Mini-MBA for Senior Managers 27th-30th November

Mini MBA for Senior Managers

Overview

Mini-MBA for Senior Managers is an intensive and practical development programme. It focuses on the core elements of an MBA; strategy and change, finance, people, leadership and marketing in a dynamic and applied learning environment. Focusing on key areas that determine real business results and rewards, this programme is full of practical tips, tools and techniques – all underpinned with tried-and-tested business principles, that can deliver value.

Mini MBA for Senior Managers will:

  1. CHALLENGE your conventional business thinking around your current business model
  2. FOCUS on the financials of your business and understand how to directly impact the bottom line
  3. MAKE a direct impact on the success of your organisation
  4. EMPOWER you to position yourself as a leader in your business
  5. ALLOW you to set or contribute to the business or change agenda
  6. AID you in getting the best out of yourself, your team and colleagues
  7. RETURN you to your organisation with a clear action plan to take the business forward
  8. BROADEN your thinking and see the bigger picture
  9. FOCUS on the key areas that determine real business results and rewards
  10. MAKE it possible to exploit all of the marketing opportunities available to you and your business

Who should attend?

The programme’s design is suitable for all existing and aspiring managers from any function or business sector. It offers a rare opportunity for executives to learn with colleagues whose experience will be drawn from a wide array of different sectors, including:

  • People who need a rapid executive summary of some of the latest thinking and concepts
  • Executives who want to improve their general management capability and explore what the high performers of today’s commercial world are thinking and doing and how their companies are succeeding
  • Time-poor senior managers who cannot afford the time demands of full or part-time MBA type programme
  • People who want to invest in their own intellectual capital and asset base
  • Executives who want to secure some valuable thinking time about their business away from the day-to-day crises and pressures
  • Managers who want to develop a wider business outlook and break out of any narrow functional perspective
  • Executives moving from technical or specialist areas into wider management/leadership roles

Module One – My Personal Brand & Business Strategy

In this opening module you will initially reflect on the course ahead and your own personal leadership brand. This will help you focus on your own areas of strength and personal development. The session will then move on to explore some of the classic elements of strategic thinking and strategic analysis. You will learn about and then apply some classic strategic models to your own business and industry. The session is designed to help develop your strategic thinking and approach to business.

Thinking about MY leadership brand

  • Setting the context for the programme’s learning
  • Reflections on my personal brand
  • What are my key features and benefits – how the week will help my Brand
  • Building trust as a leader

Business strategy

Defining and demystifying strategy

  • Planning in today’s VUCA (Volatile, Uncertain, Complex and Ambiguous) world
  • The role of scenario planning

Classic strategic planning processes

  • Formulation
  • Definition
  • Implementation and execution

Assessing industry attractiveness and profitability

  • Applying Porter’s famous 5 forces model
  • Degree of rivalry
  • Power of the buyers
  • Power of the suppliers
  • Threat of new entrants
  • Threat of substitute products and services

The three generic strategies

  • Low cost v differentiation – Where are you?
  • Blue ocean thinking
  • The red v blue ocean worlds
  • Exploring the value innovation ‘sweet spot’

Competitive profiling

On what basis do you compete?  How are you currently doing?

Strategic options assessment

  • Applying a structured criteria for assessing strategic options
  • Reflections on my business challenges
  • Evaluating my approach to strategic thinking
    Reflections on my strategic thinking and my leadership brand

Module Two – Leading & Driving Strategic Change in Organisations

During this session we will examine in detail some of the classic changes involved in implementing organizational change. You will gain a leadership perspective of some of the classic obstacles to be overcome in driving change and at the same time apply a practical toolkit of change management tools. The session will also look at a series of corporate change scenarios and case studies as well as asking you to reflect on your past, current and future organizational change challenges.

Leading strategic change

  • Classic change scenarios – re-organisations, systems implementations, mergers and acquisitions
  • Understanding the individual and personal reactions to change – apply the change curve
  • Dealing with resistance strategies
  • Communicating during the various stages of change – the essential leadership do’s and don’ts
  • Managing the ‘hard and soft’ aspects of organisational change
  • Linking corporate strategy to the notion of ‘organisational capability’
  • Recognising the culture, organisation, people and systems linkages
  • Avoiding the ‘single issue focus’ and trap when it comes to driving change

Applying a change management toolkit

  • Planning the change process – moving from intuition to the application of some practical change analysis tools
  • Conducting an organization change readiness assessment – how prepared are we to absorb the change?
  • Managing the politics of change – conducting a detailed stakeholder analysis
  • Applying various stakeholder management strategies
  • Reviewing my past / current projects – am I focusing on the right stakeholders?
  • Applying a comprehensive change management template
  • Focusing on the critical success factors
  • Communicating effectively during change scenarios – how to shape the message
  • Evaluating your change leadership capabilities and personal leadership brand

Module Three – Financial Management & Accounting

This module is designed to help you understand the language of business finance. It will provide you with a clear understanding of the key financial indicators and terminology used. It is a very practical module that will build from little or no financial knowledge. The content will be immediately applicable in your business. It will be relevant and serious, but enjoyable!

