All the services offered by SGMI Institute of Management St. Gallen in its company-specific programs are based on the St. Gallen Management Model, which has its roots in systems theory and cybernetics. |
|
|
|
Projects are usually divided into three phases:
- Preparation: analysis, goal-Setting, conceptualization, kick-off
- Delivery, implementaton
- Reinforcement, controlling
|
|
|
|
A process that follows clearly defined steps guarantees high quality and completion rates. The process is agreed with the client, customized to meet company needs and, if desired, broken down into detailed steps.
SGMI emphasizes the analysis and conceptualization phase. The better the strategy and culture of the client are understood and the more clearly the business objectives are defined, the more likely the project will support the implementation of the strategy.
The strategic objective of the in-company program determines the choice of development methods and instruments. The product portfolio of the SGMI Institute of Management St. Gallen offers a comprehensive conceptual basis for organizing successful development measures. In the implementation phase, the authority and expertise of the faculty come into play. In the defined modules, faculty deliver the planned content, working through examples from practice with the participants.
Follow-up includes analysis and discussion of participant feedback (gathered by SGMI), implementation support from SGMI advisors and, as needed, control of progress and personal reviews with the client contact or with individual participants.
On the basis of the process steps below, the company identifies its internal education need. Then it determines the best possible structure for its comprehensive development program – one-day workshop; multiyear, component-based development program; corporate university.
SGMI is glad to be your partner. |
|
|
|
Delivery, Implementation
Our programs are highly customized. Experienced faculty can answer all of your questions. Our clients appreciate our flexibility in getting to know them and the specifics of their business.
In our development programs we use: |
|
Action Learning
Participant experience and concerns are built into program activities, so learning follows from practical example and with close fidelity to the special characteristics of the company and the industry.
Group and Project Work
Team formation in the context of the development program: during the seminar modules, and between them, international, intercultural groups work on program topics – theory and practice. Learning transfer already happens during the program.
Case studies, Real Life Cases
We work with "mini cases," a highly effective, dynamic form of case study learning. In a short time, participants gather real-life cases and insights from the full spectrum of company activities. In addition to developing knowledge, case studies generate solutions to our client's concrete questions.
Implementation Tools for Daily Business
So that the compiled knowledge can be used smoothly on the job, our participants receive company-specific tools that have been successfully tested in practice.
Linked to Participant Experience
We work with the experience of the participants. Especially with heterogeneous, international groups, this link expedites learning. |
|
|
|
Use of New Media and Learning Methods
Knowledge Exchange Platforms
A learning platform is built on the client's Intranet, and the in-company program is steered from it. Participants visit the platform to keep up with the program, stay in touch and exchange experience.
E-Learning
E-learning supports classroom learning: content preparation, follow-up to each module and in-depth coverage of individual topics.
Video Conferences
Video conferences support distance learning when a group meeting is too expensive or too time-consuming.
Blended Learning
In collaboration with renowned international faculty, SGMI offers demanding on-line seminars that help participants link the knowledge inside the company with the latest management know-how learned in the program. The seminars thus help the participants improve their management qualities and develop their organization. |
|
SGMI uses web-based learning technology and blended learning in the following areas, among others:
- Strategic Management
- Marketing Management
- Financial Management
|
|
|
|
|
|
SGMI e-learning platforms support participants with:
- Management Tools und Documents
- Management Knowledge
- Management Cases
- Current Literature
|
|
|
|
|
|
|
|
Reinforcement, Controlling
We see training and development as instruments of strategy implementation. Only with targeted ability development can the company ensure that it has the right resources to implement its strategy and reach its goals. SGMI company-specific projects aim to make a lasting contribution to our clients' strategy implementation. It is, therefore, very important to us to understand how successful our seminars and programs are.
Reinforcement of Learning in Modules
The modular structure of our management programs gives us the possibility to check learning at the beginning of each follow-on program module.
Reinforcement of Learning in Projects
To reinforce knowledge transfer, practical implementation in individual or team projects can be planned between modules. Learning transfer can also be checked during project work.
Reinforcement of Learning in Daily Business
To get feedback about the success of learning transfer in the participants' practical work, we seek close cooperation with our clients' staff and line managers. What matters in the long run is how well the participants are progressing with their concrete company tasks and responsibilities.
In the long run, it is the usable development progress of the participants that counts. That progress can only be measured in terms of their respective concrete tasks. Another advantage of learning reinforcement and checking learning in everyday business is that it integrates line managers more fully in the implementation program and the measurement of its success. With this integration, the line managers support the implementation by the participants, which further increases the chances of full implementation. |
| |
|
|
