Michael Treacy brings over 30 years of experience helping companies achieve market leadership. His ideas about customer value propositions and growth disciplines have been used by companies across the globe to reshape strategies, bolster competitive positions and dramatically improve top and bottom line performances.

   Mr. Treacy's ideas have been shaped by his rich experiences as an academic at MIT, as an advisor to some of the most successful firms of the past decade, and as an entrepreneur who has established and led several successful firms. In his career he’s encountered and surmounted almost every obstacle to achieving exceptional company performance and building extraordinary firms.

   He is the founder of Treacy & Company Inc., a new venture and consulting firm that launches new businesses and advises established companies on issues of strategy, growth, and profitability. Treacy & Company actively plans, funds, and launches new business ventures. The firm places its own capital at risk where it believes that its strategic insights and management advice can lead to marketplace success.  Among its ventures are GEN3 Partners, a firm based in Boston and St. Petersburg, Russia dedicated to creating science-based product innovations and First Help Financial, a firm that provides automobile financing to new immigrants.

   Treacy & Company also serves some of the world’s best known companies in financial services, telecommunications, industrial products, healthcare, and consumer goods.  The work of the firm draws on Mr. Treacy’s three decades of research on business performance. His most recent book titled, Double Digit Growth: How Companies Achieve It No Matter What, has been a Business Week bestseller. It presents a common sense approach for achieving superior, profitable growth. His earlier co-authored book, The Discipline of Market Leaders, has been a New York Times bestseller; it outlines the principles of leadership in a competitive marketplace – focused on an unmatched customer value proposition delivered through a unique operating model design.  Many companies large and small have adopted these principles to drive their own business strategies and build competitive advantage. 

   Mr. Treacy has also published numerous articles over the past two decades in many popular magazines and journals and is a frequent contributor to the Harvard Business Review. Mr. Treacy is currently engaged in a major research study to understand the performance discipline that allows certain companies to routinely achieve high performance – in growth, cost control, safety, or other important goals – while other firms struggle with uncertain results.

   Formerly a Professor of Management at the Sloan School of Management at the Massachusetts Institute of Technology, Mr. Treacy received his PhD. from MIT and his engineering degree from the University of Toronto. He has served as a board member for several leveraged buyouts and new ventures

Speeches:

1) The Anatomy of Sustained High Performance

   We all know it when we see it. The perfectly executed pass, a balletic basketball play, the scintillating guitar riff. Often built on individual skill, awesome performance results from a special combination of talent, deliberate practice, learning and sheer hard work.

   Organizations, too, are awesome performers --in sports, the arts, education and business. Think of the many sports dynasties, the superb symphonies and ballets, the highly productive research institutes and, of course, those iconic companies who consistently and over time achieve record levels of growth, productivity and innovation.

   While we easily recognize awesome performance, we have a limited understanding of how to build it and sustain it in large organizations. Traditional thinking on the subject such as the strategy, leadership and the process reengineering schools are of little help. Like blind men with the elephant, each school is convinced what they are holding comprises the whole.

   Based on his multi-year global research program into the anatomy of performance, Michael Treacy will discuss the ways in which senior executives can create and sustain awesome performance, especially in today’s environment of ever-increasing change, turbulence and complexity. He will describe an entirely new approach to performance improvement, one that is centered on the capacity for and speed of learning, innovation, and adaptation. He will highlight the limits of our current planning, budgeting and control processes and demonstrate a new approach based on experimentation, discovery and the compounding effects of small improvements. Treacy will conclude with specific and practical actions CEOs and their executives can take to establish the initial conditions for success in their organizations.

During this session you will:

• Learn how successful, long-term performers build performance into the DNA of their organizations
• Understand the limitations of traditional planning and control process and how “best demonstrated practice” is meaningless
• Learn a practical, powerful and new approach to performance improvement

2) Sustained Double Digit Growth

   Growth, the lifeblood of industry, is the ability of a company to increase its revenues and profits by expanding its business-either by acquiring other companies, increasing its market share, or penetrating new or adjacent markets. Believing that many of the formulas for growth were wrong, incomplete or outdated, Michael Treacy set out five years ago to try to crack the growth conundrum. This speech will outline the principles and disciplines for making double-digit growth a reality in your company.

   Companies that increase revenue significantly year after year possess a rigorous management process that aggressively seeks revenue increases in five fundamental areas:

• Retention of existing customers
• Market share gains
• Market positioning exploitation
• Adjacent market entry
• New business investment

   Treacy demonstrates, through fresh and compelling case examples, that the foundation of steady double-digit growth is a discipline that can be developed by any management team. With a structured growth discipline, firms are more likely to achieve high growth by "grinding it out" than they are by "betting the farm" on risky strategies.

3) Value Leadership – The Discipline of Market Leaders

   Do you want to be the leader in your industry? Do you want to provide the best offering for your customers, whether that is the best products, the best solution or the best total cost? Do you want to have the capability to offer your customers better value year after year? This session uses the principles of Michael Treacy's co-authored best seller, The Discipline of Market Leaders.  It has revolutionary ideas about markets and competition, and introduces new terms such as “value propositions" and "customer intimacy.”

During this session you will:

• Learn what it takes to become a category killer in your market.
• Develop a powerful language for linking strategy to organization design.
• Hear fresh case examples of successes and failures in customer value leadership, selected for relevance to the particular audience.
• Learn to tackle the challenges of switching from one value discipline to another.
• Gain practical insight in how to grow market share in head-to-head competition.

4) Sustaining Growth in a Changing Health Care Marketplace

   Whether a provider of health care services, an insurer of health care costs, a manufacturer of health care products or a service provider to those firms, expanding health care costs have provided plenty of growth in revenue and profits for everyone. But medical inflation has also sewn the seeds for significant changes in the health care marketplace; it will continue to transform in response to rapidly spiraling costs. Treacy explores the challenges that health care organizations face in order to sustain and improve their growth performance:
       • They must proactively and effectively adapt their operating
          models to changing market conditions. 
       • They must resist letting their own historical competencies strand
          them.
       • They must prepare to grow in flatter revenue markets by adopting
          more disciplined approaches to growth.