Key financial statements

  • The key financial statements of a company (and their interpretation)
  • Income Statement (Profit and Loss)
  • Balance Sheet
  • Cash Flow Statement
  • The difference between turnover, cash and profit

Financial terminology and policies

  • Revenue recognition
  • Gross, operating and net margins
  • Depreciation and amortisation
  • EBIT and EBITDA
  • Gearing and Leverage
  • Accruals and prepayments
  • Capital expenditure (Capex) and operating expenditure
    (Opex)
  • Capitalisation of costs
  • Margin versus mark-up
  • Equity and debt

Key financial ratios

  • Ratios that measure profitability, solvency and efficiency of a business
  • ROCE, ROI and ROE
  • Working Capital ratios (debtor days and stock turn)
  • EPS, Dividend yield, PE ratios, Market Capitalisation
  • How to read the Financial Times

Budgeting, forecasting and decision-making

  • Understanding costs – fixed v variable, direct v indirect
  • Techniques to improve the budgeting process
  • Profit improvement
  • The relationship between price, sales volume and costs
  • The Balanced Scorecard
  • Making better business decisions
  • Business cases – NPV and IRR calculations

Module Four – Competitive Marketing

What is marketing?

  • Developing a marketing-oriented customer-focussed organisation
  • Understanding customers in consumer and B2B markets
  • Creating and capturing value for target customers
  • Understanding the difference between marketing and selling
  • Segmentation, targeting and positioning
  • Creative segmentation as the route to dominance and virtual monopoly
  • Different bases for segmentation and the supremacy of behaviour-based segmentation schemes
  • Which segments are most attractive to us?
  • Positioning – and how it impacts the 4/7 P decision
  • Developing a robust marketing plan
  • What information is needed and which objectives are applicable?
  • Which marketing strategies are appropriate?
  • The 4/7Ps and their interaction

Evaluating your company’s marketing efforts

  • Which questions to ask and how to assess the value of the answers

The business benefits of using social media

  • What companies have successfully exploited social media and how did they do it? What were the business outcomes?

What is changing?

  • Latest statistics, trends, demographics and research
  • Impact of mobility, social, cloud computing and globalisation
  • Move towards transparency and the social enterprise
  • Overview of main social networks
  • Social media as a modern form of communication

Impact on society

  • Hierarchical systems challenged by self-organising networks
  • Impact on media and culture
  • Human behaviourial and psychological change

Impact on business

  • 9-to-5 local becomes 24/7 global
  • Traditional marketing strategies lose effectiveness
  • Employees, partners and customers as brand advocates
  • Social media and competitor analysis

Case studies – Best practice examples of businesses using social media

Social media demonstration

  • How to identify, validate and monitor influencers
  • How to have real-time engagement with customers

Presentation skills: How to sell yourself and your ideas to senior management

  • Getting the right level of gravitas with senior management
  • Presenting a persuasive request, even in the tightest time bracket
  • Conveying a vision that steers action
  • Handling objections and difficult questions

Course Tutors

Stephen Brookson

Mini-MBA for Senior ManagersStephen has a degree in Psychology and is a Chartered Accountant qualified with KPMG in London. After three years in industry, he lectured in accounts, tax, statistics, trust and executorship law, systems and data processing, financial management and management accounting – gaining extensive experience of writing, developing and presenting programmes on accountancy and finance. He then joined Ernst & Young as a consultant for three years, leaving them in 1991 to set up his own training business – some 23 years ago. Since then he has developed, written and presented financial seminars and training events across many industries in both the public and private sectors, in the UK as well as overseas and with Business Schools.

mini mba for senior managers

Mark Thomas

Mark Thomas is a highly successful international business consultant and trainer who has worked with some of the world’s major businesses in the fields of strategy, change management, human resources and executive development. He is a highly experienced speaker and business presenter who has worked in over 40 different countries around the world. As a
consultant he has successfully sold major consulting projects and development initiatives. In addition to his consulting work Mark has authored several books and is a regular conference speaker on strategy, change management, people management and other organisational issues. Prior to becoming a Partner with Performance Dynamics, he worked for several years with Price Waterhouse Management Consultants in London. He is also a visiting faculty member at leading international business schools. He also advised on the business and organisational change issues arising out of strategic reviews and both private and public sector re-organisations.

