executive international program in strategy & …teca.elis.org/7505/ipse-brochure-2014.pdf ·...

Michael Tompsett, Map of the World Map Abstract Painting

EXECUTIVE INTERNATIONAL PROGRAM IN

STRATEGY & EXECUTION BUILD YOUR NEW INT’L BUSINESS

TIPS FROM

THE BUSINESS WORLD

2

Strategy and execution is a false dichotomy, unnaturally sheared apart in order to divide labor in increasingly complex organizations. Both sides don't see it as their responsibility to intelligently pull the two sides back together again. They leave a chasm, hoping that it will miraculously close on its own. It never does. Things just fall through it. Doug Sundheim – HBR Aug 2013

INTERNATIONAL PROGRAM IN STRATEGY & EXECUTION – ED 2014

INTRODUCTION

BACKGROUND & SCOPE

Through the ELIS Consortium activities, the main needs managers require today are to improve their strategic thinking and their capability to execute new businesses into international markets.

The Executive International Program in Strategy & Execution enables C-level managers, senior managers, entrepreneurs and board members to reflect on their experience as leaders and develop new capabilities to ensure their continued success.

The program helps leaders to improve their strategic thinking, create and nurture capable and dynamic and international management teams, learn new ways of driving organizational change and transferring knowledge and methods to the organization:

– Strategic thinking: getting the ability to develop effective plans according to the organization’s objectives and the market trends

– Execution: acquiring tools and methodologies to implement a real innovating process on company business

The program is ideally structured to fit executives’ busy lifestyles. Intensive periods are combined with off-site work and team interaction.

The program is hosted in different Countries: France, Spain and Italy.

3 INTERNATIONAL PROGRAM IN STRATEGY & EXECUTION – ED 2014

PROGRAM BENEFITS

& PROGRAM OBJECTIVES

KEY TAKE AWAYS

• To understand global trends and the new paradigms of Business.

• To better understand the international dimension of market

• To identify new sources of business development.

• To learn how to effectively leverage internal assets to achieve strategic change.

• To learn how to create, design, develop and pursue ideas within an organization.

• To learn how to define execution strategies, how to leverage and to monitor the execution dimensions, and how to make things happen

• To learn how to manage multi-cultural and virtual teams

OBJECTIVES

• To develop capabilities for identifying, shaping, and pursuing new business opportunities

• To inspire the change of participants’ perspectives through the sharing of peer experiences as well as internationally renowned models of excellence

• To foster participants’ entrepreneurial and creative approaches to the implementation of innovating strategies

• To foster participants’ understanding of new leverages of Corporate Social Responsibility for Business growth in order to develop new strategies, thus creating shared values among companies, society and environment

• To translate new Business Models into managerial practices, by changing the reference models of leadership and decision making

How can a new vision of the Business be caught and translated into daily managerial practices?


WHO

SHOULD ATTEND

TARGET PARTICIPANTS: Senior Manager

Who are in a position to influence both the day-to-day and

the strategic management of the organization.

In order to introduce and spread the new approach to

Business Models within organizations, senior managers must

play a strategic role in designing innovation and in leading the

change.

Senior Managers are involved in defining strategies, pursuing

the vision, presenting alternatives to the top management,

and implementing strategies by aligning these organizational

activities with top management views.

CROSS-FUNCTION PARTICIPANTS

Each Company sends a team of at least 3 senior

managers from different functions:

• Market (Strategy, Innovation, Marketing, Sales)

• Production (Operations, Production, Technology)

• Staff (Quality, Finance, HR, Legal, IT)

Participants have to speak English fluently because

world program is held in that language (*).

