Majd Madina Director, Member Communi0es Cell: #CompTIAca

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2 Majd Madina Director, Member Communi0es Cell:

3 Teleconference Se0ngs This call is being recorded To see the slides, click on the WebEx link in your mee0ng invita0on

4 CompTIA An8-Trust Statement comp8a.org/an8trust CompTIA has a policy of strict compliance with federal and state an0-trust laws. You agree to avoid discussing certain topics that could result in an unreasonable restraint of trade while par0cipa0ng at any CompTIA events or ac0vi0es.

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6 Purpose of Communi0es Grow our Businesses & Contribute to the Industry Your Role: Teach and learn from peers Par0cipate and contribute Shape the future of the industry Benefit to You: Networking Educa0on Making a difference

7 CompTIA Member Communi0es

8 Become an ac0ve Community Member! Par0cipate in 2018 Execu0ve Council Nomina0ons Join Meetup & Linkedin Groups: CompTIA Canadian IT Business Community Premier Membership (100$ Promo Code): SPVCITB

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11 "They will teach this one in business schools. A dominant East Coast grocer coughs up major dough to acquire a western rival. Hundreds of millions of dollars in synergies are promised. Bay Street falls in love with the poten0al. And then, two years into the integra0on, the buyer unveils a stunning stumble. Globe and Mail, March 15, 2016 In a $5.8-billion deal that will reshape Canada s grocery industry, Sobeys Inc. is buying Safeway Inc. s Canadian division to beef up its western business and take on intensifying competition. And then, two years into the integra0on, the buyer unveils a stunning stumble. It isn t solely that Sobeys Inc. wrote off $1.7-billion last week one-third of the $5.8-billion purchase price was swiily wiped out.

12 Meet my Friend Rob McLellan The Globe and Mail Mar. 23, :00PM EDT Toronto-based carrier Wind Mobile Corp. said Monday Mr. Krstajic will take over as chief execu0ve while founder Mr. Lacavera will become honorary chair of the board. He is stepping down from his role as chairman to make way for Robert MacLellan, a former execu0ve with Toronto-Dominion Bank with more governance experience.

13 On Strategic Planning

14 11 Horrible Mistakes In Tech That Vaporized Billions And Billions Of Dollars News Corp buying MySpace AOL buying Bebo $850M purchase $10M sale Google buying Dodgeball (and shulng it down) $1B and coun0ng Google buying Jaiku (and shulng it down) $2B and coun0ng Telefonica buying Lycos for $5.4 billion and sells for a handful of millions RealNetworks turning down the ipod- Tony Fadell sells to Steve Jobs Yahoo not buying Facebook $priceless Yahoo not buying Google $hummmmm AOL/Time Warner - $240M market cap to dust IBM handing Microsoi the soiware monopoly ouch

15 Why Do Most Strategies Fail? Lack of clarity Lack of commitment Lack of accountability and Leaders Day Job!!! - Balancing long term goals with short term pressures Ego

16 The Biggest Obstacle to Strategy ExecuKon CULTURE!

17 Execu0on is not just something that does or doesn t get done. Execu0on is a culture with specific set of behaviors and techniques that companies need to master in order to have compe00ve advantage. Ram Charan Many people regard execu1on as detail work that s beneath the dignity of a business leader. That s wrong it s a leader s most important job. Larry Bossidy, former chairman and CEO, Honeywell Interna1onal

18 On Strategy ExecuKon

19 Execu0on Strategy Models Covey and McChesney Larry Bossidy and Ram Charan Franklin Covey Strategic Planning for Dummies American Management Associa0on 9 Steps to Strategy Execu0on

20 Clarity My 6 Pieces for Advice for Effec0ve Leadership Taking Strategy to Execu0on Commitment A team

21 Back to Rob

22 Clarity Back to My 6 Pieces for Advice for Effec0ve Leadership Taking Strategy to Execu0on Commitment A team A plan Accountability A Strategy Execu8on Culture

23 Do we work effec0vely together to improve our ability to achieve the goals? Do we have a strong Execu0on Culture linking all of our key corporate components: people, processes, strategy and the opera0ng plan? Are we all in this together? Have we empowered our teams to execute on the strategy? Are we achieving our goals? Are we coaching, mentoring? Do we reward performance management to drive an Execu0on Culture? Do we pay the consequences? Do we root out the status quo and non performers? Are we living well and having fun?

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25 Leading Your Village to Strategic Success HARVEY SCHACHTER - Special to The Globe and Mail It takes a village to implement strategy. This village is a specific group of people: The top 100 people in your organization, who may well be spread across the country or globe, and may rarely come together. But they are still a village, and key to executing strategy. CEOs must reconsider how they have sold their strategy to the village, because if its members don t feel ownership for the strategy, it s doomed. CEOs must get the individuals together more frequently and create a feedback loop so it s known how things are working out and where difficulties are arising. These meetings can help to determine if the villagers are pulling together and taking ownership for the strategy; and, once the strategy hits the reality of implementation, if it is workable. So identify the village in your organization. Make sure its members meet regularly. Don t assume they will do what you order them to. Encourage open conversations in which they come to accept strategy as a collective responsibility. Get them behind the strategy, and you are more likely to succeed.

26 THANK YOU David BarreI

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