The morning's panel discussion
centers around the Chief Executive Officer's role in creating and
sustaining visionary organizations.
The following is a series of biographies for our panel participants,
as well as a framework for directing the discussion.
CEO PANELISTS
Macon F. Brock
Mr.
Brock has been Chief Executive Officer of Dollar Tree Stores since
1993 and a Director and President since 1986 when he founded Dollar
Tree with Mr. Perry and Mr. Compton. He directs the overall
operations of Dollar Tree. Until 1991, he was employed in a similar
role with K&K Toys. Mr. Brock has 31 years of retail experience.
Michael D. Parker
Michael D. Parker is
executive vice president, The Dow Chemical Company; president, Dow
North America; and business vice president, Chemicals.
Parker was elected to the Dow Board of Directors in July 1995 and
serves on the Finance and the Environment, Health, Safety and Public
Policy Committees. He is a member of Dow's Executive Committee and
Corporate Leadership Team.
Parker has served in a wide variety of assignments in research,
manufacturing and the commercial area since he began his Dow career
in 1968. He joined Dow International at Freeport, Texas, in Organics
Research and Development, and subsequently became a production
engineer. In 1972 he moved to Birmingham, England, for a field sales
position and in 1975 was named a district sales manager.
In 1977, Parker was named product marketing manager for Epoxy
Resins, Dow Europe. He later became director of Marketing for
Inorganic Chemicals, then assumed the same position for Organic
Chemicals. In 1983 he was named commercial director for the
Functional Products Department, Dow Europe.
Parker moved to Midland in 1984 as general manager of the Specialty
Chemicals department, Dow U.S.A. In 1987, he moved to Hong Kong as
commercial vice president of Dow Pacific, and in 1988 was named
president of Dow Pacific. He returned to Midland in 1993 and was
named group vice president with responsibilities for Chemicals and
Hydrocarbons. In 1995, Parker became president of Dow North America
while retaining his global business responsibilities for Chemicals.
He was named executive vice president in 1996.
Parker also serves on the Board of Directors of the National
Association of Manufacturers, the National Legal Center for the
Public Interest and the Chlorine Chemistry Council.
Parker received a bachelor's degree in chemical engineering from The
University of Manchester (England) and an MBA from the Manchester
Business School.
James S. Turley
James S. Turley,
Chairman and CEO of Ernst and Young LLP, became Deputy Chair of the
organization on July 1. Jim had been the Metropolitan New York Area
Managing Partner since 1998. He joined the firm in Houston in 1977,
after obtaining bachelor's and master's degrees from Rice
University, and transferred to St. Louis in 1979. Jim became a
partner in 1987, and from 1987-1990, he was US National Director of
Client Services and Business Development. In 1991 he moved back to
St. Louis, where he served as a co-ordinating partner on major
accounts and also in 1993-1994 served as Area Director of
Entrepreneurial Services. He was the Managing Partner of the Upper
Midwest Area from 1994-1998
Jeffrey C. Walker
Jeffrey C. Walker is the
Managing Partner of Chase Capital Partners (CCP), Chase’s $18
billion global private equity unit.
Before founding CCP in 1984, Mr. Walker worked in the Investment
Banking and Finance divisions of Chemical Bank. His previous
experience includes the Audit and Consulting divisions of Arthur
Young & Co.
He currently serves as a director of 800-Flowers, Doane Products,
Domain, Guitar Center, House of Blues, Metroplex, The Monet Group,
Inc., Timothy’s Coffee, The WPA Theatre and the Foundation Board
of the McIntire School of the University of Virginia. He is also on
the advisory boards of Latin America Enterprise Fund, Indocean
Partners, Weston Presidio Capital and TSG Partners and is a member
of Chase’s Executive and Management Committee’s.
Previously, Mr. Walker served on the boards of Beylik Drilling,
Gymboree, Harris Chemicals, Somerset Pharmaceuticals, Tenax Corp.,
Parker Pen, PTN Holding Corporation, New England Book Components,
Seymour Housewares, Six Flags Theme Park, Inc., Harvard Business
School Club of New York, the Wilton (Connecticut) Board of Education
and was vice chairman of the National Association for Small Business
Investment Companies.
Mr. Walker has a B.S. from the University of Virginia and an M.B.A.
from the Harvard Business School. He is a Certified Public
Accountant and a Certified Management Accountant.
CEO PANEL
DISCUSSION
I. Business
Fundamentals
A. How has the
business focus of your organization changed, if at all, since your
tenure as CEO?
B. What do you see
as the driving force(s) behind that change?
C. What are the
challenges you see facing your organization in the current business
environment?
D. How do you feel
current economic trends have affected your organization as a whole?
E. How would you
characterize the culture of your organization?
II. Strategy
A. What is the
most important strategic initiative in your organization at the
moment? Why?
B.
How much do financials figure into your corporate strategy in the
short term and the long term?
C.
How receptive is your organization to abrupt change, both externally
and internally?
D. What are your
thoughts on the concept of "Level 5 Leadership," that
visionary CEOs make choices that stretch far beyond their tenure?
E. How do you go
about implementing strategic change in your organization--top down
or bottom up?
III. Technology
A. How does
technology figure into achieving your strategic business
initiatives?