mini mba for senior managers

John Leach

John Leach BSc MBA is an international marketing consultant, trainer and visiting lecturer at Bradford University and Tias Nimbas Business School. He started his career in marketing with Cadbury Schweppes in Birmingham, working on a range of products in the foods group of the company. He then returned to University to take a Master’s degree in Marketing at Bradford University Management Centre. After graduation he moved into business-to-business marketing with CPC (UK) Ltd, the leading supplier of starches and glucose. From there he moved into a quasi-academic role at Huddersfield Polytechnic, where he specialised in working with part-time students and with in-company clients. At this time he was invited to become a visiting presenter at the Chartered Institute of Marketing, and this led to increased in–company work and a move to becoming a full-time marketing consultant and trainer across a range of managerial areas. During the last 20 years John has worked for a variety of companies but has increasingly focused on business-to-business, working for companies such as ABB, Ericsson, Xerox, Lexmark, Paroc, Hoganas Philips and Shell. During that time he has worked in more than 30 countries, eastwards as far as Australia and west to USA and the West Indies.

mini mba for senior managers

Alison Kemp

Alison Kemp is a highly experienced trainer and coach in interpersonal skills and communication techniques focussing mostly on technical professionals. She graduated from London Guildhall School of Music & Drama and is a Master practitioner of Neuro-Linguistic Programming (NLP), which covers key skills in personal and organisational development. Most recently Alison is also instrumental in developing and lecturing an online Post-Graduate Diploma in Creative and Innovative Leadership in Africa for Blake Hall Business School and works with Cass Business School on the Executive Development Programmes. With her combined experience in the arts and business world, Alison’s constructive and stimulating approach leads delegates to regularly regard her workshops as highly practical, informative and inspiring.

mini mba for senior managers

Andy Black

Andy Black has over 20 years experience in exploiting technology, content and information to achieve strategic objectives. He has worked on a number of ground-breaking projects including the Excalibur rapid rebuttal database for the Labour Party, using Banksy imagery in the General Election social media campaign for the Lib Dems, managing Honda’s social media monitoring, directing social media campaigns for Vodafone and developing information services for Reuters, Jane’s Information, The Independent and the Daily Mail. Andy is currently working with the Foreign and Commonwealth Office on their communications and digital diplomacy training programmes.

Mini-MBA for Senior Managers 3rd-6th July

Mini MBA for Senior Managers

Overview

Mini MBA for Senior Managers is an intensive and practical development programme. It focuses on the core elements of an MBA; strategy and change, finance, people, leadership and marketing in a dynamic and applied learning environment. Focusing on key areas that determine real business results and rewards, this programme is full of practical tips, tools and techniques – all underpinned with tried-and-tested business principles, that can deliver value.

Mini MBA for Senior Managers will:

  1. CHALLENGE your conventional business thinking around your current business model
  2. FOCUS on the financials of your business and understand how to directly impact the bottom line
  3. MAKE a direct impact on the success of your organisation
  4. EMPOWER you to position yourself as a leader in your business
  5. ALLOW you to set or contribute to the business or change agenda
  6. AID you in getting the best out of yourself, your team and colleagues
  7. RETURN you to your organisation with a clear action plan to take the business forward
  8. BROADEN your thinking and see the bigger picture
  9. FOCUS on the key areas that determine real business results and rewards
  10. MAKE it possible to exploit all of the marketing opportunities available to you and your business

Who should attend?

The programme’s design is suitable for all existing and aspiring managers from any function or business sector. It offers a rare opportunity for executives to learn with colleagues whose experience will be drawn from a wide array of different sectors, including:

  • People who need a rapid executive summary of some of the latest thinking and concepts
  • Executives who want to improve their general management capability and explore what the high performers of today’s commercial world are thinking and doing and how their companies are succeeding
  • Time-poor senior managers who cannot afford the time demands of full or part-time MBA type programme
  • People who want to invest in their own intellectual capital and asset base
  • Executives who want to secure some valuable thinking time about their business away from the day-to-day crises and pressures
  • Managers who want to develop a wider business outlook and break out of any narrow functional perspective
  • Executives moving from technical or specialist areas into wider management/leadership roles

Module One – My Personal Brand & Business Strategy

In this opening module you will initially reflect on the course ahead and your own personal leadership brand. This will help you focus on your own areas of strength and personal development. The session will then move on to explore some of the classic elements of strategic thinking and strategic analysis. You will learn about and then apply some classic strategic models to your own business and industry. The session is designed to help develop your strategic thinking and approach to business.

Thinking about MY leadership brand

  • Setting the context for the programme’s learning
  • Reflections on my personal brand
  • What are my key features and benefits – how the week will help my Brand
  • Building trust as a leader

Business strategy

Defining and demystifying strategy

  • Planning in today’s VUCA (Volatile, Uncertain, Complex and Ambiguous) world
  • The role of scenario planning

Classic strategic planning processes

  • Formulation
  • Definition
  • Implementation and execution

Assessing industry attractiveness and profitability

  • Applying Porter’s famous 5 forces model
  • Degree of rivalry
  • Power of the buyers
  • Power of the suppliers
  • Threat of new entrants
  • Threat of substitute products and services

The three generic strategies

  • Low cost v differentiation – Where are you?
  • Blue ocean thinking
  • The red v blue ocean worlds
  • Exploring the value innovation ‘sweet spot’

Competitive profiling

On what basis do you compete?  How are you currently doing?

