Madrid Conference > Session Details

Session 301

Strategy Frameworks: In Quest of Relevance in a Turbulent World

Track Q	Date: Tuesday, September 23, 2014
Track X	Time: 14:15 – 15:15
Showcase Panel	Room: Roma 1

Session Chair:

Allen Webb, McKinsey Quarterly

Allen Webb is the Editor-in-Chief of the McKinsey Quarterly. He joined the firm in 1993, and during the first phase of his career at McKinsey served clients in the aerospace, automotive, chemical, health care, legal, and steel industries, with an emphasis on topics related to corporate finance and strategy. Before joining McKinsey, Allen Webb was a research associate at the Harvard Business School. He also has been a lecturer at the University of Washington’s Foster School of Business, teaching MBA courses in international strategy and business history. He has published management articles in the California Management Review, Encyclopedia of Strategic Management, and the McKinsey Quarterly and has written numerous Harvard Business School case studies. Allen Webb holds a J.D. from the University of Chicago Law School, an M.B.A. from the University of Chicago Graduate School of Business, and an A.B. from Harvard College, where he was a member of Phi Beta Kappa.

Panelists:

Robert Grant, Bocconi University

Robert Grant is professor of strategic management at Bocconi University, Milan. He was born in Bristol, England, and is a graduate of the London School of Economics and City University. He has held faculty positions at Georgetown University, City University (London), California Polytechnic, University of British Columbia, St. Andrews University (Scotland), and London Business School. He has been a visiting professor at UCLA, UC Irvine, UNISA and Insead. He has been active as a teacher and a producer of teaching materials in strategy for over three decades. His textbook Contemporary Strategy Analysis (8th edition, Wiley, 2013) is used widely throughout the world.
Martin Hirt, McKinsey & Company

Martin Hirt leads Mckinsey's Strategy and Corporate Finance Practices in Asia. Over the past two decades, he has advised Asia-based and multinational companies on a variety of issues including emerging-market growth strategy, cross-border M&A and merger management, business-model innovation, end-to-end transformation, pricing strategy, and culture change. In addition, Martin Hirt has extensive expertise in the advanced electronics and high-tech industries, covering the entire value chain—including components, semiconductors, and flat panels; original design manufacturers (ODMs) and electronics manufacturing services (EMS) providers; branded PCs, TVs, and mobile devices; and telecom services. He has also counseled Internet businesses on advanced analytics, capability building, and the creation of disruptive online strategies. As part of his client service, Martin Hirt has also helped spearhead the creation of new advanced-analytics toolkits. Furthermore, he has played a critical role in developing and expanding McKinsey’s Strategy Academies, a series of half-day workshops for C-level executives. He is the author of several articles on strategy and the Asian business landscape. He joined McKinsey in 1993 and has been based in Asia since 1998.
Michael G. Jacobides, London Business School

Michael Jacobides holds the Sir Donald Gordon Chair of Entrepreneurship & Innovation at the London Business School, where he is Associate Professor of Strategy. He has held visiting appointments at Wharton, Harvard Business School, NYU- Stern, has visited Bocconi, U. of Paris and Singapore Management University, and teaches in Columbia for the LBS/Columbia EMBA-Global. He has served on the Global Agenda Council of the World Economic Forum on the Financial System and the Future of Investments, and is a Visiting Scholar with the New York Fed, focusing on changing business models in Financial Services. He studied in Athens, Cambridge, Stanford and Wharton, where he obtained his PhD.
Dan Simpson, University of California - Berkeley

Dan Simpson spent 34 years as an executive at The Clorox Company, a $6 billion U. S. manufacturer of consumer packaged goods, and is currently an Executive in Residence at the Haas School of Business at the University of California in Berkeley. He spent 15 years of his Clorox career as head of corporate strategy, with responsibility for corporate strategy, strategic planning for business and functional units, and internal strategy consulting. He most recently served as Vice President - Office of the Chairman, where he supported the chairman in a variety of his internal and external roles, and led work on innovation and partnership practices. Prior assignments included positions in brand management, corporate finance, new business ventures and business development (M&A). Dan Simpson holds a B. S. from Northwestern University’s School of Education and an MBA from Northwestern’s Kellogg Graduate School of Management.

In March of this year, McKinsey Quarterly convened a group of five Chief Strategy Officers strategists, five business school professors, and five current of former leaders of McKinsey's Strategy Practice to look forward at the future of strategy. Front and center in the discussion were strategy frameworks, whose development, and perhaps application, some suggested, has dithered. The discussion, summarized in the current issue of the Quarterly which is available to conference participants, raised some interesting reflections on what has been achieved to date and opportunities for collaboration between academics and practitioners. This session, which includes key participants from the March workshop, will explore what is the value of strategy research in and for practice. The debate between leading practitioners and academics, moderated by the Editor of McKinsey Quarterly, will briefly consider retrospect, and mostly focus on the future of strategy research and its ability to shape practice.

All Sessions in Track Q...

Sun: 13:45 – 14:30
Session 295: Keynote: Lifetime Achievement Award: Sun: 14:30 – 15:15
Session 471: Keynote: CK Prahalad Award: Mon: 09:30 – 10:30
Session 296: How Social Networks Create Competitive Advantage: The Microfoundations Reputation: Mon: 13:30 – 14:30
Session 4: Business Models in their Competitive Context
Session 5: Building Strategic States
Session 298: Using Networks to Shape Strategy
Session 299: Dealing with the Euro Area Economic Crisis: Strategic Adjustment in the Period of Turmoil
Session 300: Methodological and Conceptual Frontiers in the New World of Networks: Tue: 09:30 – 10:30
Session 297: Granularity of Profit: Tue: 14:15 – 15:15
Session 6: Quantitative Empirical Approaches in Strategic Management
Session 301: Strategy Frameworks: In Quest of Relevance in a Turbulent World
Session 302: Directing Strategy: The Process Challenges of Formulating and Implementing Strategy in a World of Networks
Session 470: Governance Challenges in Globalized Networks
Session 473: Rethinking the Architecture of Global Corporations

Session 301

Strategy Frameworks: In Quest of Relevance in a Turbulent World

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