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|Dallas-Fort Worth Chapter Events|
Calendar of Events
ASP-DFW Fall 2016 Strat-Talk:
Like TED-Talk, with a focus on strategy
Date: Event Postponed to Jan/Feb 2017. Please check back for updates.
Donald Purdy | Lieutenant-Colonel (Ret.) | U.S. Air Force
Lieutenant Colonel (Ret.) Donald “Donny” Purdy is a recently retired Air Force officer and military strategist. Lt Col (Ret) Purdy is a three-time recipient of the Bronze Star Medal. Throughout his 20-year career, he served in a number of special operations assignments. As an aircraft navigator on the AC-130U “Spooky” and AC-130W “Stinger” gunships, he flew more than 2500 hours providing close air support for US and coalition special operations forces. He deployed extensively in support of combat operations in Afghanistan and Iraq and supported humanitarian assistance, and peace-keeping operations worldwide. In the remaining portion of his career, he served in key posts as a commander and military strategist advising senior general officers, including General Stanley McChrystal, on national security and foreign policy matters.
Topic: Failure as a Strategic Option
Stephen Wilson | Managing Partner | Wilson Perumal & Company
Stephen is Managing Partner and co-founder of Wilson Perumal & Company. He works with senior leadership teams in corporations and private equity, advising them on critical strategy and operations issue. Stephen has written extensively on the topics of growth strategy, cost-competitiveness, organizational development and in particular, on the issue of competing in today’s complex world. He is co-author of Waging War on Complexity Costs (McGraw-Hill, 2009). His latest book, Growth in the Age of Complexity, will be published in 2016.
Topic: Competing amidst Complexity
Complexity is a powerful force that shapes strategies and growth plans; it can be the single biggest determinant on a company’s cost structure and growth. Companies are struggling to deal with an increasingly complex world and markets: customers looking for on-demand service, with broadening portfolios, through a variety of channels, and with ever greater cost of failure. At the same time, companies have to resolve internal complexity: too many meetings, slow decisions, unclear responsibilities, and inefficiency in operations. The bottom-line: complexity is the defining business issue of our time, and one that requires different mindsets and approaches to overcome.
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