Strategic options assessment

  • Applying a structured criteria for assessing strategic options
  • Reflections on my business challenges
  • Evaluating my approach to strategic thinking
    Reflections on my strategic thinking and my leadership brand

Module Two – Leading & Driving Strategic Change in Organisations

During this session we will examine in detail some of the classic changes involved in implementing organizational change. You will gain a leadership perspective of some of the classic obstacles to be overcome in driving change and at the same time apply a practical toolkit of change management tools. The session will also look at a series of corporate change scenarios and case studies as well as asking you to reflect on your past, current and future organizational change challenges.

Leading strategic change

  • Classic change scenarios – re-organisations, systems implementations, mergers and acquisitions
  • Understanding the individual and personal reactions to change – apply the change curve
  • Dealing with resistance strategies
  • Communicating during the various stages of change – the essential leadership do’s and don’ts
  • Managing the ‘hard and soft’ aspects of organisational change
  • Linking corporate strategy to the notion of ‘organisational capability’
  • Recognising the culture, organisation, people and systems linkages
  • Avoiding the ‘single issue focus’ and trap when it comes to driving change

Applying a change management toolkit

  • Planning the change process – moving from intuition to the application of some practical change analysis tools
  • Conducting an organization change readiness assessment – how prepared are we to absorb the change?
  • Managing the politics of change – conducting a detailed stakeholder analysis
  • Applying various stakeholder management strategies
  • Reviewing my past / current projects – am I focusing on the right stakeholders?
  • Applying a comprehensive change management template
  • Focusing on the critical success factors
  • Communicating effectively during change scenarios – how to shape the message
  • Evaluating your change leadership capabilities and personal leadership brand

Module Three – Financial Management & Accounting

This module is designed to help you understand the language of business finance. It will provide you with a clear understanding of the key financial indicators and terminology used. It is a very practical module that will build from little or no financial knowledge. The content will be immediately applicable in your business. It will be relevant and serious, but enjoyable!

Key financial statements

  • The key financial statements of a company (and their interpretation)
  • Income Statement (Profit and Loss)
  • Balance Sheet
  • Cash Flow Statement
  • The difference between turnover, cash and profit

Financial terminology and policies

  • Revenue recognition
  • Gross, operating and net margins
  • Depreciation and amortisation
  • EBIT and EBITDA
  • Gearing and Leverage
  • Accruals and prepayments
  • Capital expenditure (Capex) and operating expenditure
    (Opex)
  • Capitalisation of costs
  • Margin versus mark-up
  • Equity and debt

Key financial ratios

  • Ratios that measure profitability, solvency and efficiency of a business
  • ROCE, ROI and ROE
  • Working Capital ratios (debtor days and stock turn)
  • EPS, Dividend yield, PE ratios, Market Capitalisation
  • How to read the Financial Times

Budgeting, forecasting and decision-making

  • Understanding costs – fixed v variable, direct v indirect
  • Techniques to improve the budgeting process
  • Profit improvement
  • The relationship between price, sales volume and costs
  • The Balanced Scorecard
  • Making better business decisions
  • Business cases – NPV and IRR calculations

Module Four – Competitive Marketing

What is marketing?

  • Developing a marketing-oriented customer-focussed organisation
  • Understanding customers in consumer and B2B markets
  • Creating and capturing value for target customers
  • Understanding the difference between marketing and selling
  • Segmentation, targeting and positioning
  • Creative segmentation as the route to dominance and virtual monopoly
  • Different bases for segmentation and the supremacy of behaviour-based segmentation schemes
  • Which segments are most attractive to us?
  • Positioning – and how it impacts the 4/7 P decision
  • Developing a robust marketing plan
  • What information is needed and which objectives are applicable?
  • Which marketing strategies are appropriate?
  • The 4/7Ps and their interaction

Evaluating your company’s marketing efforts

  • Which questions to ask and how to assess the value of the answers

The business benefits of using social media

  • What companies have successfully exploited social media and how did they do it? What were the business outcomes?

What is changing?

  • Latest statistics, trends, demographics and research
  • Impact of mobility, social, cloud computing and globalisation
  • Move towards transparency and the social enterprise
  • Overview of main social networks
  • Social media as a modern form of communication

Impact on society

  • Hierarchical systems challenged by self-organising networks
  • Impact on media and culture
  • Human behaviourial and psychological change

Impact on business

  • 9-to-5 local becomes 24/7 global
  • Traditional marketing strategies lose effectiveness
  • Employees, partners and customers as brand advocates
  • Social media and competitor analysis

Case studies – Best practice examples of businesses using social media

Social media demonstration

  • How to identify, validate and monitor influencers
  • How to have real-time engagement with customers

