Argyle Executive Forum memberships are closely managed through an invitation-only process to ensure quality and balance within each membership community. Memberships comprise senior operating leaders and board members from private and public companies, investment professionals, as well as public-policy makers. The memberships also maintain highly targeted sub-memberships/special interest groups that focus on a specific discipline, business topic or investment area.

Over 40,000 executives participate in our communities, with over 700 new members joining each month.

Executive Function Memberships:
• Chief Financial Officer
• Chief Marketing Officer
• Chief Information Officer
• Chief Information Security Officer
• Corporate Development & Strategy
• Customer Care
• General Counsel
• Human Capital

Argyle Executive Forum’s Chief Financial Officer Membership currently represents the financial leadership from over 1000 mid cap (annual revenue $500m – $1b) and large cap (revenue greater than $1b) organizations.

Topic imperatives the membership is currently discussing include but are not limited to: (Last updated 1/15/2013)

CFO Leadership Roundtable

• Discussion of some of the key challenges and market trends CFOs are expecting in 2013.
• Thoughts on the evolution of the CFO’s role.
• A look at how the CFO’s role varies by organization size/industry, as well as discussions about some of the similarities.
• Resource management: Where are CFOs looking to cut costs and where are they looking to invest?
• Thoughts on the relationship between the CFO and CEO: How has it evolved?

The CFO as a Strategic Role

• A look at best practices for the relationship between finance and corporate development.
• Thoughts on how finance and M&A should be structured: Should it be a combined role or complementary but separate teams?
• What new skills should CFOs develop in order to gain the strategic edge?
• Discussion around the need for CFOs to have more operational expertise rather than just financial acumen.

Best Practices for Managing Enterprise Risk

• What are the key risks at the forefront in 2013? Is economic risk the most apparent?
• Thoughts on the various ways to address risk, including prevention, mitigation and acceptance. What organizational factors need to be considered to determine the best approach?
• Thoughts on how to implement changes to planning and budgeting to address risk factors.
• Discussion around the need for a dedicated Risk Officer role.
• Enforcing compliance: Thoughts on getting companywide buy-in and cooperation on compliance issues.

CFO and Talent Management

• Thoughts on talent management within finance: Best practices for attracting and retaining talent.
• Discussion of trends and challenges around compensation at the company level.
• Spotlight on the talent pool: Experienced Baby Boomers vs. tech-savvy Gen Y. Where should talent be sourced?

Technology and Software Trends

• What are the key technology trends CFOs are exploring? What is the main technology goal for finance and the organization as a whole?
• Thoughts on the cloud: Where does the true value lie? How can security concerns be mitigated?
• A look at best practices between CFOs and CIOs: How the relationship is changing and what skills the CFO should learn from the CIO.

Accounting, Tax and Regulatory Best Practices

Even as the CFO role evolves to encompass more than just accounting, there remains a need to keep on top of the accounting function. Especially with a greater emphasis on transparency in business. Topic imperatives include:

• What are some of the key risks arising from the tax and regulatory environment? Are effects limited to certain industries, e.g., healthcare?
• What are the concerns around the availability of credit and the price of borrowing as a result of the Volcker Rule?
• A look at best practices for staying on top of changing accounting standards. What will be the effects of changes to the international accounting standards?
• Thoughts on managing talent and resources within the accounting function.

Topic imperatives the membership is currently discussing include but are not limited to:
(Last Updated 3/29/2013)
 

Argyle Executive Forum’s Chief Information Officer Membership currently represents the senior IT executives from over 600 mid cap (annual revenue $500m – $1b) and large cap (revenue greater than $1b) organizations.

Topic imperatives the membership is currently discussing include but are not limited to:
(Last Updated 3/29/2013)

Argyle Executive Forum’s CMO Membership currently represents the marketing leadership from over 1000 mid cap (revenue between $500m – $1b) and large cap (revenue greater than $1b) organizations.

