Strategic Success In Turbulent Times
Strategic Success in Turbulent TimesThe Next Dimension for Strategic Management1June 17-19, 2016 San Diego, CA – USAContinuing and advancing the principles, methods and concepts ofDr. H. Igor AnsoffFather of Strategic ManagementA Paradigm Shifting 3 Day Seminar/WorkshopC opyr ight 20 16 S trat eg ic P os tur e , Al l R igh ts Re se r vedI n f o r m a t i o n : www.strategicposture.com , 8 5 8 . 7 3 3 . 8 8 8 8 o r info@strategictelesis.com
Learn why certain models (strategic planning, LRP, SWOT, MBO, MBE, Blue Ocean & others)work at times but fail at other. And, how to dynamically access, apply and optimize therelations which maximize financial performance.Table of ContentContentPageFoundations3Realities and Action4What will you take back?5Three Areas of Challenge/Risk – Strategic Cockpit 61. Strategic Management7Strategic Posture Analysis and Financial Performance - A 2015 Study82. Predisposition – Intelligent Awareness 3. Strategic Information – SDb5 910Feedback/Comments from prior Participants11Prior Consulting/Coaching Experience (Global)12Competitive Surprise13Supplied Material13Usual Attendees13Seminar/Workshop Schedule142016 Seminar/Workshop Schedule14The Team15Team Brief Bio16H o w t o Pa r t i c i p at e ?18C opyr ight 20 16 S trat eg ic P os tur e , Al l R igh ts Re se r vedI n f o r m a t i o n : www.strategicposture.com , 8 5 8 . 7 3 3 . 8 8 8 8 o r info@strategictelesis.com2
“Our practice is multi-disciplinary in the sense that it seeks an optic appropriate to the problemand not to a particular scientific discipline.” H. Igor AnsoffIt was no accident thatTim Hindle, in TheEconomist’s 2008 serieson the world’s mostinfluential managementthinkers, dedicated itsinaugural profile to “thefather of modern strategicthinking”, Igor Ansoff. Asthe profile noted, many ofAnsoff’s highest payoffstrategic principles weremade famous by othergurus who followed hislead. Competitiveadvantage (Porter), corecompetence (Hamel &Prahalad) and “sticking toyour knitting” (Peters), forexample, all sourced fromAnsoff’s paradigm-shiftingconcepts which have hadmassive impact onprofitability forbusinesses worldwide.Turbulence Visibility Familiarity Speed Complexity: Geographical,Economic, Social, Political,Educational, TechnologicalStrategyCapabilityResistance Innovation Marketing Capacity Culture Information Manager/Mentality Structure System Technology Individual Group SystemicWhat Management Icons Have Said About AnsoffIgor Ansoff invented strategic planning and strategic management.Philip KotlerIgor Ansoff is the father of strategic management .H e n r y M i n tz b e r gTruly the godfather of corporate strategy.Gary HamelIgor Ansoff was the father of modern strategic thinking.T i m H i n dl eIn 1965 came the Bible of strategic planning, H. Igor Ansoff’s monumental Corporate Strategy.Ri c h a r d K o c hC opyr ight 20 16 S trat eg ic P os tur e , Al l R igh ts Re se r vedI n f o r m a t i o n : www.strategicposture.com , 8 5 8 . 7 3 3 . 8 8 8 8 o r info@strategictelesis.com3
Enhanced Solutions for Real World ChallengesREALITIES YOU FACEACTIONS TO TAKEEnvironmental turbulence is unavoidableIdentify, anticipate, prepare for andmanage “unknown unknowns”All models and tools have limits thatwork at certain times but fail at othersLift your organization and skills beyondlimitations of single dimensions such as:e.g. - Strategic Planning, SWOT, MBO,Blue Ocean Strategy, MBE, Issue Mgt., etc.Competitive Advantage, Core Competenceand “Sticking to Your Knitting”When strategy and capabilities are notaccurately adjusted to changes in theenvironment, profitability is threatened andvulnerability increasesAccurately identify and assessturbulent factors to promptly optimizecapabilities and strategy to respondand align with the changing environmentS t ra te g i c L e a r n i n g - A C o l l a b o ra t i v e Te a c h i n g / C o a c h i n g M e t h o dTo expedite and maximize practical understanding for implementationInteractiveSeminarFirmly lock down yourpractical understanding andability to apply new profitenhancing methods & toolsApplicationWorkshopInstantly apply new skills andtools to accuratelyprofile your company, acompetitor or any other firmPerformanceCompetitionA real world surprisescenario with cash prizes forperformance tests yourability to apply new skillsC opyr ight 20 16 S trat eg ic P os tur e , Al l R igh ts Re se r vedI n f o r m a t i o n : www.strategicposture.com , 8 5 8 . 7 3 3 . 8 8 8 8 o r info@strategictelesis.com4
