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Mini MBA

This programme will focus on key subject areas for executives and managers who operate in fast moving, competitive environments and who need to build a road map of the challenges and threats they will need to navigate. It will highlight and investigate a range of issues that they will need to master and will unlock and expand the central skill sets that they will need in order to be more effective as managers and leaders within their respective organisations.

With the central theme being strategic leadership, this programme is particularly relevant in today’s climate.
The current crisis in confidence in the business world and many of the recent failures (both corporate and regulatory) have been directly due to the adverse impact of inappropriate planning, culture and leadership in key organisations.

It has never been more important than now to invest in training executives in the areas of leadership, strategy, decision making, organisational culture, negotiation and effective project implementation.

Approach

This will be an active and interactive programme. The focus will be on developing practical solutions and acquiring skills and knowledge – tools – to make a real difference.

These will be no “chalk and talk” sessions but a true workshops where all participants will contribute and be supported to develop their skills, knowledge and confidence.

Launch day

Activities / contents

  • Welcome
  • Scene setting
  • Oval mapping technique to:
  • Shape and give focus to the programme’s’s activities
    • Give subjects for follow up after the day
    • Identify areas for further work
    • Oval mapping details:
      • Oval (or cognitive) mapping is a way of identifying key issues and achieving group consensus on those issues.
      • It is similar to brainstorming but more focused and controlled.
      • It allows everyone to have their say and to raise issues and ideas that are important to them and yet protects their privacy and confidentiality
      • The Workshop Director controls and guides the activity but the participants own the outcomes
      • It will lead to the identification of area where we can improve as well as those areas where we cannot make a difference – so we can apply effort where it will produce results
      • It is active, challenging, buzzy and exciting and produces results!
  • Oval mapping topics and outcomes
    • Establish the challenges facing us in developing impact as individuals and as a team
    • Identify where we can and cannot make an impact
    • Establish standard of performance, activities, objectives and required performance outcomes for the team and individuals
    • Establish key areas for development – individually and required by Monitise
    • Identify behaviours and approaches we can or should take
  • Oval mapping review and working parties
    • Small teams, or working parties, to review specific outcome areas and  develop plans to either implement the outcomes or develop the skills amongst us to  do so
    • Working parties report back to the group
    • Working parties will continue after the day ends – they will have areas to develop and to report back to the rest of the group with practical solutions
  • Topics for the rest of the programme
    • The oval mapping activity will, through identification of key challenges and opportunities, highlight the topics which we will concentrate on for the rest of the programme
    • We will also have the initial outline as a guide and to establish key directions and objectives
  • Next steps
  • Close

The main programme

Projects

Following the launch day the organisation will issue project topics to the participants.
Participants will work in small groups on these and present the results to the senior management at the end of the programme.
The organisation will appoint a project sponsor(s).

The Programme Director will act as project support.

Coaching

A part of the programme includes the optional support in between the training and through the projects.

This will comprise:

  • Telephone /email support – 1 call per person per month (optional)
  • Direct coaching sessions – 1 per person per month of 1 hour each (optional)

Day 1- The importance of strategy in business success

  • What is strategy?
    • A range of definitions
    • The impact of different contexts on strategic planning
    • The effect of turbulent conditions on planning assumptions
    • Strategy providing a sense of direction – Strategy to focus decision making
    • Strategy as choice
    • Strategy as a search for added value
    • Strategy v tactics
    • Strategy, vision and mission#
    • Why successful strategy formulation is more than just theory Goals and objectives
  • How is strategy made?
    • Design v emergence
    • Linking strategy formulation with strategy implementation
      – Adjusting for real world experience
    • Strategy processes within organisations
    • Creating a living strategy
    • Corporate and competitive strategy
    • What businesses or industries are we in?
    • How should we compete?
    • Strategic direction - Ansoff Matrix
    • Organisational values underpinning strategy
    • Vision and mission
    • Profitability and economic value added
    • For shareholders or stakeholders?
    • Organisational values as a differentiator
  • Building blocks of strategic analysis and tools
    • 3 success criteria for evaluating strategic alternatives – Suitability, Feasibility, Acceptability
    • Strategic map
    • Porter’s 5 Forces
    • Market share – BCG/Growth Share Matrix
    • Competitor analysis
    • Strategic groups and complementors
    • Game theory – competitors’ likely reactions 
  • Strategic moves
    • Analysing your resources and capabilities
    • Core competences
    • SLOT
    • Cost advantage v differentiation advantage and the value chain
    • Maximising superior resources and capabilities
    • Exploiting differences and key strengths
    • Developing resources and capabilities
    • Impact of organisational design and structure
    • Establishing competitive advantage
    • Knowledge management and human resources
  • Competitive advantage
    • What is it? How does it arise?
    • Identifying others’ competitive advantage
    • Cost advantage v differentiation advantage
    • First mover advantage
    • Can logistics be a source of competitive advantage?
    • Differing market environments
    • GE/McKinsey Directional Policy Matrix
    • Responding to change – internal and external
    • The role of innovation
    • Sustaining competitive advantage
  • Applying strategy to different environments
  • Adapting strategy for developing markets
    • PESTLE analysis
    • Institutional voids
    • Asymmetry of information
    • Differentiate between market and non-market factors
    • Create “rules of the game”
    • Understand formal and informal rules
    • The non-market environment – four “I”s. Integrating with market strategy
    • Entry strategy
    • Local partners
    • Understanding the social network of key local decision makers
    • Reshaping the value chain – reorganise or relocate?
    • Importance of local knowledge and information channels
    • Exploiting voids
    • Corruption – how does this affect entry strategy?
    • Importance of what not to do
  • Strategy implementation
    • Strategy without implementation – not much of a future
  • Projects
    • Introduction
    • The project workbook
    • Planning and support

