Bill Rothschild
Since 1984, Bill Rothschild has led his own consulting firm, Rothschild Strategies Unlimited, LLC, specializing in strategy development, review and human resources.Rothschild avoids doing traditional consulting studies but rather works with CEOs and his or her management team, over a period of time, to enhance strategic thinking, decision making and implementation skills and know how. The result is that the management team are able to develop, implement realistic strategies and meet stakeholder expectations on their own without external help. Before founding Rothschild Strategies, Rothschild was the Corporate Strategist at GE from 1981-1983, and was responsible for developing the company’s first market based strategic plan. For over two decades, he held a number of executive positions at GE, including the leading of an internal strategic planning consulting practice to serve GE business units, customers and suppliers. He led the project that created GE’s strategic thinking processes and then taught them in customized workshops to all of the GE senior executives and professionals the art and science of strategic thinking, decision making and planning.Other assignments included marketing, human resources, finance and manufacturing in a number of business units and corporate organizations. This hands-on experience has permitted him to translate grand strategies into pragmatic, do-able programs and actions.Rothschild has published five books, numerous articles and most recently developed a unique combination of tutor and software package, StrategyLeader ® to permit his clients and individuals to use his processes and simultaneously develop effective graphics and documents.His books include: Putting It All Together: A Guide to Strategic Thinking, Strategic Alternatives, How to Gain and Maintain the Competitive Advantage, and Risktaker, Caretaker, Surgeon and Undertaker: The Four Faces of Strategic Leadership. All of his books have been translated into Japanese, Spanish and some in five other languages. Putting It All Together continues to be used in MBA programs and has sold in excess of 150,000 copies worldwide.Rothschild’s latest release The Secret to GE’s Success is available in Chinese, Indonesian, Korean, Japanese and Spanish, as well as in English. In the book, Rothschild, who witnessed GE’s revolution firsthand, explains the five keys that made GE a global phenomenon—and gives managers a complete toolkit for duplicating its remarkable success. He explains the GE Code—the hallmark of all GE leadership teams—and provides a far-ranging prescriptive plan for strategizing the GE way. Bill authors “GEWatcher blog” on his site and Amazon Daily.
Rothschild’s articles have appeared in Chief Executive Magazine , Harvard Business Review, Journal of Marketing, Journal of Business Strategy, McKinsey Journal, New York Times, and many others. He wrote a monthly column for Weekly Diamond, a Japanese business magazine for over two years.He co-led, with the Boris Yavitz, Columbia Business School Dean,a Arden House’s two-week Strategic Planning workshop, for three years. Rothschild has led executive programs and sessions in China’s Dalian Institute of Technology, Harvard, Tuck, Wharton, New York University as well many companies and professional organizations. He was an adjunct professor at Pace University and is currently an adjunct professor at University of Bridgeport, teaching the capstone course in Strategic Thinking and Decision Making. Rothschild and his wife, Alma, live in Norwalk, Connecticut. He has three sons and one daughter, and eleven grandchildren. He is a graduate of Fordham University, with a degree in Russian language and area studies and graduate work in Psychology at Temple University.
MOST REQUESTED TOPICS:
Chinese Offshoring- Who is going the WRONG way? While United States and European companies are aggressively investing in China, many of the early investors from Korea, Taiwan and Japan are disinvesting and moving into the United States. Bill strategically assesses the overall attractiveness and ability to make money in China and United States. He will summarize the key elements of making a sound strategic decision about where, how much and why to participate and manufacture offshore. Bill’s article in the June 2008 Chief Executive Magazine article “Who is going the WRONG way?” will be used for preparation and review in the session. Strategic Succession Planning - Too Many Surgeons….
Over the past several decades most companies have been harvesting their businesses in order to demonstrate short term earnings. In fact, the entire country is in harvest mode. One of the reasons is that companies don’t have the right leaders for the right time. Bill will describe the four key types of leaders the team required for different situations and strategies The four types of leaders are:· Risk takers- these are the innovative, entrepreneurial individuals required to create new businesses, develop new markets and even industries. · Caretakers are those who are able to take over from the risk takers and institutionalize the organization, develop workable systems and develop long rang plans and strategies. · Surgeons are those who are willing to do the required pruning, harvesting and exiting of the portfolio without any concerns about hurting feelings and attacking the sacred cows. · Undertakers are those who have the ability to lead the organization out of business or find a suitable partner that will take it over. "Risktaker, Caretaker, Surgeon, Undertaker- the four faces of strategic leadership" will be used for reference and to elaborate on the recommendations discussed in the program.Strategic Portfolio Management GE Style -Admitting Mistakes and Move on. One of the major reasons that GE has been so successful for over 126 years is that it was able to admit mistakes, adapt to change and move on. It avoided being fixated and inhibited on one strategy and continually change its portfolio, while most major companies refused to challenge the internal folklore and move into new areas. Bill will describe many of the successes and failures of General Electric and use them to demonstrate how they apply to the audience and company. Bill will use the key elements of GE’s code: Leadership, Adaptability, Talent, Influencing and Networks to show who these concepts can be used by the audience as well. “The Secret to GE’s Success” will be used for reference and to elaborate on the recommendations discussed in the program.