What You Will Take Back to Your CompanyA Toolbox of Cutting EdgeProfit-Enhancing ControlsBeyond interactive discussions and workshop exercises,materials include a spectrum of Ansoffian tools andmethodologies that incorporate previously unpublishedconcepts and advancements. Participants also gain access toSDb5 , a strategic information database providing reliableongoing surveillance of current and future turbulence levelsto help form of accurate, actionable perceptions.Advanced, Immediately Applicable InsightInnovative high-impact principles are taught using thesame interactive methodology that Dr. Ansoff usedworldwide to expedite and maximize practicalunderstanding. This immersive approach quickly equipsparticipants with ability to immediately apply enhancedprofit-building skills they have learned effectively andefficiently upon returning to their firm or organization.Real World Practice Using Firmor Industry Relevant DataA valuable takeaway from this hands-on seminar andworkshop are real profiles created by participants. Attendeesmay choose their own company, a competitor, or any other tobuild three profiles that mirror real world application usingAnsoffian methods. One will be conducted in groups with twocompleted individually.A Surprisingly Profitable Competition OpportunityTo ensure participants can confidently apply new skills in real world situations, and to close anyoutstanding gaps, the third profile is an individual competition. A carefully identified surpriseturbulence scenario is used to confirm ability to apply seminar tools and concepts. As in life,meaningful cash prizes will be awarded based on performance.C opyr ight 20 16 S trat eg ic P os tur e , Al l R igh ts Re se r vedI n f o r m a t i o n : www.strategicposture.com , 8 5 8 . 7 3 3 . 8 8 8 8 o r info@strategictelesis.com5
Tools to Address Three Areas of Challenge/RiskStrategic Success in Turbulent Times covers three main areas moving from the general tothe specific and introduces the “Strategic Cockpit ” that provides tools for each to optimizefinancial performance. Strategic management is at the core with predisposition and strategicinformation on the periphery. It covers relationships between turbulence, strategy, capability,resistance, process, predisposition, strategic information database and the impact on financialperformance, as follows:1. Strategic Management - Knowledge from outside and inside the firm translates into an actionplan for profit potential. Results: profit optimizing model(s) that are applied either:sequentially by planning then implementing, concurrently by planning and implementing atthe same time or both, in some instances. A revision process is also implanted in order toassure desired results are achieved (Exceptional and Immediately Applicable Practice).2. Predisposition (New) - Introduction to tools that constantly enhance your personal skills;encompassing Aspirations, Body, Mind and Traits. Applications of the model with emphasison ethics and leadership imperatives are introduced. Results: intelligent awareness leadingto better influence and action potential (A Toolbox of Imperatives).3 . Strategic Information (New) - Design and applications of a strategic information database. Itincludes turbulence assessment, strategic issues and expert critiqued surveillance method.Results: help in business intelligence, perceptions and interpretation of future turbulence(Real World Practice Using Firm and Industry Data).6C opyr ight 20 16 S trat eg ic P os tur e , Al l R igh ts Re se r vedI n f o r m a t i o n : www.strategicposture.com , 8 5 8 . 7 3 3 . 8 8 8 8 o r info@strategictelesis.com
1. Strategic ManagementBuilding Your Posture“Optimum performanceoccurs when turbulence,strategy, and capabilitymatch each other.”H. Igor AnsoffThis is the main portion of theseminar. We focus on the degree ofpotential success or failure. This isdetermined by measuring the sizeof the gap between turbulence,strategy, and capability whilemanaging the change process. Asmall gap results in cost reductionand revenue increase; leading tohigher ROI potential. Gaps areclosed by answering four questions:1. Where we are now?2. Where do we need to be?3. How do we get there?4. How do we manage transition,resistance or support to change?The Ultimate ResultThe end product of this process is aprofit optimizing model that is appliedeither: Sequentially by planning then implementing, concurrently by planning andimplementing at the same time or Both, in some instances. A revision process isalso implanted in order to assure desired results are achieved.“Systemic resistance to change occurs when operating and strategic activities within the firmcompete for organizational capacity. Unless special provisions are made, operating work tendsto pre-empt the strategic work.” H. Igor AnsoffC opyr ight 20 16 S trat eg ic P os tur e , Al l R igh ts Re se r vedI n f o r m a t i o n : www.strategicposture.com , 8 5 8 . 7 3 3 . 8 8 8 8 o r info@strategictelesis.com7