Day 2- Making informed decisions

  • Critical and analytical thinking
    • Claims and their significance
    • How claims are used to develop arguments
    • Recognising Inferences and assumptions
    • Evaluating arguments and drawing conclusions
    • Decision making
    • The impact of management information on decision making
    • The importance of information sharing
    • Using information to inform and support strategic decision making
    • Monitoring and reviewing information
    • Problem solving
    • Analysing problems
    • Identifying causal links
    • Identifying the information needed
  • The importance of process in decision making
    • The 3 W’s”
    • Classic approach
    • Identifying the problem
    • Impact of perception
    • Effects of underlying psychology
    • Framing and risk
    • Understanding and assessing risk parameters
    • Building post-decision tracking, evaluation and adjustment process
  • Limits to rational decision making
    • Smart people sometimes make dumb decisions
    • “Bounded rationality”
    • Dangers of groupthink
    • Measures to avoid groupthink
    • Abilene paradox
    • Organisational structure and politics – effect on individual decision making
    • Personality, culture, social interaction
    • Wilful blindness
    • Impact of bias in groups
    • The Delusion of Crowds
    • The Wisdom of Crowds
    • Social Validation
    • Sloan’s dilemma
    • Valuing gains v losses
    • Rational Actor Model, Organizational Process Model, Bureaucratic Politics Model
  • Group input to decisions
    • Group variables
    • Delphi technique
    • Decision model
    • Stepladder technique
    • Brainstorming
    • 8 conjectures on the Wisdom of Crowds
    • Reframing a problem
    • Six Thinking Hats
    • Decisions with multiple criteria
    • Paired comparison – the relative importance of options
    • Force field analysis – weighing the pros and cons
    • Decision matrix
  • Traps in decision making
    • The impact of first impressions
    • Anchoring
    • Hindsight bias
    • Confirmation bias
    • Overconfidence
    • Shared Information bias
    • Emotion
    • Escalation of commitment
    • The inertia of the status quo
    • Retrievability and availability bias
    • The conventional wisdom
    • Self-delusion
    • The seductive power of experts
    • Affirming what we know
    • Risk attitudes and framing
    • Unnecessary risk aversion
  • Decision making and performance success
  • Decision making in uncertainty
    • Using probability analysis
    • Bidding and risk appetite
    • Bayes’ theorem
    • Applying expected value and the use of Perfect Information
    • Decision tree analysis


Day 3 - Negotiating for successful outcomes

  • Key topics
    • Success is more important than winning
    • Using a structured, 4 stage approach
    • BATNA and WATNA
    • Signaling
    • Being assertive
    • Getting the best deal but managing and preserving the relationship
    • Negotiating as a consultant
  • Defining negotiation
  • Differentiating between needs and wants
  • Understanding business dynamics and stakeholder interests
  • Understanding why “we are where we are” – the alternatives to negotiating
  • Balancing time and effort of negotiating with possibilities of better outcome
  • A common process
    • Prepare
    • Debate
    • Propose
    • Bargain
  • Just how good are we really?
    • Negotiation simulation (written specifically for Monitise and situations) to identify strengths and areas for development
  • Developing strengths – using case studies and relevant simulations as appropriate
    • Setting goals
    • Research  interests and alternatives of both parties
    • Plan strategy
    • Exchanging information
    • Opening the negotiation
    • Bargaining  to create highest value
    • Closing with real commitment to the deal
  • Negotiation strategies and techniques  
    • Negotiating/conflict handling styles - you vs. others and how the styles interact
    • Personal styles
    • Types of power
    • Choosing a negotiation style appropriate for the situation
    • Creative bargaining – identifying opportunities for win-win
    • Negotiation tactics and techniques for different situations (strong hand, weak hand, etc.)
    • Cross-cultural negotiations
    • Defending yourself against high-pressure negotiation tactics
  • Understanding ourselves and personal and team traps
    • Personal blind spots
    • Group think
    • Critical thinking skills
    • Leading the negotiation team
  • Types of negotiation, including:
    • Adversarial
    • Threatening
    • Time-limited
    • Cross-cultural
    • Remote
    • Unprepared - instant
  • Psychology of influence including:
    • Primacy effect
    • Emotional bank account
    • Lesser of two evils
    • Back door
  • Recognising and countering dirty negotiating tactics and approaches
    • Understanding the use of variables, gambits and tactics