Topic imperatives the membership is currently discussing include but are not limited to: (Last updated 1/15/2013)

The Changing Role of the CMO

• Smoothly integrating the CMO into the C-Suite.
• Leveraging relationships with fellow executives to better integrate marketing endeavors within overall corporate goals.
• Reshaping and restructuring marketing teams to be more results-driven.
• Functioning as a “change agent” for the company

Enabling your team to utilize imagination and avoid the status quo.

• Outsourcing marketing: What industries are doing it, what advantages can you leverage and what pitfalls should you avoid?

The Key Elements of an Exceptional Brand

• Continuous innovation: Never getting comfortable with what?s successful; always exploring new opportunities.
• A positive, open culture: Creating an environment that fosters optimism, confidence, freedom and hunger for change.
• Consistent measurement: Constantly pursuing new ways to track and measure initiatives; building a results-driven environment.
• Uniqueness: Distinguishing your brand from the rest of the pack; connecting to consumers in an exclusive way.

Taking Advantage of Digital Marketing and Adapting to Constant Change

• Understanding how consumer behavior has fundamentally changed over the past decade.

Evaluating whether your marketing strategies have adapted properly.

• The fading distinction between the on-line and in-store experience and this phenomenon?s impact upon decision-making.
• The emergence of mobile marketing and how to use it to complement the in-store experience.
• The value of localized marketing: Connecting to consumers and building loyalty through a more tailored approach.

Straddling global brand consistency and local relevance.

• The importance of dedicating people and time towards staying on top of the constant emergence of new technologies and trends.
• How to facilitate the intersection of traditional marketing and newer digital techniques.

Renewing and Strengthening the Focus on the Consumer

• Never letting the company?s focus on the product overwhelm its awareness of the constantly evolving wants and needs of the customer.
• Similarly, no matter how successful a past strategy has been, tailoring a branding strategy to the changing wants of the customer.
• Fostering a relationship of trust and reliability with your customers despite constant attempts at innovation; maintaining their faith in your brand and in the quality of your products or services.

Understanding and Utilizing Social Media

• Understanding the multifaceted functionality of social media.
• Getting past the basics (i.e., Facebook pages, “likes.”)
• Using social media to tell a story and emotionally connect with customers.
• Building brand loyalty through personal connections.
• Bridging the disconnect between what marketers think consumers want and what consumers expect.
• Unique offers, tailored customer experiences, social experiences.
• Fully integrating social media into a company?s marketing strategies.

Argyle Executive Forum’s Corporate Development Membership currently represents the deal-making and strategy leadership from over 1000 mid cap (annual revenue $500m – $1b) and large cap (revenue greater than $1b) organizations.

Topic imperatives the membership is currently discussing include but are not limited to:
(Last Updated 1/15/2013)

Cross-Border Deal-Making:  Goals, Strategies and Challenges

• Key areas of global expansion:  What makes those regions so attractive?
• How does your use of outside consultants differ internationally vs. domestically?
• What are some of your experiences using local partners through JVs?
• How do you approach state or compliance risks? What are some of the cultural differences you’ve encountered that have become risk factors?

De-merger Trends in 2013

• A look at the key drivers of de-merger activity, and the reality of divestitures/de-mergers as a growth strategy.
• What are the real advantages to spinning off existing businesses? Where is the value?
• Deciding when and how:  A look at the decision making and planning process for spinning out. Who drives the decision internally?

Unconventional M&A:  New Approaches to Deal Structures in the Current Environment

• A look at joint ventures:  Understanding what goals can be achieved through a JV, best practices for developing solid, long-term partnerships, and anticipating challenges.
• Strategic alliances:  What does that really mean and what purpose can these alliances serve?
• How do you measure the success of non-traditional deals?
• What are the key drivers/influences for considering an alternative deal structure or type? Regional? Economic?

Market Overview:  A Look at Global Economic Trends and their Effect on Deal Activity

• Overview of key economic trends that will affect M&A activity over the next 12 months.
• A look at valuations in the current environment.
• In what industries and markets do you anticipate the most M&A activity?
• Will the growth and deal volume experienced in 2012 carry through 2013?

Argyle Executive Forum’s Customer Care Membership currently represents the customer care leadership from over 850 mid cap (revenue between $500m – $1b) and large cap (revenue greater than $1b) organizations.

