Session 20
Strategy Process and Practice Development Needs Seen by Top Executives
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Track S |
Date: Friday, March 19, 2010 |
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Time: 08:30 – 09:45 |
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Plenary Panel |
Room: Auditorium |
Session Chair:
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Jorma Saarikorpi, TEKES
Jorma Saarikorpi is the Chair of the Advisory Board for Tekes Program Innovative Business Competence and Management (Liito). He has been the Chair since the Board's creation in 2006. He worked as the Director of the Forest & Paper Innovation Centre at IBM since 2006. Prior to his work at IBM, he served as the Vice President of Business Planning at UPM Kymmene Group. Jorma Saarikorpi also worked in United Paper Mills’ Head Office from 1990-95 and United Paper Mills, Raflatac from 1985 - 1990. Prior to his industrial career, Jorma Saarikorpi worked at the University of Tampere for 11 years. His academic career continued from 1997-2001 when he was appointed as Professor, Industrial Management, at Tampere University of Technology. Jorma Saarikorpi holds a degree of Doctor of Business Administration in the University of Tampere.
Panelists:
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Lasse Kurkilahti, SRV
Lasse Kurkilahti has served as Vice Chairman of the Board of Directors of SRV Yhtiot Oyj since March 25, 2009. He has been a Member of the Board of Directors of SRV Yhtiot Oyj since 2007. He has also been Chairman of the Board of Tikkurila Oy since 2004 and been Member of the Board of Elisa Oyj and of Lassila & Tikanoja Oyj since 2005. He was President and Chief Executive Officer of Kemira Oyj from 2004 till 2007; Elcoteq Network Oyj from 2001 to 2004, The Raisio Group from 2000 to 2001; Nokian Tyres plc between 1988 and 2000, and Are Oy from 1985 to 1988. He holds a degree of Master of Science in Economics.
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Petri Selkäinaho, Elisa
Petri Selkäinaho is the Vice President of Business Development at Elisa Oyj (Elisa Corporation) where he has been employed since 2003. Earlier engagements with Elisa as the Group Controller (2005-2009) and in business development (change programs and projects, operative efficiency, strategy, M&A and integration) (2003-2005). Before Elisa, Petri Selkäinaho was working in finance as a CFO in the wood processing industry. His areas of expertise are business management, strategy, leading change, corporate performance management, finance, reporting and financial systems.
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Marko Somerma, Rautaruukki Corp
Marko Somerma is Chief Strategy Officer and member of corporate management board in Rautaruukki Oyj. His main responsibility areas are corporate strategy, acquisitions and corporate development projects. In addition to that he is also looking after corporate wide marketing, technology, logistics, sourcing and operations excellence. Marko Somerma previously served as Chief Process and Information Technology Officer in Instumentarium Oyj and later as a member of global integration team when GE acquired the company. Before that Marko was business development director in Gustav Paulig Oy. Marko Somerma holds a Licentiate of Technology (Industrial economics) degree from the Helsinki University of Technology
In this panel, three top executives will discuss the contribution of research results on strategy processes and practices to executive decision making. The panelists will express thoughts on strategy itself and on the needs for renewal of strategy processes and practices. Three panelists with different industry backgrounds will share their own experience on how top
executives find the latest information on strategy creation and implementation, and to whom executives rely on when bringing in new strategy practices. The panel will outline the challenge and potential in collaboration between academic and strategy practitioners as seen from the executive point of view.
All Sessions in Track S...
- Thu: 08:30 – 09:45
- Session 17: Intersections of Strategy Processes and Strategy Practices
- Thu: 10:15 – 11:15
- Session 19: Strategy Process and Practices for Innovation and Renewal
- Thu: 15:15 – 16:45
- Session 23: Pitfalls and Biases in Strategic Analysis: How to Produce Superior Results with Strategy Work
- Thu: 17:00 – 18:30
- Session 18: Capability Co-Specialization in Company Ecosystem
- Fri: 08:30 – 09:45
- Session 20: Strategy Process and Practice Development Needs Seen by Top Executives
- Fri: 10:15 – 11:45
- Session 16: Acquisition Strategy Processes and Practice
- Session 21: Business Models for the (Both-and) World
- Fri: 13:15 – 14:45
- Session 46: Strategy Practices in Russian Firms
- Session 49: Strategic Management as a Profession? Possible Roles for the SMS and Business Schools
- Fri: 15:15 – 16:30
- Session 22: Striving Towards Competitive Advantage and Renewal Through Strategy
- Sat: 09:00 – 10:00
- Session 47: Future Directions of Strategy Process and Practice Research