Presentation skills: How to sell yourself and your ideas to senior management

  • Getting the right level of gravitas with senior management
  • Presenting a persuasive request, even in the tightest time bracket
  • Conveying a vision that steers action
  • Handling objections and difficult questions

Course Tutors

Stephen Brookson

Mini-MBA for Senior ManagersStephen has a degree in Psychology and is a Chartered Accountant qualified with KPMG in London. After three years in industry, he lectured in accounts, tax, statistics, trust and executorship law, systems and data processing, financial management and management accounting – gaining extensive experience of writing, developing and presenting programmes on accountancy and finance. He then joined Ernst & Young as a consultant for three years, leaving them in 1991 to set up his own training business – some 23 years ago. Since then he has developed, written and presented financial seminars and training events across many industries in both the public and private sectors, in the UK as well as overseas and with Business Schools.

mini mba for senior managers

Mark Thomas

Mark Thomas is a highly successful international business consultant and trainer who has worked with some of the world’s major businesses in the fields of strategy, change management, human resources and executive development. He is a highly experienced speaker and business presenter who has worked in over 40 different countries around the world. As a
consultant he has successfully sold major consulting projects and development initiatives. In addition to his consulting work Mark has authored several books and is a regular conference speaker on strategy, change management, people management and other organisational issues. Prior to becoming a Partner with Performance Dynamics, he worked for several years with Price Waterhouse Management Consultants in London. He is also a visiting faculty member at leading international business schools. He also advised on the business and organisational change issues arising out of strategic reviews and both private and public sector re-organisations.

mini mba for senior managers

John Leach

John Leach BSc MBA is an international marketing consultant, trainer and visiting lecturer at Bradford University and Tias Nimbas Business School. He started his career in marketing with Cadbury Schweppes in Birmingham, working on a range of products in the foods group of the company. He then returned to University to take a Master’s degree in Marketing at Bradford University Management Centre. After graduation he moved into business-to-business marketing with CPC (UK) Ltd, the leading supplier of starches and glucose. From there he moved into a quasi-academic role at Huddersfield Polytechnic, where he specialised in working with part-time students and with in-company clients. At this time he was invited to become a visiting presenter at the Chartered Institute of Marketing, and this led to increased in–company work and a move to becoming a full-time marketing consultant and trainer across a range of managerial areas. During the last 20 years John has worked for a variety of companies but has increasingly focused on business-to-business, working for companies such as ABB, Ericsson, Xerox, Lexmark, Paroc, Hoganas Philips and Shell. During that time he has worked in more than 30 countries, eastwards as far as Australia and west to USA and the West Indies.

mini mba for senior managers

Alison Kemp

Alison Kemp is a highly experienced trainer and coach in interpersonal skills and communication techniques focussing mostly on technical professionals. She graduated from London Guildhall School of Music & Drama and is a Master practitioner of Neuro-Linguistic Programming (NLP), which covers key skills in personal and organisational development. Most recently Alison is also instrumental in developing and lecturing an online Post-Graduate Diploma in Creative and Innovative Leadership in Africa for Blake Hall Business School and works with Cass Business School on the Executive Development Programmes. With her combined experience in the arts and business world, Alison’s constructive and stimulating approach leads delegates to regularly regard her workshops as highly practical, informative and inspiring.

mini mba for senior managers

Andy Black

Andy Black has over 20 years experience in exploiting technology, content and information to achieve strategic objectives. He has worked on a number of ground-breaking projects including the Excalibur rapid rebuttal database for the Labour Party, using Banksy imagery in the General Election social media campaign for the Lib Dems, managing Honda’s social media monitoring, directing social media campaigns for Vodafone and developing information services for Reuters, Jane’s Information, The Independent and the Daily Mail. Andy is currently working with the Foreign and Commonwealth Office on their communications and digital diplomacy training programmes.

Mini MBA for Senior Managers 28th November – 1st December

Mini MBA for Senior Managers

Overview

The 4 day Mini MBA for Senior Managers is an intensive and practical development programme. It focuses on the core elements of an MBA; strategy and change, finance, people, leadership and marketing in a dynamic and applied learning environment. Focusing on key areas that determine real business results and rewards, this programme is full of practical tips, tools and techniques – all underpinned with tried-and-tested business principles, that can deliver value.

The Mini MBA for Senior Managers will:

  1. CHALLENGE your conventional business thinking around your current business model
  2. FOCUS on the financials of your business and understand how to directly impact the bottom line
  3. MAKE a direct impact on the success of your organisation
  4. EMPOWER you to position yourself as a leader in your business
  5. ALLOW you to set or contribute to the business or change agenda
  6. AID you in getting the best out of yourself, your team and colleagues
  7. RETURN you to your organisation with a clear action plan to take the business forward
  8. BROADEN your thinking and see the bigger picture
  9. FOCUS on the key areas that determine real business results and rewards
  10. MAKE it possible to exploit all of the marketing opportunities available to you and your business

Who should attend?

