Chief Executive’s newest Regional Report o ffers an in-depth look at the pros and cons of doing business in California, Nevada, Utah, Colorado, Wyoming, Idaho, Washington, Oregon and Montana. In California, people call it the Big Wake-Up Call.
After half a century headquartered in a Los Angeles suburb, Toyota North America announced in May that it would relocate to new facilities north of Dallas, Texas. CEO James Lentz attributed the decision to the company’s need for consolidation, ease of collaboration and logistical improvements. He wanted to centralize the auto manufacturer’s operations, now spread out among several states, bringing it closer to global suppliers and transport channels. Lentz insisted he had no problem with California’s business climate, nor was the $40 million incentive package o ffered by Texas Governor Rick Perry more than a minor factor in determining the move.
The chief informed state and local o fficials of the relocation plan just moments before announcing it publicly. Inevitably, the news rankled. Talk of companies leaving California and taking their jobs with them is dry kindling in the state fireplace, a reliable “don’t get me started” conversation starter. Talk of the seemingly endless cycle of new tax bills, service cutbacks and regulatory proposals spur a highly vocal reaction to what many denounce as the country’s most anti-business environment. Chief Executive readers ranked the Golden State—the nickname is di fficult to cite without a smirk—perennially last in the Best & Worst States for Business rankings.
Once synonymous with economic opportunity and personal striving, California today is a state where pride of place among business owners is considered, if not gauche, then hopelessly naive. Circumstances color the reaction. The epicenter of America’s post-war car culture, Southern California was once home to Japan’s Big Three, two of them Torrance neighbors. In recent years the auto-manufacturing cluster has e ffectively evaporated. Nissan, formerly based in Gardena, relocated to Tennessee in 2005.
0
1:00 - 5:00 pm
Over 70% of Executives Surveyed Agree: Many Strategic Planning Efforts Lack Systematic Approach Tips for Enhancing Your Strategic Planning Process
Executives expressed frustration with their current strategic planning process. Issues include:
Steve Rutan and Denise Harrison have put together an afternoon workshop that will provide the tools you need to address these concerns. They have worked with hundreds of executives to develop a systematic approach that will enable your team to make better decisions during strategic planning. Steve and Denise will walk you through exercises for prioritizing your lists and steps that will reset and reinvigorate your process. This will be a hands-on workshop that will enable you to think about your business as you use the tools that are being presented. If you are ready for a Strategic Planning tune-up, select this workshop in your registration form. The additional fee of $695 will be added to your total.
2:00 - 5:00 pm
Female leaders face the same issues all leaders do, but they often face additional challenges too. In this peer session, we will facilitate a discussion of best practices and how to overcome common barriers to help women leaders be more effective within and outside their organizations.
Limited space available.
10:30 - 5:00 pm
General’s Retreat at Hermitage Golf Course
Sponsored by UBS
General’s Retreat, built in 1986 with architect Gary Roger Baird, has been voted the “Best Golf Course in Nashville” and is a “must play” when visiting the Nashville, Tennessee area. With the beautiful setting along the Cumberland River, golfers of all capabilities will thoroughly enjoy the golf, scenery and hospitality.
The golf outing fee includes transportation to and from the hotel, greens/cart fees, use of practice facilities, and boxed lunch. The bus will leave the hotel at 10:30 am for a noon shotgun start and return to the hotel after the cocktail reception following the completion of the round.
