Leading Successful Business Transformation

Make the moves that keep your business ahead of the curve as digital technologies drive change and take your organization with you. 3 + 4 days.

Overview

DESCRIPTION

Management is more challenging today more than ever. We live in unstable times that forces a constant analysis of corporate strategies and the realization that strategic management ultimately means change management to an organization. It is important to always be aware that major changes influence your competitive position. As a result, there is a constant a need for action to ensure your company’s future, and to adapt your strategy and business model. The right way to address the future varies dramatically, of course, from a “more of today” strategy with manageable enhancements and further developments, all the way to a complete transformation of the company with new business models, a new structure, new processes and the massive changes for all involved. But how can you analyze your strategy and business model under major time constraints? How do you develop a strategy for a group of companies, for each individual company, for areas of business, business units or national subsidiaries? How should you coordinate the development of your special areas, service functions, cross-departmental and staff positions to correspond to strategies at departmental level? How do you create the right initiatives for a strategic program out of individual strategies? We deal with these subjects in Part 1 of this program. After approval of the strategic concept, at the latest, the everyday reality of your strategy will begin – through implementing what is wanted. This is usually achievable without major problems, if the new strategy is a harmonious evolvement of your existing strategy, and its targets are beneficial to everyone involved. But what should you do, if a major transformation is imminent, the company in a tough situation and a major change is a prerequisite for its survival? Resistance to the necessary changes is strong. Trusted colleagues and associates see themselves as deceived and even betrayed. The entire workforce might react with fear and opposition. With the exception of a few “winners,” a mountain of resistance can build up against the new path you are taking. So when major changes are planned, it is advisable to get advanced training in the latest that leadership and change management has to offer. Others have gone down this path before you. Why not benefit from their best practices? We will demonstrate how you can do so in Part 2 of this program.

 

BENEFITS AND IMPACT

  • By stimulating you with new ideas for successful strategic management, this program will help prepare you in an optimal way for the change tasks you and your management team will have to complete during the implementation phase.
  • You will learn and apply the latest tools of strategy development, and exactly how to approach strategy implementation.
  • You will reflect upon induced change in all its complexity, and understand how to implement it.

 

WHO SHOULD ATTEND

Participants should be senior-level executives, who:

  • want to learn the latest findings in strategic corporate management and business development
  • want to update their own strategies and business models
  • are facing a task involving major, important changes at their company
  • want to tackle and achieve something new, even against major opposition
  • will be facing major challenges in this, both professionally and personally

AREAS OF FOCUS

PART 1: ADVANCED STRATEGY AND BUSINESS DEVELOPMENT

Affirming a need to action

If you react to changes after they occur, it is already too late. Your current strategy has to be questioned at a point in time when it is still valid as a course of action. This means a change manager questions established strategies for success, without being able to prove that something new is the right way to go. This is a dilemma that calls for enormous leadership qualities and a convincing line of argument.

Planning transformation

What do these changes mean for your market position, for continued growth, for corporate value and the development of your company? How can an executive get widespread approval for necessary change from owners, management and employees? How can you get people to accept and be willing to take the steps you need to take?

Strategy and Business Development

  • The latest in strategic management tools
  • The importance of good strategies for above-average, profitable survival of a company
  • Transformation and adaptation – massive changes require high-quality strategies
  • Good and bad strategies – empirical findings and practical experience

Developing the best-possible strategies

  • Corporate strategy
  • Strategies for divisions, business fields, business units
  • Strategies for subsidiaries, national subsidiaries, brands
  • Strategies for operative areas
  • Strategies for staff, service centers, cross-departmental functions

PART 2: LEADERSHIP, IMPLEMENTATION AND CHANGE

Advanced Leadership

Experienced leaders know how difficult it is to motivate and excite employees, often several levels away, either directly or indirectly for common goals. In this part of the course, we will dealing holistically with leadership styles, motivation, effective communication and difficult leadership situations. We can learn from most of these findings, because effective leadership behavior can be trained and practiced.

Change Management

When recipes for success no longer work, when business models that have been right for a long time are now outdated, when you need a paradigm shift and a fundamental renewal, but most people do not recognize or want it – this is the hour of executive change management.

Discontinuity and its relevance

A need for change stems from transformation.

  • External transformation – drastically changing the conditions of your own industry and company
  • Internal transformation – when conditions within a company transform themselves

Far-sighted management means recognizing the rights signals even when they are still weak, and sensing approaching discontinuities at an early stage.

Bringing about a transformation

Without the active participation of a large part of your management team and many key employees, a breakthrough to something new will remain lip-service. How can you create enough commitment for a transformation?

From concept to action

  • Before the green light is given for “general uncertainty,” a change manager should prepare himself mentally for this huge task. What is the best way to prepare personally?
Key details

ZE1519

Language
English
Date
Part 1: 18.03.2019 - 20.03.2019, Oberursel
Part 2: 01.07.2019 - 04.07.2019, Davos
Fees
CHF 6'900.- / EUR 6'400.- Excl. VAT, invoicing in Euro possible (depending on current exchange rate)

ZE1529

Language
English
Date
Part 1: 18.03.2019 - 20.03.2019, Oberursel
Part 2: 09.09.2019 - 12.09.2019, Boston, MA
Fees
CHF 6'900.- / EUR 6'400.- Excl. VAT, invoicing in Euro possible (depending on current exchange rate)

ZE1539

Language
English
Date
Part 1: 23.09.2019 - 25.09.2019, Oberursel
Part 2: 12.11.2019 - 15.11.2019, Hamburg
Fees
CHF 6'900.- / EUR 6'400.- Excl. VAT, invoicing in Euro possible (depending on current exchange rate)

ZE1549

Language
English
Date
Part 1: 23.09.2019 - 25.09.2019, Oberursel
Part 2: 18.11.2019 - 21.11.2019, Davos
Fees
CHF 6'900.- / EUR 6'400.- Excl. VAT, invoicing in Euro possible (depending on current exchange rate)
Registration
For registration, please click the link below.

Register here
Registration