CENTER FOR CREATIVE LEADERSHIP - STRATEGIC SKILLS FOR EXECUTIVES PROGRAM

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP88-00428R000200080001-3
• Release Decision: RIPPUB
• Original Classification: K
• Document Page Count: 12
• Document Creation Date: December 22, 2016
• Document Release Date: November 10, 2010
• Sequence Number: 1
• Publication Date: December 27, 1984
• Content Type: MEMO

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27 DEC 1984
DDA 84-3620/1
MEMORANDUM FOR: Executive Director
FROM: Harry E. Fitzwater
Deputy Director for Administration
SUBJECT: Center for Creative Leadership -
Strategic Skills for Executives Program
The Office of Training and Education (OTE) will have a
participant, preferably one of our management instructors, in
one of the next offerings of the Strategic Skills for
Executives Program. We will consider
of the OTE management instructors cannot attend. OTE is
evaluating the Program for Executive Development as well as its
potential for other audiences.
Hairy E. Fitzwater
Retyped:EO/DDAI Ibe:27 Dec 84
Distribution:
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2 DDA
1 - DTE
1 - DDTE
1 - OTE REGIS
STAT
STAT
STAT
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DATE'REC'D ` DATE OUT
ODA
meter for Creat*te Leadership
Strategic Skills for Ex&tives
Prcgran
CONTROL NO.
84-1211
CROSS REFERENCE OR
POINT OF FILING
DATE
SENT
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OTE 84-1231
MEMORANDUM FOR: Executive Director
FROM: Harry E. Fitzwater
Deputy Director for Administration
SUBJECT: Center for Creative Leadership -
Strategic Skills for Executives Program
The Office of Training and Education (OTE) will have a
4
participant in one of the next offerings of the Strategic Skills
for Executives Program.
OTE is evaluating the Program for
Executive Development as well as its potential for other
Harry E. Fitzwater
Distribution:
Orig
- Adse
1 -
ER
2 -
DDA
1 -
DTE
1 -
DDTE
1 -
OTE REGIS
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MEMORANDUM FOR: Deputy Director of Training and Education
Chief, Executive Development Staff
SUBJECT: CCL Course - "Strategic Skills for Executives
1. This looks like a good program. Both CCL and New York
U. have a good reputation. I would like to evaluate it
personally, but think other OTE officers will benefit more from
the training. Could we send someone like
who make greater use of these strategic planning skills in their
work.
2. As an aside: we had sessions on strategic planning in
Core Course I. Even with the EXDIR's support, we will be
swimming upstream if we offer it as an elective. Our SIS
officers tend to resist strategic planning, although most could
benefit from the training.
STAT
STAT
STAT
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5000 Laurinda Drive. Post Office Box P-I. Greensboro North Carolina 27402. Telephone [phone].
November 20; 1984
To: CCL Alumni
From: Patricia A. Wegner-Lake
Marketing Manager
A vital part of being an executive is creating strategy. Executives create
strategy by assessing their organization's present circumstances and by
repositioning their organizations to take advantage of emerging opportunities.
Strategic planning requires a mix of conceptual skill and the ability to work
productively with others to plan for the organization's future.
With this in mind the Center, in collaboration with the New York University
Schools of Business, has developed an executive program that focuses on:
- developing strategic management skills
practicing and refining these strategic skills through
participation in the Financial Services Industry (FSI)
simulation
STRATEGIC SKILLS FOR EXECUTIVES is scheduled for March 11-14, 1985, here in
Greensboro, North Carolina.
The enclosed description will tell you more about this new program and includes
a registration form. We thank you for your past participation and hope that you
and other members of your strategic management team can join us.
If you have any additional questions, please call.
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OC ~NTER FOR CREATIVE LEADERSHIP
The CENTER FOR CREATIVE LEADERSHIP
announces'a major new program . . .
STRATEGIC SKILLS FOR EXECUTIVES
A Four-Day Program on Strategic Planning and Management
March 11-14, 1985
This program of learning by doing is designed to help senior managers
further develop their strategic management skills through:
? A grounding in the fundamental skills and concepts of strategic
planning
? A rare opportunity to practice and refine these skills through
participation in an elaborate, realistic simulation of high-
level strategic planning in two financial services companies
The Key Benefits of Attending A
? Develop a strategic orientation toward your company
and its place in the industry
? Learn to be more responsive to changes in the environment
? Learn to manage better the tension between daily operation and x r
long-term strategies for growth and diversification
? Gain insight into yourself as a strategy-maker and manager
Who Should Attend
Upper-level managers who, at a minimum, are in charge of strategic
business units or report directly to someone in such a position.
An Organization's Environment. How to conduct a competitive analysis
of an industry . . . taking into account the demands and needs of the
consumer . . . understanding the nature of the competition . . . assessing
social, legal, economic, and demographic conditions and trends.
An Organization's Situation. How to analyze an organization's
strengths and weaknesses . . . seeing opportunities and dangers . . .
determining strategic goals . . . identifying alternative strategies.
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A Day of Strategic Planning. Participate in a six-hour simulation that
requires strategic thought and planning . . . be part of a managemenj team
of up to-25 executives roles (from president to key senior staff) in one of
two financial services companies--a securities firm and a commercial bank
. . focus on diverse strategic issues such as credit card losses,
expanding services, selling insurance products, retaining key personnel,
giowth in branch banking, and the loss of brokers to competitors, among
many, many others. (Experience in the financial services industry is not
required.)
Debriefing the Simulation. An analysis of the goals set for each
simulated company and the fit between your managerial actions and those
goals . . . an examination of power, climate, and networks in relation to
the goals-action fit . . . feedback',from other executives on the
effectiveness of your strategic and managerial actions based on performance
during the simulation.