“Judge the results by the criterion of relevance to reality, and not by the more common criterionof proper attribution to prior work.” H. Igor AnsoffStrategic Posture Analysis and Financial Performance - A 2015 StudyBy: Dr. Dan Kipley, Dr. Alfred Lewis and Dr. Orlando GriegoStrategic Posture Analysis is a tool invented by Dr. H. IgorAnsoff. It is a descriptive and prescriptive tool used tomeasure the size of the gap between turbulence,strategy, and capability. This study addressed its relationto financial performance. It examined the three mainvariables:1. environment measured by level turbulence (T),2. strategy (S) measured by level of aggressivenessto respond to turbulence, and 3. openness level tomeasure capability (C) for supporting strategy.The levels are determined using a fivepoint interval scale, ranging from 1 as very low to 5 asvery high, or respectively repetitive to surprising. Theformula is: Strategic gap ((T-S) (T-C))/2. A smallstrategic gap (T, S and C match) results in higher ROE andROA. Respondents from 61 companies (listed below) andfinancial measures from public records (10K):1. return on investment (ROE) Net Income/Equity, and2. return on assets (ROA) Net Income/Total Assets.Collected Data is Presented with Utmost ConfidentialityEmpirical Results: Research findings indicate thatthere is a strong relationship between the firm’sstrategic posture and financial performance. HigherROE and ROA materialized when environment, strategyand capability matched each other. The smaller thestrategic gap the higher ROE and ROA. Group 1 hadthe smallest strategic gap, followed by Group 2 andGroup 3 had the largest gap.C opyr ight 20 16 S trat eg ic P os tur e , Al l R igh ts Re se r vedI n f o r m a t i o n : www.strategicposture.com , 8 5 8 . 7 3 3 . 8 8 8 8 o r info@strategictelesis.com8
2. PredispositionPeople Potential, and Bottom Line PerformanceTo boost performance by enhancing personal attributes, Strategic Cockpit introduces imperativesto complement behavior. There are many imperatives such as physiological, health, physicaltraining, etc. This seminar addresses two of them Leadership and Ethical.9“Behavior aspirations are the results of norms and values which determine the strategic cultureof a group or an individual.” Dr. H. Igor AnsoffC opyr ight 20 16 S trat eg ic P os tur e , Al l R igh ts Re se r vedI n f o r m a t i o n : www.strategicposture.com , 8 5 8 . 7 3 3 . 8 8 8 8 o r info@strategictelesis.com
3. Strategic InformationAnother innovation scheduled to be introduced at the seminar/workshop is SDb5 ,an online strategic information database applying Ansoffian principles to providecontinuous and reliable surveillance of the turbulence levels which help to formperceptions that are accurate and actionable. Participants gain access to thedatabase which creates a connectivity to a range of experts that enables evaluation of societalinstitutions, industry and corporate perceptions of turbulence descriptively.10“For a faithful reflection of the environmental reality, it is necessary to use a technique whichcan capture the essential elements of that reality.” Dr. H. Igor AnsoffExample of Sdb5 Turbulence DistributionC opyr ight 20 16 S trat eg ic P os tur e , Al l R igh ts Re se r vedI n f o r m a t i o n : www.strategicposture.com , 8 5 8 . 7 3 3 . 8 8 8 8 o r info@strategictelesis.com
25 Years of FeedbackHundreds of Companies and Thousands of ParticipantsOne of the keys to strategic success is to let reality, not desire, do the talking. There is nothingmore valuable than direct feedback. Dating back several decades when Dr. Ansoff initiated aninteractive seminar/workshop approach, he and members of the team who joined their mentorand now carry on his heritage, dedicated its format to being practically applicable. For the last 25years, that applicability was sharpened via feedback identifying the highest value takeaways ascited by previous participants from consulting and coaching in three categories below.Improve Revenue and cost Creating the future Talent retention andacquisition Mergers and acquisitions Diversification Integration Differentiation Reorganization Alignment Positioning Leadership Readiness to deploy Issue management Signal(s) cognition Existing and new/serviceHow To Increase ROI potential Acquire knowledge Manage perceptionsof discontinuity,uncertainty,unpredictabilityand complexity