Message
“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.
Biography
Ed Warnock works internationally with both private and public organizations to plan and lead strategic 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 brings his 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.