Application of Learning. Rework the strategies and rethink the
managerial actions you took during the simulation in light of lessons
learned in the debriefings . . ..,consider key strategic questions in
back-home organizations, applying learning from the program and taking
self-insight into account . . . formulate an action plan for using strategic
skills on the job.
ABOUT THE FINANCIAL SERVICES INDUSTRY (FFSI) SIMULATION
The six-hour simulation (designed by New York University Business
Schools faculty members and staff in collaboration with the Center)
recreates a day in the life of senior management in two business units--a
bank (Metrobank) and a securities firm (Investcorp). Metrobank is part of
the fictitious Metrobank Holding Company, which includes a bank with $1.5
billion in assets and a medium-sized finance company. Investcorp, part of
Investcorp Holding Company, includes a large securities firm with $108
million dollars in capital and a regional insurance company.
The simulation involves 25 different roles, from the presidents of
Metrobank and Investcorp to group executive vice presidents and staff in
operations, marketing, personnel, and data processing. All participants
receive extensive information on "past" business decisions and
correspondence on current issues and problems. The simulation presents the
participants with the business environment of the eighties--full of
uncertainty, danger, and opportunity. Only by identifying the important
issues, collecting and sharing information, and formulating appropriate
strategies through interaction with others can participants manage
effectively in the simulation.
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To prepare for the simulation, participants will receive annual
reports, background information on the financial services industry, and an
extensive-overview assignment. Before the simulation begins, the
participants will meet with the program staff to formulate a learning
contract. Then during the simulation the program staff will observe the
managers at work and will subsequently meet with them individually and in
small groups to discuss their actions and performance during the
simulation.
Workshop Leaders
ROBERT E. KAPLAN is Director of the Looking Glass Program at the
Center. He has conducted research on managerial work, group effectiveness,
and organizational diagnosis and change, and has published a number of
papers in these areas. A certified group facilitator and organizational
consultant and a member of the National Training Laboratories Institute, Bob
holds a Ph.D. in organizational behayior from Yale University.
RUSSELL S. MOXLEY is Assistant Director of the Looking Glass Program
and a Senior Trainer at the Center. His background is in management
training and management and organization development. Before coming to the
Center, Russ was the Manager of Training and Development at ARCO Alaska,
Inc. He has a Bachelor's and Master's degree from Southern Methodist r
University in Dallas. ~~
ANNE M. FABER is Director of the Workshop in Organizational Action and
Program Associate with the Leadership Development and Creativity Development
Programs at the Center. Her work has focused on the design and delivery of
training programs in the areas of leadership effectiveness and innovative
problem solving. She has conducted programs for a variety of audiences in
the U.S., the United Kingdom, and Mexico. Before becoming involved with
leadership and creativity training, Anne was a bank examiner with the
Federal Deposit Insurance Corporation and a regional auditor with a bank
holding company. She received both a B.A. and M.A. in economics.
STEPHEN A. STUMPF is Associate Professor of Management at New York
University, where he received his Ph.D. He is the author of Managing
Careers (1982) and Choosing a Career in Business (1984), as well as many
articles on decision making, problem solving, and career development.
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THOMAS P. MULLEN is an instructor in management at New York University,
where he received his Ph.D. He recently co-authored Technical Analysis of
the Stock Market (1984) and has published in the areas of management'
training, simulation and cross-cultural communication.
-KAREN S. HARTMAN is Assistant Professor of Management at Baruch
College. She received her Ph.D. from New York University. Her published
research includes work in career decision making, organizational commitment
and withdrawal processes, and computer-based learning.
Date and Location
This program will be held Marc13,11-14, 1985, at the Center for Creative
Leadership, Greensboro, North Carolina.
Accommodations
Rooms have been reserved at Guest Quarters in Greensboro. More
information will be provided upon4registration.
Program Hours
The program will begin at 8:30 a.m. on Monday and end at 3:00 p.m. on
Thursday. f
Program Fee
Tuition is $1,100.00 and includes all program materials and meals.
Registration
To reserve your place, complete and return the enclosed registration
form or call Pat Wegner-Lake at [phone] for further information.
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REGISTRATION FORM
PROGRAM TITLE
DATE OF PROGRAM
FULL NAME
I PREFER TO BE CALLED
TITLE
PHONE (OFFICE AND HOME)
ORGANIZATION
MAILING ADDRESS
CITY/STATE/ZIP
TUITION O My full tuition in the amount of S is enclosed (make checks
payable to the Center for Creative Leadership).
0 My company's purchase order Is enclosed. Please send an invoice.
ACCOMMODATIONS 0 Please make lodging arrangements for me (details on location and cost of
accommodations will be sent with registration confirmation) for the nights
of
CANCELLATION POLICY Registrations cancelled or transferred less than three weeks priorito ttSe
starting date of the program are subject to a charge of 30 percent of the
registration fee. There is no charge for substitutions.
I have read your Cancellation Policy and accept its terms.
Signature Date
Please return this form to Dawn C. Dunman. Registrar, Center for Creative
Leadership. P.O. Box P-1, Greensboro. North Carolina 27402-1660. Your
enrollment will be confirmed within ten days.
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DOCUMENT CONTROL MFG 7-81
CO7NTn~ROL NO-
DDA R FEREN of,
CROSS F FINTO
--.,.eentSE DATE ILING
DATE DATE
DATE OF DOC ROUTING SENT
DE ME, 0 OTE
gEILLS EX qtr
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fJO CanLjidate DTE
FOR EXECUTIVES
NOREPL`(
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10 DEC 84
TO DTE
FROM EO/DDA
SUBJ. Candidate for STRATEGIC SKILLS
POINT OF FILING
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FOR EXECUTIVES
DATE
SENT
DDTE
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