Develop and deploystrategy Develop capabilities tosupport strategy Develop contingencies Manage the process ofchange Conduct a strategic audit Manage if all else failsPrevent Strategic surprise(s) Performance lag Resistance to change Bureaucracy & red tape Misperception ofeconomic, political,educational, social,technological, religious,geographical challenges Issues impact /urgency Wasting time Paralysis by analysis Trial and errorDisorganizationStrategic myopiaOverload Install preventivemechanisms“Synergy 2 2 5 or effect which can produce a combined return on the firm’s resourcesgreater than the sum of its parts.” Dr. H. Igor AnsoffC opyr ight 20 16 S trat eg ic P os tur e , Al l R igh ts Re se r vedI n f o r m a t i o n : www.strategicposture.com , 8 5 8 . 7 3 3 . 8 8 8 8 o r info@strategictelesis.com11
12C opyr ight 20 16 S trat eg ic P os tur e , Al l R igh ts Re se r vedI n f o r m a t i o n : www.strategicposture.com , 8 5 8 . 7 3 3 . 8 8 8 8 o r info@strategictelesis.com
Surprise and Cash Reward CompetitionFor 25 plus years, this seminar approach has successfully prepared participants to rapidly applygame changing principles in their company. To confirm a practical understanding and identifyany gaps, our final exercise will fully simulate real world turbulence, unknowns and performancereward. Participants will compete for the following three prizes distributed based on practicaldemonstration of acquisition as measured by addressing a surprise turbulence situation thatrequires application of seminar/workshop methods.1st prize 5,0002nd prize 3,5003rd prize 2,500Supplied MaterialThe principal materials supplied for this seminar/workshopembrace the spirit of practicum. This begins with a copy of Dr.Ansoff’s internationally celebrated book; Implanting StrategicManagement 2nd Edition.Additionally, Dr.s Kipley, Lewis, and Salameh will provide currentrevisions and industry examples to be included in the upcoming3rd Edition of Implanting Strategic Management - CognellaPublication, scheduled for publication Spring, 2017.As a final point, attendees will receive detailed monographs onpredisposition imperatives for Leadership and EthicsUsual Attendees IncludeBoard members, C-suite, senior executives and entrepreneursExecutives responsible for a major divisionIndividuals/groups:- involved in organizational change- introducing new product/service- pursuing mergers and acquisitionsC opyr ight 20 16 S trat eg ic P os tur e , Al l R igh ts Re se r vedI n f o r m a t i o n : www.strategicposture.com , 8 5 8 . 7 3 3 . 8 8 8 8 o r info@strategictelesis.com13
Seminar/Workshop /19/2016Time9:00 AM10:30 AM12:00 PM1:00 PM3:00 PM5:30 PM9:00 AM10:30 AM12:00 PM1:00 PM3:00 PM4:00 PM5:30 PM9:00 AM10:30 AM12:00 PM1:00 PM5:30 PMTopicChallenges of the 21st CenturyTurbulence LevelsLunchStrategy ResponsivenessCapability SupportWorkshop Dinner until 9 PMStrategic LeadershipFinancial ImplicationsLunchResistance to ChangeRapid DeploymentStrategic DatabaseWorkshop Dinner until 9 PMIntegrityManaging the ProcessLunchCompetitionRecognition Dinner142016 Seminar/Workshop ScheduleTopicStrategic Success in Turbulent TimesStrategic Success in Turbulent TimesSEC Compliance for Investor and Issuer*Strategic Success in Turbulent TimesSEC Compliance for Investor and Issuer*Strategic Success in Turbulent TimesSEC Compliance for Investor and Issuer*Strategic Success in Turbulent TimesSEC Compliance for Investor and Issuer*Strategic Success in Turbulent TimesChallenges of the 21st CenturyDateJune 17-19, 2016July 22-24, 2016August 6, 2016August 26-28, 2016September 10, 2016September 23-25, 2016October 1, 2016October 21-23, 2016November 12, 2016November 18-20, 2016TBD 2016LocationSan Diego, CASan Diego, CASan Diego, CASan Diego, CASan Diego, CASan Diego, CASan Diego, CAAbu Dhabi, UAESan Diego, CASan Diego, CAAbu Dhabi, UAE* Part of our Societal Strategy ResponsibilityC opyr ight 20 16 S trat eg ic P os tur e , Al l R igh ts Re se r vedI n f o r m a t i o n : www.strategicposture.com , 8 5 8 . 7 3 3 . 8 8 8 8 o r info@strategictelesis.com