Sales HR

Business

Development Strategy

Marketing

Planning and

control

Procurement

Technology Legal Affair

Innovation

CROSS-INDUSTRY PROGRAM

5

(*) Minimum English Level: at least intermediate-Threshold (B1 - according with Common European Framework of Reference for Languages)

Operation &

Maintanance


PROGRAM STRUCTURE

AND SCHEDULING

6

Content

Company Visit / Testimonial (examples)

MODULE II @ Seville, SPAIN

19-23 May 2014

MODULE I @ Grenoble, FRANCE

2-4 April 2014

FULL WEEK DEFINING AND LANDING STRATEGY

• In Business Global trends • Strategic Decision Making Process • Business Policy Strategic Model • Financial Resources Optimization • Continuous Excellence • Motivation • Self Leadership • Management by Mission

3DD MODULE INNOVATION INTO A GLOBAL MARKET

• Sociological and Economical Global trends

• Innovation Drivers • Business in a Digital

World • Profiting from a

Digital World

3DD MODULE EXECUTE YOUR BUSINESS

• Sustainability and creating

Shared Value • Innovation Managerment • Balance Scorecard • Cross-Cultural

Management • Virtual Teams • Talent Management

• CEA-LETI • Schneider Electric • Orange • Talaia Networks

• Italcementi • Unicredit • Fastweb

• Endesa • Aeropolis • BBVA • Telefónica

MODULE III @ Rome, ITALY

9-11 July 2014


MACRO STRUCTURE

OF FIRST MODULE

Wednesday Thursday

MODULE 2

MODULE 1 – GRENOBLE – Innovation@Global Market

Lunch Lunch

Opening dinner

Friday

Closing Cocktail

Innovation Drivers

(Sylvie Blanco)

Business in a Digital World

(Benoît Meyronin and Marc Prunier)

Global Mega Trends

(Jonatan Pinkse)


Program presentation

Visit @ CEA-LETI

Profiting from a Digital World

(Federico Pigni)

MACRO STRUCTURE

OF SECOND MODULE

Monday Tuesday Wednesday Thursday

MODULE 2

MODULE 2 – SEVILLE – Defining and Landing Strategy

Welcoming Lunch Lunch Lunch Lunch

Closing dinner

Friday

Closing Cocktail

Module Presentation

Financial Resources

Optimization (Manuel Aguilera)

Business Policy Strategic Model

(Enrique Taracena)

Management by Mission (Carlos Rey)

Company visit @Airbus

Motivation and Talent

Management (Brita Hektoen)

Self Leadership (Luis M. Huete)

Continuous Excellence

(Enrique Garrido)


In business Global Trends (J.M. Baera)

MACRO STRUCTURE

OF THIRD MODULE

Wednesday Thursday

MODULE 2

MODULE 3 – ROME – Execute your Business

Lunch Lunch

Closing dinner

Friday

Closing Cocktail

Strategic Decision Making Process

(Antonio Hidalgo)

Balance Scorecard

(Manuel Garcia Ayuso)

Innovation and Sustainability

(Stefano Pogutz)


Innovation Management

Workshop

Cross Cultural Management Virtual Teams

(R. Bossi Fornarini)

MAIN

CONTENTS


GLOBAL TRENDS

Sociological

Economical

In Business

DEFINING STRATEGY

Strategic Decision Making Process

Business Policy Strategic Model

Innovation Drivers

Creating Shared Value

UNDERSTANDING LEADERSHIP

Motivation

Self Leadership

Talent Management

LANDING STRATEGY & CHANGE

Continuous Excellence

Balance Scorecard

Business in a Digital World

Financial Resources Optimization

Management by Missions

LEARNING

METHODS

In order to address this issue, a selected panel of companies constitutive of the ELIS Consortium will take part in a Collective Learning Lab, where participants will be engaged in:

• European Learning tour, analyzing the new markets directly in-situ.

• Company visits and Live cases, studying and assessing international models of excellence through direct interaction with their creators.

• Creative workshops and peer sessions, identifying new ideas by working together across boundaries (functions, company, country), exploring and putting into place unprecedented solutions.


