As an executive at the top or upper level in company hierarchy, you determine the course your company takes. To conduct business effectively at all levels using your strategic decisions requires professional management techniques. Using numerous examples, we show you the options open to you for organizing a results-oriented management system.
HOW THE PROGRAM IS STRUCTURED
Part 1 deals with the most important strategic decisions you will make at your company. It shows you how you can better implement these decisions with measures and processes; how to define even more sharply your company‘s objectives and to organize business activities to realize them, along with aspects of executive leadership.
Part 2 analyses fiscal decisions that make a major contribution to your company‘s success, both financially and in its business operations.
WHO SHOULD PARTICIPATE
Members of management boards, top and senior-level executives. Heads of business areas, divisions or business units. Heads of major departments at company headquarters. Experienced managers in responsible positions looking to enhance and update their management skills even further and in a targeted way.
WHAT BENEFITS DOES THE PROGRAM OFFER?
This 2-part program for top executives deals in-depth with the most important topics in holistic corporate management. It gives valuable insights about this to top and senior-level executives in company management, whose decisions about strategy, finance and personnel are crucial in setting the course their company will take in its further development.
MAIN TOPICS OF PART 1:
- What is holistic management responsibility?
- Diverse management roles
- Top management is dependent on the maturity of company organization
- What must management stipulate in order to get the company on the right track?
- What should top management not stipulate to ensure individual initiative and entrepreneurship is not choked off?
- What affect do guidelines have? Useful, real-world examples Defining your Strategic Approach
- Strategically-relevant information
- Requiring periodic analyses from employees
- How to avoid overlooking shifts in trends and discontinuities
- Identifying and capitalizing early on new opportunities
- The strategic status-quo – challenges and actions required
- Developing a value-enhancing strategy that ensures a company‘s future success
Stipulating Strategic Objectives
- The strategic objectives system
- Strategic objectives as a requirement
- Rules to follow, methods to use. Best practices
- Testing your own company strategy
- The areas of business and business units of a company
- Precise and short formulation of business strategies
- Operational areas also need a strategy
- Aligning operational strategies to business and corporate strategies
Implementation of Strategies
- Methods to ensure successful implementation of strategic concepts
- Operational excellence through processes
- Affective organizational structures
- Adjusting the activities of numerous managers and employees to work towards common goals
- A motivating corporate culture
- Working to create a performance-oriented climate
- Values and norms
How to Bring About Change
- What you need to put your business on a new course
- Why a lot of things are stipulated, but too often too little happens
MAIN TOPICS OF PART 2:
- How to conduct financial controlling. Financial objectives within the overall context of business operations
- How to achieve above-average results Results Management
- Targeting results and annual financial statements
- Creative possibilities and their limits
Developing a Program for Increasing Profits
- Alternatives that will improve results
- Programs for increasing company success and profitability
- Optimization that lasts long-term
- The drivers behind the value of a company
- How company value is measured
- Developing a program to increase the value of a company
- Options – and limits – on influencing company value
Mergers & Acquisitions
- Procedures to follow when buying or selling
- Conducing a management buyout
- Mergers and acquisitions as an instrument of growth management
Management Information Systems
- Financial information and ratios for executives
- The Fact Book as a management instrument
- Controlling options for strategic and operative financial management
- Capital requirements and financing them
- Managing the costs of capital
- Optimizing capital expenditures
- Capital expenditures and return on equity
- How executives manage the achievement of financial objectives
- Managing using key-performance indicators (KPIs)
- Immediate measures for actively confronting objective deviation
- Personal controlling instruments
- How to work well with controllers