Prof. Boyd's consulting is based on a synthesis of scholarly research and managerial best practice.   He writes primarily for Strategic Management Journal, which is the premier outlet for leading-edge scholarly research in this area.  The journal's influence is reflected by Business Week's selection of SMJ as one of the key metrics of business school intellectual capital.  Prof. Boyd has served on the SMJ Editorial Board since 1995.  With six articles published in SMJ to date, he among the most prolific contributors as well.  He contributes to many other management journals as well, both as an author and on editorial boards.

He has worked with firms in North America, Europe, Asia, and the Pacific Rim.  Projects have included a mix of workshops, seminars, and focused engagements.  Clients have included public and private sector organizations, and are typically CEOs, senior managers, and boards of directors.

 

 

 

 

 

 

 

 

  Strategy   [back]

Corporate strategy is arguably the most important and challenging task for top managers.  Boards of directors rate this as one of their top concerns, and investment analysts place strategy execution as the most important non-financial criteria for evaluating firms.  For many firms, however, there are crucial gaps in their strategy skills.  Some examples:

Sample programs include:

Strategy Bootcamp:  A five day intensive workshop, delivering the equivalent of a semester-long MBA seminar.

Strategy Toolkit:  One- to two-day workshop, targeted at managers (or firms) new to the strategy process.

Experiential Strategy:  A combination of seminar, case discussion, and experiential learning tools.

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Governance   [back]

The term corporate governance typically refers to the senior leadership of a firm -- the board of directors, CEO, and top management team.  Prof. Boyd has published extensively in this area, including board composition issues, governance reform, and both CEO and director compensation.  His articles on governance topics have been recognized for superior quality at five of the Strategic Management Society annual conferences: four 'best paper' proceedings, and a finalist for the Best Paper prize in 1999.

He has worked as an advisor to corporate boards and management teams, and has provided expert testimony in the collapse of publicly-traded companies.  He is currently an advisor to MDL Ltd., whose BoardEx product provides web-based boardroom intelligence.

Sample programs include:

Boards as a Competitive Advantage:  Covers both micro- and macro-level aspects of effective boardsTypically two days.

Building Effective Executive Teams:  A companion program developed for CEOs and senior managers.

Who Wins in Governance Reform? Not all 'good governance' guidelines are desirable -- remember that Enron was rated as one of the 'best boards in America' not that long ago.  Half- or full-day seminar combines governance codes from around the world, relevant research, and firm best practices.

 

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  Experiential   [back]

With a growing emphasis on collaboration, teaming skills have evolved from a competitive edge to a critical requirement in most firms.  These skills have become more central to all levels of the organizational hierarchy, from production lines to the executive suite.

Prof. Boyd has substantial experience applying experiential tools to foster team and management development, including graduate-level courses, organizing symposia, and presenting scholarly research at conferences.  He has developed custom programs for a number of organizations, and led experiential learning sessions around the globe.  Sites for previous programs have ranged from Centennial Park in Sydney to Arizona's Sonora Desert.

Programs emphasize multi-level team issues -- i.e., interactions both within and across teams. 

Sample programs include:

Steel Determination:  Teams role play that they are managers of Loskill Steel, a poorly managed steel foundry.  In order to save the firm, teams must develop competencies in a set of core managerial skills

Fastco:  Highlights issues associated with high tech firms and fast-paced competitive environments.

Experiential Strategy:  A combination of seminar, case discussion, and experiential learning tools.

 

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