Four-day executive seminar for leaders who work in an international environment, current or scheduled expatriate managers, senior level executives and professionals involved in international business. This program is also tailored to the needs of entrepreneurs, or intrapreneurs who challenge the global role and the understanding of their organizations.
The recent paradigm shift in business administration is causing schools of management and management theories to drift apart. Pragmatic decision-making, based largely on instinct, is challenging well-founded scientific approaches. Authors of most current literature are highly divided in their opinions about what economic school will finally prevail, if any. In the mean time, custom tariffs are further harmonized and WTO rules dictate that more and more quotas are to be removed from most goods in most industries. As soon as these regulations hit them, incumbent Western markets will lose up to 70 percent of their domestic manufacturing share. There is a common agreement among economic scientists and hands-on business people that the international market environment has changed for good. One question needs to be answered: What products and services should a Western company focus on to ensure sustainability?
For the first time in decades, decision makers are challenged to make milestone decisions and to foster break-through innovation. The smooth-growth environment of the ending twentieth century did not force managers either to instinctively feel and foresee dramatic changes or to quickly make decisions with little information.
In this cross-cultural seminar, discussions focus around two questions: Which concepts and tools do twenty-first century executives need? And how can they smartly implement strategies and tactics on a global and regional scale? Learning in this course comprises class room sessions, guest lectures and case studies.
This segment highlights the differences between growing the incumbent business and developing new business ideas. Ambidextrous organizations tailor their organizational model so that their declining businesses and future businesses do not interfere with each other while structural synergies are harvested on both sides.
Even before implementation occurs, internal discussions about new global business models tend to stress organizations and their cultures. The only way to circumvent a vicious cycle of rumors and intrigues is the use of a structured approach based on a proven process.
On its way from a national to a trans-national organization, a company undergoes significant cultural transformation and continuous changes in its business models.
The pace required for change depends on opportunities and threats an organization is exposed to. Change and the implementation of new strategies always requires a company to abandon beloved strategies and concepts. Opportunity-based leadership is the art of recognizing when to let the reins loose and when to take the helm.
Once the span of a company expands past the traditional environment, issues arising in organizational leadership can seriously affect an organization.
Exceeded expectations. Thanks.
The seminar gives me the opportunity to structure strategy view of the company and I certainly get much wider perspective of solutions for the future. Very realistic!
Excellent learning environment. Very engaging trainers.