Topic imperatives the membership is currently discussing include but are not limited to:
(Last Updated 1/15/2013)

Controlling the Consumer Revolution:  Methods to Create Great Customer Experiences

Companies that interact daily with consumers face major issues surrounding expectations, consumer entitlement and limitless options.  It is imperative that organizations deliver top-quality experiences throughout the customer lifecycle in order to gain a competitive advantage and loyalty, which in the end drives revenue.

• Explore the experiences that matter most throughout the customer lifecycle.
• Understand the key steps needed to reduce costs and improve customer experiences.
• How to implement strategies in order to measure your contact center’s success.

How Social Media is Paving the Way for the Future of Customer Service and Contact Centers

Social media is changing the way customer relationship managers do business.  YouTube, Facebook, Twitter, blogs, etc., have taken the CRM world by storm and now it is a business norm to interact with customers in real time utilizing these modern technologies.

• How are social media outlets changing the customer experience and creating a modern-day call center?
• How has social media improved client retention, customer service and first-call resolution?
• With the help of social media, what is the future of call centers, and how are organizations preparing for the challenges and changes so that they can ensure continued success?
• Utilizing social media to enable customers to feel ownership over an organization’s service or product.

The Future of Customer Care:  Emerging Trends and Technologies

One of the most difficult challenges for customer contact center executives is keeping up with current market trends, product improvements and, most importantly, new technologies. At the same time, being able to envision the future in order to gain a step on the competition is considered one of the most vital aspects of business.

• What does the future hold for customer care?  What are key new technologies and trends? (fix line spacing)
• Examine the growth and utilization of the home agent model.
• What does the future hold for outbound customer service and care?

Making the Call Center a Pivotal Contributor to Corporate Success

The old saying, “The customer is always right,” is more important than ever in a competitive and difficult economy. Customer loyalty and satisfaction are key components to any organization’s success and bottom line.

• Benchmark some of the vital tactics and tools organizations use in order to strengthen their customer satisfaction metrics.
• How to partner with different sides of the business (sales, finance, marketing, etc.) to get the needed support for a valuable call center.
• How to measure the ROI of your call center’s success by making the center synchronized with the voice of the customer.

Doing More with Less – Successfully Preserving your Customers in a Down Economy by Working Smarter

With the economic downturn came a substantial loss of budget and fewer employees to handle tasks.  However, just because the economy hit hard times does not mean that a company needs to start over or reduce levels of services.  By utilizing smarter practices and new technologies organizations can come out ahead.

• What are the key steps for succeeding when there are fewer resources to handle the overwhelming responsibilities?
• What are some of the key investments that need to be made in difficult economic times to retain customers?

Explore how new technology can be used to reduce costs and manage your staff more efficiently to keep them on track.

Argyle Executive Forum’s General Counsel Membership currently represents the legal leadership from over 1000 mid cap (revenue between $500m – $1b) and large cap (revenue greater than $1b) organizations.

Topic imperatives the membership is currently discussing include but are not limited to:
(Last Updated 1/15/2013)

The General Counsel as a Strategic Business Partner

• Examining the two types of General Counsel:  Reactive versus proactive, and the benefits/reasons for each.
• Understanding the role of the General Counsel in advancing a corporation’s global objectives.
• Maximizing and aligning the value of the legal department and function with the overall goals of the company.
• Creating significant value and advancing strategy through the legal function of the company.
• A look at the relationship between the General Counsel and other C-level executives.

General Counsels and Talent Management

• Best practices for building an in-house team.
• Building rewarding careers for in-house lawyers through rewards and diversity.
• How to obtain and retain talent in a competitive market.
• Learning how to speak the business language, positioning law as a business objective and perspective.

Best Practices for Managing Outside Counsel

• Efficiently managing outside counsel and legal fees in a buyer’s market.
• Importance of unbundling large legal tasks.
• Creating ways to align in-house and outside counsel’s agendas.
• Examining what work to send to outside counsel versus keeping it in-house.
• A look at the value of alternative fees.