Day 4 - What makes managers effective

  • What is a manager?
    • The business context of management
    • Management v administration
    • What is management?
    • Control over task content and methodology
    • Control over resources – physical and human
    • Management as an economic activity
    • Marshalling resources to maximise economic output
    • The management skills pyramid
    • The role of authority
    • The source of managerial power
    • Managing personal interdependencies
    • Using networks
    • Shaping the operating environment
    • Getting the best out of your people
    • Managing conflict at work – 5 competencies
    • Management psychology
    • Knowledge and experience – domain expertise
    • A managerial identikit
  • Some tools to enhance effectiveness
    • Understanding intention, behaviour and impact
    • What affects behaviour?
    • Operating style
    • Improving personal effectiveness
    • When excess use of strengths becomes a weakness
  • The business context
    • Organisational culture
    • What do cultures do?
    • The power of culture
    • Hierarchy, power and influence
    • Implications of power for managers
    • Organisational politics
  • Managers as leaders
    • What is a leader?
    • “Leadership” in a business context
    • Leadership intelligence
    • Must managers be leaders?
    • Core models of leadership
    • Leadership styles
    • Contrasting leadership and power
    • The impact of situation
    • The Leader as Follower
    • Dispersed leadership
    • When the Boss feels inadequate
  • Leading teams and groups
    • Fundamentals of group behaviour
    • Five stage model of group development
    • Why people join groups
    • Role identity and role perception
    • Conformity
    • Social loafing effect
    • Framework for analysing teams
    • Groupthink and input to decision making
    • Difference between groups and teams
    • Types of teams
    • Key roles within teams
    • Team effectiveness models
  • Leaders as motivators
    • Theories of motivation
    • Does pay motivate?
    • How to encourage collective action
    • Aligning incentives
    • The power of recognition
    • Hawthorne effect
    • Goal setting and reinforcement theory
    • Maintaining motivation over time – AMO Theory
    • Role of trust
    • Implications for managers
  • Leading clever people
    • Defining clever people
    • Understanding the needs and motivations of clever people
    • The challenges of leading clever people
    • Dynamics of clever people within teams
    • Organisational implications of clever people
    • Dos and Don’ts

Day 5 - Change management and project management

  • Leading in the face of change
    • What is change?
    • Why change initiatives fail
    • Understanding the dynamics of change
    • How organisations work
    • Types of change
    • Dynamics - People, process and culture
    • Understanding the forces resistant to change
    • Managing emotions and fear
    • The role and impact of people
    • Change strategies
    • Management leadership
    • The capability to change
    • What can leaders do to effect change? – Kotter’s eight Steps
    • The wedge and the magnet
    • Change managers and change agents
    • Participants and stakeholders
    • Managing the transition curve – three phases
    • What happens when change stalls?
    • Building in exit points
    • Change audit – What are the costs of change?
  • Project management in detail
    • Key project activities:
      • Project definition
      • Project team
      • Project lifecycle
      • Setting up a project
      • Controlling a project
      • Closing a project
      • Project planning and scheduling
      • Change management
      • Risk management
      • Issue management
      • Quality management
      • Document control
  • Project management overview
    • Project lifecycle
    • Stages of a project
    • Managing project deliverables
    • Managing the project team
  • What is project management?  
    • What is a project?
    • Characteristics of a project
    • Why do projects need to be managed?
    • Why do projects go wrong – typical problems?
    • What are the elements involved in project management?
  • Choosing a methodology
  • Project roles and responsibilities        
    • Who is involved – who reports to who (organisation structure)
    • Stakeholders
    • Sponsors
    • Project control
    • The role of a project manager
    • The decision makers
  • Project controls  
    • Overview of key project controls
  • Project start-up stage   
    • Project initiation
    • Scoping the requirements
    • Identifying project deliverables
    • Project charter
    • Setting up a project team
    • Project planning
    • Setting project reporting criteria
    • Project status reporting
    • Exception reporting
  • Project planning 
    • Organising the work
    • Planning resources
    • Scheduling the deliverables
    • Stages
  • Managing the project
  • Project finances 
  • Risk management        
    • Risk plans
    • Identifying risks
    • Evaluating the impact of risks
    • Strategies for managing risks
  • Monitoring the project
  • Project closure stage    

 

 


 

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