others Have
Said..., including some comments by past Annex Executive Workshop attendees.
| Bob Djurdjevic runs his workshops interactively, allowing time for questions and
exchanges of ideas.
Please call 602-824-8111 for more
information e-mail us.
|
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