Too many programs and projects can lead to stagnation and fragmentation. That’s why managers need to know what buttons to have the levels downstream push on. 4 days.
As a top executive responsible for creating corporate value, you know your decisions have far-reaching implications. For you, effective management poses multiple challenges, like
What things does your organization have to focus on? On growth? On Innovation? On lowering costs, customer-orientation, increasing profitability, internationalization? In deciding the focus, you know that less is more. Too many programs and projects can lead to stagnation and fragmentation. That’s why you need to know what buttons to have the levels downstream push on. What main objectives and guidelines should you agree upon with your management team? What programs should you launch? And what should you delegate, what should you do yourself?
In order to really implement what is supposed to be achieved, you need strong middle management and operative management downstream. From experience you know that it’s extremely important to convince them, but especially middle management, of your ideas. This is the only way for strong implementation to come about. What must you do, to prepare a large number of employees to perform their best? How do you instill enthusiasm and commitment for achieving mutual targets in so many people?
Of course, you also have your financial and controlling departments. But you bear responsibility for financial results. This cannot be delegated. Are you proficient in using the tools of financial management? Do you know what the profitability of your company must be? And do you know the different ways there are to dramatically increase the profitability and EBIT of your business? Do you recognize what programs to introduce that will lead to sustainable improvement in your results, and which programs are just window dressing?
How can you determine if your organization is still on course? What factors indicate that something is getting out of hand and you have to take action? As executive manager, you are the highest-ranking risk manager and must take action if necessary. For this, you need early-recognition skills and task-force qualities. We cover these topics and challenges to executive managers in this seminar.