Ed Warnock

Contributing Associate Professor of Strategic Management

“In order to improve long-term performance, an organization must tie strategic goals to operational plans, project portfolios and daily management practices.“


Change. The one dependable constant in business.

Effective managers must draw on all of their professional experience and education to devise the best possible strategy to ensure long-term change is successful. Managers must not only be familiar with the isolated components of business, but also understand how they interact in a dynamic environment. In order to improve long-term performance, an organization must tie strategic goals to operational plans, project portfolios and daily management practices.

Strategic management is the art of positioning an organization for sustained excellence in an uncertain world. In class, students will measure, evaluate and determine their competitive position and the systems-wide leverage points that build high-performance differentiation over a long period of time. They will develop systems-analysis skills to plan large scale, long-term sustainable change. Students are encouraged to reach a level of high mastery.

Learning should be exciting and practical. The class is a symposium in which everything, including what the instructor presents, should be questioned, examined and critiqued.


Since 1984, Ed Warnock has helped organizations develop their capacity to plan, execute and sustain change. The Bonneville Power Administration used Ed to create a Project Management Office. Providence Hospitals relied on Ed to consolidate and merge regional IT offices into a central department. He helped the legislatures of Washington, Oregon, Montana and Idaho develop policy governing the Columbia river system for power generation, fish preservation, agriculture, and recreational needs. Ed has aligned the strategic goals of dozens of other clients with their operations and helped specify accountability to achieve specific, measurable results.

Ed has been invited to teach classes and address conference audiences on a variety of topics, including balanced scorecard for the health industry, project portfolio management, earned value management, strategy mapping and implementation, new venture planning, and managing in the future. He has also given professional development seminars focused on leadership, strategy and project management.

While he still consults for clients, Ed delivers his 14 years of classroom experience to the Atkinson School of Management with an emphasis on strategic management and organizational leadership. Ed has taught for educational institutions around Oregon, for businesses around the country, and for governmental entities around the world.

Ed draws on his training as an aerospace engineer, experience as a research scientist and success as an entrepreneur to develop leaders capable of executing strategy and creating sustainable change.

Ed is also a commercial glider pilot. He has even been known to take students up in his Grob 103 high performance sail plane.


  • M.A., Antioch University
  • B.S., Aerospace Engineering, University of Arizona

Areas of Instruction

Developing practical techniques and tools that are transferable to all levels of an organization.

Selected Professional Activities

Past President - The American Society of Training and Development (Oregon Chapter)

Member - American Institute of Aeronautics and Astronautics

Member - Project Management Institute

Member - Software Association of Oregon

Selected Publications and Presentations

“Balanced Scorecard for the Health Industry”

“Performance Management for Teams and Organizations”

“Balanced Scorecard: A context for clean execution”

“Change Planning and Change Management”

“Managing Performance with an Earned Value Management Systems”

“Requirements Clarification on Strategic Projects”

“Managing Project Portfolios for Strategic Results”

“Outcome-Driven Project Management”

“Decision-Making and Design Techniques for Groups”

“Catalytic Leadership: Leadership in complex organizations and communities”

“Reengineering Systems”

“Transition Management – The People Part of Strategic Change”

“Virtual Teams – Building Teams Across Organizational Silos”

“Leading in Chaotic Systems”

“Future Directions in the New Economy”

“Management Skills Required in the New Economy”

“Strategies To Be Successful In The New Economy”

“Building Community Leadership”

“Leadership Lessons from Chaos Theory And Game Theory”

“Systems Change and Empowerment”

“Value Chain Reengineering”