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.
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.
Participants should be senior-level executives, who:
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.
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?
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.
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.
A need for change stems from transformation.
Far-sighted management means recognizing the rights signals even when they are still weak, and sensing approaching discontinuities at an early stage.
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?