Since 1984, Bill Rothschild has led his own consulting firm, Rothschild Strategies Unlimited, LLC, specializing in strategy development, review and human resources.Rothschild avoids doing traditional consulting studies but rather works with CEOs and his or her management team, over a period of time, to enhance strategic thinking, decision making and implementation skills and know how. The result is that the management team are able to develop, implement realistic strategies and meet stakeholder expectations on their own without external help. Before founding Rothschild Strategies, Rothschild was the Corporate Strategist at GE from 1981-1983, and was responsible for developing the company’s first market based strategic plan. For over two decades, he held a number of executive positions at GE, including the leading of an internal strategic planning consulting practice to serve GE business units, customers and suppliers. He led the project that created GE’s strategic thinking processes and then taught them in customized workshops to all of the GE senior executives and professionals the art and science of strategic thinking, decision making and planning.Other assignments included marketing, human resources, finance and manufacturing in a number of business units and corporate organizations. This hands-on experience has permitted him to translate grand strategies into pragmatic, do-able programs and actions.Rothschild has published five books, numerous articles and most recently developed a unique combination of tutor and software package, StrategyLeader ® to permit his clients and individuals to use his processes and simultaneously develop effective graphics and documents.His books include: Putting It All Together: A Guide to Strategic Thinking, Strategic Alternatives, How to Gain and Maintain the Competitive Advantage, and Risktaker, Caretaker, Surgeon and Undertaker: The Four Faces of Strategic Leadership. All of his books have been translated into Japanese, Spanish and some in five other languages. Putting It All Together continues to be used in MBA programs and has sold in excess of 150,000 copies worldwide.Rothschild’s latest release The Secret to GE’s Success is available in Chinese, Indonesian, Korean, Japanese and Spanish, as well as in English. In the book, Rothschild, who witnessed GE’s revolution firsthand, explains the five keys that made GE a global phenomenon—and gives managers a complete toolkit for duplicating its remarkable success. He explains the GE Code—the hallmark of all GE leadership teams—and provides a far-ranging prescriptive plan for strategizing the GE way. Bill authors “GEWatcher blog” on his site and Amazon Daily.
Rothschild’s articles have appeared in Chief Executive Magazine , Harvard Business Review, Journal of Marketing, Journal of Business Strategy, McKinsey Journal, New York Times, and many others. He wrote a monthly column for Weekly Diamond, a Japanese business magazine for over two years.He co-led, with the Boris Yavitz, Columbia Business School Dean,a Arden House’s two-week Strategic Planning workshop, for three years. Rothschild has led executive programs and sessions in China’s Dalian Institute of Technology, Harvard, Tuck, Wharton, New York University as well many companies and professional organizations. He was an adjunct professor at Pace University and is currently an adjunct professor at University of Bridgeport, teaching the capstone course in Strategic Thinking and Decision Making. Rothschild and his wife, Alma, live in Norwalk, Connecticut. He has three sons and one daughter, and eleven grandchildren. He is a graduate of Fordham University, with a degree in Russian language and area studies and graduate work in Psychology at Temple University.
MOST REQUESTED TOPICS:
Chinese Offshoring- Who is going the WRONG way? While United States and European companies are aggressively investing in China, many of the early investors from Korea, Taiwan and Japan are disinvesting and moving into the United States. Bill strategically assesses the overall attractiveness and ability to make money in China and United States. He will summarize the key elements of making a sound strategic decision about where, how much and why to participate and manufacture offshore. Bill’s article in the June 2008 Chief Executive Magazine article “Who is going the WRONG way?” will be used for preparation and review in the session. Strategic Succession Planning - Too Many Surgeons….
Over the past several decades most companies have been harvesting their businesses in order to demonstrate short term earnings. In fact, the entire country is in harvest mode. One of the reasons is that companies don’t have the right leaders for the right time. Bill will describe the four key types of leaders the team required for different situations and strategies The four types of leaders are:· Risk takers- these are the innovative, entrepreneurial individuals required to create new businesses, develop new markets and even industries. · Caretakers are those who are able to take over from the risk takers and institutionalize the organization, develop workable systems and develop long rang plans and strategies. · Surgeons are those who are willing to do the required pruning, harvesting and exiting of the portfolio without any concerns about hurting feelings and attacking the sacred cows. · Undertakers are those who have the ability to lead the organization out of business or find a suitable partner that will take it over. "Risktaker, Caretaker, Surgeon, Undertaker- the four faces of strategic leadership" will be used for reference and to elaborate on the recommendations discussed in the program.Strategic Portfolio Management GE Style -Admitting Mistakes and Move on. One of the major reasons that GE has been so successful for over 126 years is that it was able to admit mistakes, adapt to change and move on. It avoided being fixated and inhibited on one strategy and continually change its portfolio, while most major companies refused to challenge the internal folklore and move into new areas. Bill will describe many of the successes and failures of General Electric and use them to demonstrate how they apply to the audience and company. Bill will use the key elements of GE’s code: Leadership, Adaptability, Talent, Influencing and Networks to show who these concepts can be used by the audience as well. “The Secret to GE’s Success” will be used for reference and to elaborate on the recommendations discussed in the program.