B. Does your
business drive technology, or does technology drive your business?
C. Is the CIO part
of your senior executive management team? Why or why not?
D. What is your
day to day involvement in the technology of your business?
E. Do you see
technology as a cost center or profit center?
IV. Leadership
A. What leadership
style would you characterize yourself as? Your executive
management team?
B. Is leadership
unidirectional in your organization, or are their feedback
mechanisms in place?
C. What is your
corporate mission statement? How well do you believe your
lowest level employees know this statement?
D. How well do
your employees know your vision for the next 5 years? the next
10 years?
E. As a CEO, what
keeps you up at night?
CIO PANELISTS
The afternoon's panel
discussion centers around the Chief Information Officer's role in
creating and sustaining visionary organizations.
The following is a series of biographies for our panel participants,
as well as a framework for directing the discussion.
Dennis J. Bowman
Mr.
Bowman joined Circuit City Stores in 1996 as Vice President and
Chief Information Officer. He was elected Senior Vice President and
Chief Information Officer in 1997. Prior to joining the Company, he
had served as Senior Vice President - information services for Rite
Aid Corporation since 1993 and from 1984 to 1993 was a consultant
with McKinsey & Company.
Margaret
E. "Lyn" McDermid
Margaret
E. "Lyn" McDermid was recently appointed to the Governor's
Chief Information Officer Advisory Board for the Commonwealth of
Virginia, a board that advises the governor and his cabinet on
business and technology issues. The board's goals include increasing
the commonwealth's leadership in the information technology business
and using that leadership to build the economy and increase jobs.
Ms. McDermid joined Dominion subsidiary Virginia Power in 1982 in
the company's engineering and construction department. She has held
various management positions within the company including
director-administrative services and director-IS client services. In
1998, Ms. McDermid was named acting chief information officer and
subsequently was named vice president-information technology. She is
a member of the board of visitors of Mary Baldwin College in
Staunton, Va., and the Greater Richmond Technology Council. A native
of Boston, Ms. McDermid received her bachelor's degree in business
from Mary Baldwin and master's degree in business administration
from the University of Richmond.
Dieter
Timmermann
Mr.
Timmermann is Vice President of Corporate Information Technology and
Chief Information Officer for the Gillette Company.
Carl
Wilson
Mr.
Wilson is Executive Vice President and Chief Information Officer for
Marriott International, Incorporated.
CIO PANEL
DISCUSSION
I. Business
Fundamentals
A. How has the
business focus of your organization changed, if at all, since your
tenure as CIO?
B. What do you see
as the driving force(s) behind that change?
C. What are the
challenges you see facing your organization?
D. How is your
organization viewed by the rest of the company?
E. How would you
characterize the culture of your organization?
II. Strategy
A. What is the
most important strategic initiative in your organization at the
moment? Why?
B. Do you as CIO
have a role in determining the overall business strategy of the
company as a whole?
C.
How receptive is your organization to abrupt change, both externally
and internally? Who is usually the instigator of that change?
D. How do you go
about implementing strategic change in your organization--top down
or bottom up?
E. Do you feel
about CEOs take into account the technological infrastructure and
capabilities of their company in making strategic decisions?
III. Technology
A. How does
technology figure into achieving your strategic business
initiatives?
B. Does you
believe your business drives technology, or does technology drive
your business?
C. Are you part of
your company's senior executive management team? Why or why
not?
D. Is your
organization viewed as a cost center or profit center?
E. What technology
do you see affecting your organization in the near future?
IV. Leadership
A. What leadership
style would you characterize yourself as?
B. Is leadership
unidirectional in your organization, or are their feedback
mechanisms in place?
C. What is your
organization's mission statement? How well do you believe your
lowest level employees know this statement? How does your
organization's statement relate to the company's mission statement?
D. How well do
your employees know your vision for the next 5 years? the next
10 years?
E. As a CIO, what
keeps you up at night?
LINKS
CIO
Magazine Article: Leadership Lacking in IT Organizations
Computerworld's
100 Premier IT Leaders
Books
Offer Thought On Management, Leadership
Her
Story: Challenges for Women Leaders
Disruption
Is Good: Recognizing and Capitalizing on Disruptive
Innovations
What
Should CIOs Do To Lead During Hard Times?
The
American Management Association Homepage
The
CIO Council Homepage
RESOURCES
Collins, James C. and
Jerry I. Porras. Built to Last: Successful Habits of
Visonary Companies. Harper Collins Business, December
1996.
Hamel, Gary. Leading
the Revolution. Harvard Business School Publishing,
September 2000.
Kaplan, Robert S. and
David P. Norton. The Strategy-Focused Organization:
How Balanced Scorecard Companies Thrive in the New Business
Environment. Harvard Business School Publishing, September
2000.
Kotter, John P. Leading
Change. Harvard Business School Publishing, August 1996.
Kouzes, James M. and
Barry Z. Posner. The Leadership Challenge: How to
Keep Getting Extraordinary Things Done in Organizations. Jossey-Bass,
Inc., November 1996.
Maxwell, John C. The
21 Indispensable Qualities of a Leader: Becoming the Person
Others Will Want to Follow. Thomas Nelson, May 1999.
|
