Description

Strategic Business Management with Chris Lindstrom
What differentiates winning organizations from losing organizations? Is it smart people? The organization’s size? Good strategy? Luck?

We will explore different types of strategies and how each can serve in various situations. We will talk about classic, agile and renewal strategies; the key steps to create a strategy, and how to implement a system of execution to assure the strategic direction takes hold within the organization. Participants will walk away inspired, motivated and enthusiastic about creating traction for a more rewarding journey for their business or team.

Key topics presented

* What is a strategy?

* Do we need a strategy for our strategy?

* How is a strategy defined?

* How does a strategy get implemented?

* What is a system of execution?

About Chris Lindstrom
Chris is the Managing Partner for Ceptara Corp., a firm he founded in 2002. He has over 25 years of executive and consulting experience working with companies such as; NCR, AT&T, Lucent and Microsoft. He also has worked in and with small to medium sized companies such as Infospace, Motricity, Varolii, Cascade Coffee and several Boeing suppliers such as AMT Northwest (a Senior Company), Onamac, and TECT Aerospace.

After earning a bachelor's degree in Electrical Engineering and a master's degree in Computer Engineering, Lindstrom joined National Cash Register (NCR) as a components engineer, where he was introduced to Process Engineering and Total Quality Management (TQM). He later earned an American Society for Quality (ASQ) Six Sigma Black Belt certification and Master Black Belt.

Chris worked as a consultant and operations executive with companies in aerospace, telecommunications, software development and deployment, education curriculum development and training delivery. At AT&T, Chris supported a re-engineering project that evaluated the consumer products division, a $2B business that was losing money. In five months, a new strategy was developed, leadership was replaced, and new processes and metrics were designed that set the stage for an 18 month turn-around. While at AT&T Wireless, he led the improvement program that reduced the service activation costs by over 50%. At Infospace (a software as a service company), he re-engineered the Sarbanes-Oxley control system reducing administration costs by 50% and saved over $2M per year in Service Level Agreement (SLA) penalties through several Kaizen events focused on improving I/T Operations. He has developed curriculum and training for BPR, Lean, Six Sigma, Theory of Constraints (TOC), and organizational change delivered to professional and college classes.