Building and Protecting Core Assets:  Extracting Value from Intellectual Property

• Finding ways to show the value of intellectual property to a company.
• Extracting value from intellectual property assets.
• Strategies for protecting your brand in a global marketplace.
• Managing IP and understanding the value of protecting it in all forms of media.

The General Counsel’s Role in M&A, Divestitures and Strategic Alliances

• Due diligence in evaluating and negotiating bad purchases.
• Examining the legal implications of cross-border transactions.
• Cost-benefit analysis of acquisitions.
• Protecting corporate reputation during growth periods.
• Planning ahead and seeing the implications of the acquisition to the structure and stance of the company.
• Creativity in M&A transactions:  Learning how to continue growth with less liquidity.

Global Compliance Best Practices in the Wake of Increased Anti-Corruption Enforcement

• Red flags to consider when designing effective compliance programs.
• Maintaining compliance with FCPA and other international anti-corruption statutes.
• What the FCPA means and how federal enforcement of the act has changed.

• How to effectively run a legal department in multiple countries.
• Managing regulation that is constantly changing and diversifying as issues and problems seem to converge.

Argyle Executive Forum’s Human Capital Membership currently represents the HR leadership from over 850 mid cap (revenue between $500m – $1b) and large cap (revenue greater than $1b) organizations.

Topic imperatives the membership is currently discussing include but are not limited to:
(Last Updated 1/13/2013)

How HR Can Harness the Power of Technology

• What are the key technology trends in HR?
• How can cloud computing elevate your HR organization and company?
• What are the best practices HR executives should follow when evaluating the cloud?
• How has your organization incorporated social media into your HR function?
• How can workforce analytics provide a greater competitive advantage?
• How is your organization moving toward more of a data-driven view of the workforce and workforce planning?
• Are you finding changes in the "typical" HR professional needing to be more comfortable with data, systems and analytical reviews?
• Do you believe this trend toward being more tech-savvy will help HR professionals secure more business influence with other executives?

Strategic Transformation at Companies Faced with Business-Model Disruptions

Today’s businesses must grapple with a variety of challenges to survive, much less prosper. While many of these are beyond their leaders’ control - whether due to economic, regulatory, political, technology, natural resource or disaster issues - companies that want to stay ahead of the competition often must change their business model. Effectively engaging and partnering with Human Capital Leadership can help executive management to:

• Align management and talent with the new strategy
• Change behavior to shape new capabilities throughout the organizational matrix
• Create the mindset and passion necessary to ensure successful strategy execution

Keeping Employees Engaged and Developing Future Leaders

Human Resources leaders understand that keeping employees engaged and developing their talent are crucial to the successful growth and improvement of an organization.
Session topics include:

• How have you been able to identify professionals that you want to cultivate and grow over time?
• What are the business drivers for continually identifying and maintaining a talent pipeline?
• How do you balance the short-terms needs of the organization, especially in light of the volatile economy, with the long-term need to develop and cultivate future leaders?
• How do you determine the best practices for determining the successes and failures of these approaches? What are lessons learned from each?

The Changing Role of HR

• Understanding the changing role of the modern-day HR professional.
• How has the role changed in the past couple of years? How are HR professionals becoming a vital component for company innovation and growth?
• What are some of the best practices and lessons learned for succeeding in a tough economic environment?
• Recruiting strategies that have and haven’t worked with the changing economy.
• What are some of the toughest challenges HR professionals face?

Workplace Evolution: Bridging the Generational Divide

With more generations in the workplace than ever before, it’s vital for employers to be aware of how the needs of different age groups affect workplace productivity, loyalty and satisfaction. By understanding what the various subsets of employees prioritize, it becomes easier to foster a more productive working environment and develop an impactful benefits portfolio that reaches across the generational chasm.

• What workplace issues are most important to young, middle-aged, and older employees, respectively?
• How do challenges across different age groups impact productivity and engagement in the workplace?
• What work-life solutions and strategies are available to address these challenges?
• How can employers foster loyalty and retain talent by understanding the needs of different generations?