The programme’s design is suitable for all existing and aspiring managers from any function or business sector. It offers a rare opportunity for executives to learn with colleagues whose experience will be drawn from a wide array of different sectors, including:

  • People who need a rapid executive summary of some of the latest thinking and concepts
  • Executives who want to improve their general management capability and explore what the high performers of today’s commercial world are thinking and doing and how their companies are succeeding
  • Time-poor senior managers who cannot afford the time demands of full or part-time MBA type programme
  • People who want to invest in their own intellectual capital and asset base
  • Executives who want to secure some valuable thinking time about their business away from the day-to-day crises and pressures
  • Managers who want to develop a wider business outlook and break out of any narrow functional perspective
  • Executives moving from technical or specialist areas into wider management/leadership roles

Module One – My Personal Brand & Business Strategy

In this opening module you will initially reflect on the course ahead and your own personal leadership brand. This will help you focus on your own areas of strength and personal development. The session will then move on to explore some of the classic elements of strategic thinking and strategic analysis. You will learn about and then apply some classic strategic models to your own business and industry. The session is designed to help develop your strategic thinking and approach to business.

Thinking about MY leadership brand

  • Setting the context for the programme’s learning
  • Reflections on my personal brand
  • What are my key features and benefits – how the week will help my Brand
  • Building trust as a leader

Business strategy

Defining and demystifying strategy

  • Planning in today’s VUCA (Volatile, Uncertain, Complex and Ambiguous) world
  • The role of scenario planning

Classic strategic planning processes

  • Formulation
  • Definition
  • Implementation and execution

Assessing industry attractiveness and profitability

  • Applying Porter’s famous 5 forces model
  • Degree of rivalry
  • Power of the buyers
  • Power of the suppliers
  • Threat of new entrants
  • Threat of substitute products and services

The three generic strategies

  • Low cost v differentiation – Where are you?
  • Blue ocean thinking
  • The red v blue ocean worlds
  • Exploring the value innovation ‘sweet spot’

Competitive profiling

On what basis do you compete?  How are you currently doing?

Strategic options assessment

  • Applying a structured criteria for assessing strategic options
  • Reflections on my business challenges
  • Evaluating my approach to strategic thinking
    Reflections on my strategic thinking and my leadership brand

Module Two – Leading & Driving Strategic Change in Organisations

During this session we will examine in detail some of the classic changes involved in implementing organizational change. You will gain a leadership perspective of some of the classic obstacles to be overcome in driving change and at the same time apply a practical toolkit of change management tools. The session will also look at a series of corporate change scenarios and case studies as well as asking you to reflect on your past, current and future organizational change challenges.

Leading strategic change

  • Classic change scenarios – re-organisations, systems implementations, mergers and acquisitions
  • Understanding the individual and personal reactions to change – apply the change curve
  • Dealing with resistance strategies
  • Communicating during the various stages of change – the essential leadership do’s and don’ts
  • Managing the ‘hard and soft’ aspects of organisational change
  • Linking corporate strategy to the notion of ‘organisational capability’
  • Recognising the culture, organisation, people and systems linkages
  • Avoiding the ‘single issue focus’ and trap when it comes to driving change

Applying a change management toolkit

  • Planning the change process – moving from intuition to the application of some practical change analysis tools
  • Conducting an organization change readiness assessment – how prepared are we to absorb the change?
  • Managing the politics of change – conducting a detailed stakeholder analysis
  • Applying various stakeholder management strategies
  • Reviewing my past / current projects – am I focusing on the right stakeholders?
  • Applying a comprehensive change management template
  • Focusing on the critical success factors
  • Communicating effectively during change scenarios – how to shape the message
  • Evaluating your change leadership capabilities and personal leadership brand

Module Three – Financial Management & Accounting

This module is designed to help you understand the language of business finance. It will provide you with a clear understanding of the key financial indicators and terminology used. It is a very practical module that will build from little or no financial knowledge. The content will be immediately applicable in your business. It will be relevant and serious, but enjoyable!

Key financial statements

  • The key financial statements of a company (and their interpretation)
  • Income Statement (Profit and Loss)
  • Balance Sheet
  • Cash Flow Statement
  • The difference between turnover, cash and profit

Financial terminology and policies

  • Revenue recognition
  • Gross, operating and net margins
  • Depreciation and amortisation
  • EBIT and EBITDA
  • Gearing and Leverage
  • Accruals and prepayments
  • Capital expenditure (Capex) and operating expenditure
    (Opex)
  • Capitalisation of costs
  • Margin versus mark-up
  • Equity and debt

Key financial ratios

  • Ratios that measure profitability, solvency and efficiency of a business
  • ROCE, ROI and ROE
  • Working Capital ratios (debtor days and stock turn)
  • EPS, Dividend yield, PE ratios, Market Capitalisation
  • How to read the Financial Times

Budgeting, forecasting and decision-making

  • Understanding costs – fixed v variable, direct v indirect
  • Techniques to improve the budgeting process
  • Profit improvement
  • The relationship between price, sales volume and costs
  • The Balanced Scorecard
  • Making better business decisions
  • Business cases – NPV and IRR calculations

Module Four – Competitive Marketing

What is marketing?