The TeamThe team is an extensively experienced group which includes those who have studied or cocollaborated with the strategic management master, Dr. Ansoff. Its members have successfullyimplemented his bottom line enhancing disciplines repeatedly. Dedicated to further refining,expanding and advancing their mentor’s widely proven approaches, they provide deeperpractical insight into Ansoff’s legendary work.The team is multi-disciplinary providing a broad spectrum of strategic management principlesand its impact on financial performance along with the introduction of imperatives thatcontribute to the participants’ predisposition. Interactions after the seminar’s conclusionprovide sustainability through a strategic database, providing a continuous network to perceivethe external business environment.Tamer Tamer Salameh: Strategic Management and Strategic Information, “I will show you howto strategically manage.”15Peter H. Antoniou: Strategic Management, Turbulence and Strategy , “I will show youhow to perceive turbulence & deploy strategy.”Alfred Lewis: Strategic Management, Turbulence and Capability, “I will show you howto check turbulence perception and deploy capability to support strategy.”Dan Kipley: Strategic Management, Change and Financial Performance, "I will showyou how to manage resistance and its impact on relationships between turbulence,strategy, capability and financial performance".Chris Carlson: Leadership (NEW), “I will show you how critical your leadership is toachieving organizational success".Michael J. Aguirre: Ethics (NEW), “In order to be confident in your results they must rest onbedrock of integrity.”It rarely happens, but from experience, if for some reason any of the team members cannotmake it, then we have a backup for each one without compromising content. Therefore, weDr. Tamer Tamer Salamehreserve the right to substitute without notice. Thank you for your understanding.C opyr ight 20 16 S trat eg ic P os tur e , Al l R igh ts Re se r vedI n f o r m a t i o n : www.strategicposture.com , 8 5 8 . 7 3 3 . 8 8 8 8 o r info@strategictelesis.com
Dr. Tamer Tamer SalamehDr. Salameh is a practitioner of Strategic Management and Strategic Information Systems. His educationembeds multicultural and multinational environments that span MENA, United Kingdom and the UnitedStates. He continues to be a student and holds; BSc. in Business Administration, MSc. in Management andOrganizational Development, MBA in Management, DBA in Strategic Management (First Class Honors) plusPost Doctorate in Strategic Information from Alliant International University.He has gained 25 years of experience and expertise in Strategic Management and Strategic InformationSystems theory and practice. During his education, he was an active participant at the University in variouscapacities; student, teacher, administrator and community services. He worked for and studied under Dr. H.Igor Ansoff (Father of Strategic Management). As a Strategic Management Consultant, he assisted Dr.Ansoff with seminars and consulting to some of the largest firms such as GE, KONE, IBM, Shell, Phillips, Nokia to name a few.Additionally, Tamer assisted Dr. Ernest Dichter (Father of Motivational Research) with his milestone work “Finding out Why?”.At the Private Department for HH Sheik Zayed Bin Sultan Al Nahyan (Father of United Arab Emirates), strategic management metwith the realities of practical implementation and bottom line. It was practiced in more than 50 countries, 14,000 employees, 90 nationalities and assets valued at over 20 billion. As the Executive Advisor, he was in charge of planning, information systems,business development, special missions and external audit conducted by Arthur Anderson then Deloitte.Dr. Peter H. AntoniouProfessor Antoniou has been involved, since 1986, in International Venturing, Educational programsand Consulting activities. He teaches select courses in Strategic Management and InternationalBusiness at California State University San Marcos and Mount St. Mary’s University. He designed astate of the art MBA program which was implemented at Mount St. Mary’s University, Los Angeles.In International Venturing, Dr. Antoniou identifies appropriate partners, negotiates joint ventureagreements, establishes international distributorship contracts, arranges contract manufacturing andassists international companies to get listed in the US stock market. In the area of Education, hedevelops and implements executive training programs. In Consulting, Dr. Antoniou develops andexecutes Strategic Transformations in the area of Strategic Management.Dr. Antoniou travels frequently to Europe and China to deliver seminars and consult in the areas of International Business andStrategic Management. He has worked with a wide range of companies including IBM-Brazil, IBM-Mexico, Johnson Wax, Infotec, theUS Navy and the Pearl River Investment Company.He has authored and co-authored 21 books published in the United States, China, Bulgaria, Greece and Korea. He worked with Dr.Ansoff as Principal of Ansoff Associates for 7 years to develop new material, partake in consulting assignments and co-author booksand manuscripts.Dr. Alfred LewisProfessor