ACADEMIC

CONTRIBUTORS (1/2)

THIERRY GRANGE - GRENOBLE ECOLE DE MANAGEMENT

JONATAN PINKSE - GRENOBLE ECOLE DE MANAGEMENT

ANTONIO HIDALGO - INSTITUTO INTERNACIONAL SAN TELMO

JUAN MARTINEZ BAREA - INSTITUTO INTERNACIONAL SAN TELMO

STEFANO POGUTZ - BOCCONI UNIVERSITY

ENRIQUE TARACENA - IPADE

BENOÎT MEYRONIN – GRENOBLE ECOLE DE MANAGEMENT


LUIS M. HUETE

RAFFAELLA BOSSI FORNARINI - PASSPORT

ACADEMIC

CONTRIBUTORS (2/2)

MANUEL AGUILERA - INSTITUTO INTERNACIONAL SAN TELMO

CARLOS REY PEÑA - UIC

MANUEL GARCIA AYUSO - INSTITUTO INTERNACIONAL SAN TELMO

FEDERICO PIGNI - GRENOBLE ECOLE DE MANAGEMENT

SYLVIE BLANCO - GRENOBLE ECOLE DE MANAGEMENT

BRITA HEKTOEN - INSTITUTO INTERNACIONAL SAN TELMO


ENRIQUE GARRIDO - INSTITUTO INTERNACIONAL SAN TELMO

MARC PRUNIER – GRENOBLE ECOLE DE MANAGEMENT

INSTITUTO INTERNACIONAL SAN TELMO (IIST) – Spain

Aware of the challenges that the companies must face in the coming years, IIST decided to develop educational activities, that would

help Top Management executives make increasingly fair and effective decisions, as well as govern with respect towards their

collaborators. It enters the EFMD in 1990 and the CLADEA in 1992. IIST has a faculty of its own, completed by professors of several

Business Schools such as IESE and other centers like IPADE, IAE, MIT and INSEAD. Its main activities include teaching, researching and

consultancy to companies and institutions. Therefore, the education is oriented to the real needs of working professionals an

executives. Since 1982 more than seven thousands business owners and top executives have done an Executive Program in San

Telmo. Nowadays, the Institute teaches its Programs at its two permanents campuses in Malaga and Seville, as well as in other places

of Spain, Ireland, Morocco and Italy.

ACADEMIC

PARTNERS (1/3)


GRENOBLE ECOLE DE MANAGEMENT (GEM) - France

Grenoble is a point of convergence for stakeholders from the fields of research, higher education, business and the economic

world. Through their capacity to innovate and the continuous improvement of our intellectual contributions, GEM seeks to

promote expertise in management of technology and innovation, entrepreneurship and responsible business practices. Each

technology sector is organized around a competitive cluster, leading industrial firms, research laboratories, innovative SMEs and

high-level training programs. Thus, by working together on large federative projects, all the actors within a value chain are able to

meet, exchange knowledge and operate in synergy. Examples of GEM Custom activities: Schneider Electric - ST Microelectronics –

Orange - ESRF, European Synchrotron Radiation Facility

ACADEMIC

PARTNERS (2/3)


ELIS CORPORATE SCHOOL - Italy

ELIS means Education, Labor, Instruction, Sport. In 1992, ELIS

promoted the creation of a consortium business school: the

“ELIS Corporate School”. It is a multi-company school in

which the involved organizations cooperate in areas of

learning, personal and organizational development, social

responsibility, and in promoting a greater integration among

schools, universities and companies. The Consortium aims to

contribute the development of a network of people and

companies, which improves themselves and contribute to

common good through doing their job with passion and

responsibility. Its purpose is to affirm the centrality and

integrity of the Person, the Work as a mission, the Enterprise

as a community of people and the Market as a mean for the

creation of shared value.

ACADEMIC

PARTNERS (3/3)

For more information:

Elena Razzano

Program Manager

Mobile +39 345.10.23.557

Tel. +39 06.43.56.0496

Fax +39 06.43.560.399

e-mail [email protected] - [email protected]

www.elis.org

http://www.elis.org/formazione-continua

executive international program in strategy & …teca.elis.org/7505/ipse-brochure-2014.pdf ·...

Documents