  • Developing a marketing-oriented customer-focussed organisation
  • Understanding customers in consumer and B2B markets
  • Creating and capturing value for target customers
  • Understanding the difference between marketing and selling
  • Segmentation, targeting and positioning
  • Creative segmentation as the route to dominance and virtual monopoly
  • Different bases for segmentation and the supremacy of behaviour-based segmentation schemes
  • Which segments are most attractive to us?
  • Positioning – and how it impacts the 4/7 P decision
  • Developing a robust marketing plan
  • What information is needed and which objectives are applicable?
  • Which marketing strategies are appropriate?
  • The 4/7Ps and their interaction

Evaluating your company’s marketing efforts

  • Which questions to ask and how to assess the value of the answers

The business benefits of using social media

  • What companies have successfully exploited social media and how did they do it? What were the business outcomes?

What is changing?

  • Latest statistics, trends, demographics and research
  • Impact of mobility, social, cloud computing and globalisation
  • Move towards transparency and the social enterprise
  • Overview of main social networks
  • Social media as a modern form of communication

Impact on society

  • Hierarchical systems challenged by self-organising networks
  • Impact on media and culture
  • Human behaviourial and psychological change

Impact on business

  • 9-to-5 local becomes 24/7 global
  • Traditional marketing strategies lose effectiveness
  • Employees, partners and customers as brand advocates
  • Social media and competitor analysis

Case studies – Best practice examples of businesses using social media

Social media demonstration

  • How to identify, validate and monitor influencers
  • How to have real-time engagement with customers

Presentation skills: How to sell yourself and your ideas to senior management

  • Getting the right level of gravitas with senior management
  • Presenting a persuasive request, even in the tightest time bracket
  • Conveying a vision that steers action
  • Handling objections and difficult questions

Course Tutors

Stephen Brookson

Mini-MBA Senior ManagersStephen has a degree in Psychology and is a Chartered Accountant qualified with KPMG in London. After three years in industry, he lectured in accounts, tax, statistics, trust and executorship law, systems and data processing, financial management and management accounting – gaining extensive experience of writing, developing and presenting programmes on accountancy and finance. He then joined Ernst & Young as a consultant for three years, leaving them in 1991 to set up his own training business – some 23 years ago. Since then he has developed, written and presented financial seminars and training events across many industries in both the public and private sectors, in the UK as well as overseas and with Business Schools.

mini mba for senior managers

Mark Thomas

Mark Thomas is a highly successful international business consultant and trainer who has worked with some of the world’s major businesses in the fields of strategy, change management, human resources and executive development. He is a highly experienced speaker and business presenter who has worked in over 40 different countries around the world. As a
consultant he has successfully sold major consulting projects and development initiatives. In addition to his consulting work Mark has authored several books and is a regular conference speaker on strategy, change management, people management and other organisational issues. Prior to becoming a Partner with Performance Dynamics, he worked for several years with Price Waterhouse Management Consultants in London. He is also a visiting faculty member at leading international business schools. He also advised on the business and organisational change issues arising out of strategic reviews and both private and public sector re-organisations.

mini mba for senior managers

John Leach

John Leach BSc MBA is an international marketing consultant, trainer and visiting lecturer at Bradford University and Tias Nimbas Business School. He started his career in marketing with Cadbury Schweppes in Birmingham, working on a range of products in the foods group of the company. He then returned to University to take a Master’s degree in Marketing at Bradford University Management Centre. After graduation he moved into business-to-business marketing with CPC (UK) Ltd, the leading supplier of starches and glucose. From there he moved into a quasi-academic role at Huddersfield Polytechnic, where he specialised in working with part-time students and with in-company clients. At this time he was invited to become a visiting presenter at the Chartered Institute of Marketing, and this led to increased in–company work and a move to becoming a full-time marketing consultant and trainer across a range of managerial areas. During the last 20 years John has worked for a variety of companies but has increasingly focused on business-to-business, working for companies such as ABB, Ericsson, Xerox, Lexmark, Paroc, Hoganas Philips and Shell. During that time he has worked in more than 30 countries, eastwards as far as Australia and west to USA and the West Indies.

mini mba for senior managers

Alison Kemp

Alison Kemp is a highly experienced trainer and coach in interpersonal skills and communication techniques focussing mostly on technical professionals. She graduated from London Guildhall School of Music & Drama and is a Master practitioner of Neuro-Linguistic Programming (NLP), which covers key skills in personal and organisational development. Most recently Alison is also instrumental in developing and lecturing an online Post-Graduate Diploma in Creative and Innovative Leadership in Africa for Blake Hall Business School and works with Cass Business School on the Executive Development Programmes. With her combined experience in the arts and business world, Alison’s constructive and stimulating approach leads delegates to regularly regard her workshops as highly practical, informative and inspiring.