Lewis is an award-winning instructor of finance, international business, and strategicmanagement, receiving accolades at the undergraduate, masters, and doctoral levels. He studiedunder the guidance of the founding father of strategic management, Professor H. I. Ansoff. He haspublished numerous books (monographs and textbooks) and articles in the field of banking,entrepreneurship, human resource management, international business, law, not-for-profitmanagement, and strategic management. He has held several academic administrative positionssuch as Dean, Associate Provost and Vice President of Academic Affairs. Led numerous study-abroadprograms and has been visiting professor in China, Germany, Kenya, New Zealand, United Kingdomand Vietnam.He serves on several editorial boards and was editor of the journal Business Strategy Series published by Emerald in the UnitedKingdom and the Associate Editor of the British Journal of Management and Economics. He is a member of the United NationsPrinciples for Responsible Management Education (PRME) Anti-Corruption Working Group and serves as Technical Advisor/Facultywith the U.S. AID Middle-East Education to Employment Fellows Program covering Israel, Jordan, Palestine and Lebanon.C opyr ight 20 16 S trat eg ic P os tur e , Al l R igh ts Re se r vedI n f o r m a t i o n : www.strategicposture.com , 8 5 8 . 7 3 3 . 8 8 8 8 o r info@strategictelesis.com16
Dr. Dan KipleyProfessor Kipley is highly experienced in the lumber/manufacturing industry with a 25-year corporatebackground. His last position was that of Director of Purchasing for a global national company whereinhe traveled the globe strategically sourcing raw materials for the firm's multiple manufacturingcenters. He transitioned from corporate to academia in 2003, and began teaching at the School ofBusiness and Management at Azusa Pacific University where he is currently a Professor of Strategy andthe Director of the Undergraduate Business Management program.He received his Doctorate in Business Administration in Strategic Management from Alliant InternationalUniversity, San Diego in 2008, receiving the Outstanding Doctoral graduate honor. His primary researchinterests are in For-profit and Not-for-profit Strategy and Strategic Optimization as illustrated by his extensive publications in variousinternational scholarly journals as well as multiple academic textbooks.He has presented extensively at numerous national and international conferences and has developed an I-Pad computer program inboth English and Chinese to accurately diagnose a firm’s optimal strategic performance position.Dr. Chris CarlsonDr. Carlson is an experienced healthcare and public safety professional with executive levelexperience in consulting, organizational development, operations, clinical, financial, informationtechnology and strategic development in health systems, integrated healthcare, public safety,customer service, transportation and social services organizations. Thrives on the challenge oftranslating strategic insights into successful business enterprises. Demonstrated skills in buildingquality management teams by instilling corporate culture, implementing process improvements andmanaging to performance metrics. Versatile and accomplished in consolidations, M&As, restructures,and turnarounds. Expertise in managing and integrating finance, analytics and metrics management,process improvement, business development, clinical processes, customer retention, call centers,fleet management, government relations, contracting, and labor relations (union and non-union environments). Decisive, solutionsfocused and profit oriented.His specialties include: Development of unique strategic positioning. Leadership development and coaching; Systems and GameTheory application; Working in environments requiring cross-functional collaboration; Mobile integrated health care design andimplementation; Building and executing on strategic and tactical initiatives using performance metrics; P&L / ROI accountability;Creating strategic relationships; Consolidations / M&As / Restructures; Teambuilding; Field labor deployment, logistics and capacityutilization; Performance based contracts; Government based contracting.Michael J. Aguirre J.D.Mr. Aguirre is part of a family with a deep history in the legal community in San Diego. Both of his brotherspracticed law in San Diego and Michael Aguirre has practiced law in San Diego for over 30 years. He servedas an Assistant United States Attorney in San Diego after graduating from UC Berkeley School of law in1975. He was then called to serve as an Assistant Counsel to the United States Senate PermanentSubcommittee on Investigations. Michael Aguirre began his career prosecuting fraud cases and that hasremained a staple of his practice ever since. He has won judgments against law firms, accounting firms,investment advisers, a major national broker dealer, and one of the largest international accounting firms.Mr. Aguirre took up the representation of the United Farm Workers Union in a case personally managed byCesar Chavez. After Mr. Chavez passed away the night following the second day of his testimony, Mr.Aguirre assembled a team of lawyers and together they won the case. Mr. Aguirre has representedmembers of Congress, a Superior Court judge, a San Diego Mayor, thousands of fraud victims, and municipal governments. Mr.Aguirre is deeply committed to scholarship. He holds a Master's Degree in Public Administration from the John F. Kennedy School ofGovernment at Harvard. The Los Angeles Daily Journal selected Mr. Aguirre as one of the top 100 trial attorneys in the State ofCalifornia. He is a Certified Fraud Examiner.C opyr ight 20 16 S trat eg ic P os tur e , Al l R igh ts Re se r vedI n f o r m a t i o n : www.strategicposture.com , 8 5 8 . 7 3 3 . 8 8 8 8 o r info@strategictelesis.com17
How to Participate?Please call 1(858)733 -8888or, Email – info @st rate gic te l esi s .comRespondent will be one of the team me mbersTo participate online go to www.strategicposture.com18C opyr ight 20 16 S trat eg ic P os tur e , Al l R igh ts Re se r vedI n f o r m a t i o n : www.strategicposture.com , 8 5 8 . 7 3 3 . 8 8 8 8 o r info@strategictelesis.com
Igor Ansoff is the father of strategic management. Henry Mintzberg Truly the godfather of corporate strategy. Gary Hamel Igor Ansoff was the father of modern strategic thinking. Tim Hindle In 1965 came the ible of strategic planning, H. Igor Ansoff's monumental orporate Strategy. Richard Koch Turbulence Visibility Familiarity Speed
For turbulent flow: The thermal boundary layer thickness for turbulent flow does not depend on the Prandtl number but instead on the Reynolds number. T V T _ 0.37t uv † ‡ 0.37tuv † db This turbulent boundary layer thickness formula assumes: (1) The flow is turbulent right from the start of the boundary layer.
Atm S 547 Boundary Layer Meteorology Bretherton Lecture 2. Turbulent Flow Note the diverse scales of eddy motion and self-similar appearance at . ancy or shear of the mean flow are insignificant to the eddy statistics compared to the effects of other turbulent eddies; in this inertial subrange of scales the turbulent motions are roughly homo- .
Proceedings of the Combustion Institute [1]. The recent book by Peters [2] provides an good introduction to turbulent combustion and also contains an excellent bibliography. In recent years a number of studies were aimed at elucidating key mechanisms in premixed turbulent combustion using direct three-dimensional numerical simulation. Most
Proceedings of ASME Turbo Expo 2016: Turbomachinery Technical Conference and Exposition GT2016 June 13-17, 2016, Seoul, South Korea GT2016-57499 A SECOND TURBULENT REGIME WHEN A FULLY DEVELOPED AXIAL TURBULENT FLOW ENTERS A ROTATING PIPE Ferdinand-J. Cloos Chair of Fluid Systems Technische Universitat Darmstadt Darmstadt, Hesse, 64289 Germany
turbulent flow inside a pipe. In this paper, a axi-symmetric model of fully developed turbulent flow in a pipe is implemented with the help of ANSYS FLUENT 14.0 software and the variation of axial velocity and skin friction coefficient along the length of pipe is analysed
very recent mathematical strategies for filtering turbulent dynamical systems is emphasized here. The approach involves the synergy of rigorous mathematical guidelines, exactly solvable nonlinear models with physical insight, and novel cheap algorithms with judicious model errors to filter turbulent signals with many degrees of freedom.
laminar to turbulent flow on the airfoil and in a second step the computational mesh was split in two regions, a laminar and a turbulent region. MATHEMATICAL FORMULATION AND TURBULENCE MODELS For all flows, the solver solves conservation equations for mass and momentum. Additional transport equations are also solved when the flow is turbulent.
2.1 ASTM Standards: 2 E 178 Practice for Dealing with Outlying Observations E 867 Terminology Relating to Vehicle-Pavement Systems E 1364 Test Method for Measuring Road Roughness by Static Level Method F 457 Test Method for Speed and Distance Calibration of a Fifth Wheel Equipped with Either Analog or Digital Instrumentation 3. Terminology 3.1 Definitions: 3.1.1 aliasing—in the context of .