mini mba for senior managers

Andy Black

Andy Black has over 20 years experience in exploiting technology, content and information to achieve strategic objectives. He has worked on a number of ground-breaking projects including the Excalibur rapid rebuttal database for the Labour Party, using Banksy imagery in the General Election social media campaign for the Lib Dems, managing Honda’s social media monitoring, directing social media campaigns for Vodafone and developing information services for Reuters, Jane’s Information, The Independent and the Daily Mail. Andy is currently working with the Foreign and Commonwealth Office on their communications and digital diplomacy training programmes.

‘Mini MBA’ for Senior Managers 11th-14th July

Mini MBA for Senior Managers – Overview

This 4 day intensive and practical development programme is a concentrated way to focus on the core elements of an MBA; strategy and change, finance, people, leadership and marketing in a dynamic and applied learning environment. Focusing on key areas that determine real business results and rewards, this programme is full of practical tips, tools and techniques – all underpinned with tried-and-tested business principles, that can deliver value.

Four intensive days of development will:

  1. CHALLENGE your conventional business thinking around your current business model
  2. FOCUS on the financials of your business and understand how to directly impact the bottom line
  3. MAKE a direct impact on the success of your organisation
  4. EMPOWER you to position yourself as a leader in your business
  5. ALLOW you to set or contribute to the business or change agenda
  6. AID you in getting the best out of yourself, your team and colleagues
  7. RETURN you to your organisation with a clear action plan to take the business forward
  8. BROADEN your thinking and see the bigger picture
  9. FOCUS on the key areas that determine real business results and rewards
  10. MAKE it possible to exploit all of the marketing opportunities available to you and your business

Who should attend?

The programme’s design is suitable for all existing and aspiring managers from any function or business sector. It offers a rare opportunity for executives to learn with colleagues whose experience will be drawn from a wide array of different sectors, including:

  • People who need a rapid executive summary of some of the latest thinking and concepts
  • Executives who want to improve their general management capability and explore what the high performers of today’s commercial world are thinking and doing and how their companies are succeeding
  • Time-poor senior managers who cannot afford the time demands of full or part-time MBA type programme
  • People who want to invest in their own intellectual capital and asset base
  • Executives who want to secure some valuable thinking time about their business away from the day-to-day crises and pressures
  • Managers who want to develop a wider business outlook and break out of any narrow functional perspective
  • Executives moving from technical or specialist areas into wider management/leadership roles

Module One – My Personal Brand & Business Strategy

In this opening module you will initially reflect on the course ahead and your own personal leadership brand. This will help you focus on your own areas of strength and personal development. The session will then move on to explore some of the classic elements of strategic thinking and strategic analysis. You will learn about and then apply some classic strategic models to your own business and industry. The session is designed to help develop your strategic thinking and approach to business.

Thinking about MY leadership brand

  • Setting the context for the programme’s learning
  • Reflections on my personal brand
  • What are my key features and benefits – how the week will help my Brand
  • Building trust as a leader

Business strategy

Defining and demystifying strategy

  • Planning in today’s VUCA (Volatile, Uncertain, Complex and Ambiguous) world
  • The role of scenario planning

Classic strategic planning processes

  • Formulation
  • Definition
  • Implementation and execution

Assessing industry attractiveness and profitability

  • Applying Porter’s famous 5 forces model
  • Degree of rivalry
  • Power of the buyers
  • Power of the suppliers
  • Threat of new entrants
  • Threat of substitute products and services

The three generic strategies

  • Low cost v differentiation – Where are you?
  • Blue ocean thinking
  • The red v blue ocean worlds
  • Exploring the value innovation ‘sweet spot’

Competitive profiling

On what basis do you compete?  How are you currently doing?

Strategic options assessment

  • Applying a structured criteria for assessing strategic options
  • Reflections on my business challenges
  • Evaluating my approach to strategic thinking
    Reflections on my strategic thinking and my leadership brand

 

Module Two – Leading & Driving Strategic Change in Organisations

During this session we will examine in detail some of the classic changes involved in implementing organizational change. You will gain a leadership perspective of some of the classic obstacles to be overcome in driving change and at the same time apply a practical toolkit of change management tools. The session will also look at a series of corporate change scenarios and case studies as well as asking you to reflect on your past, current and future organizational change challenges.

Leading strategic change

  • Classic change scenarios – re-organisations, systems implementations, mergers and acquisitions
  • Understanding the individual and personal reactions to change – apply the change curve
  • Dealing with resistance strategies
  • Communicating during the various stages of change – the essential leadership do’s and don’ts
  • Managing the ‘hard and soft’ aspects of organisational change
  • Linking corporate strategy to the notion of ‘organisational capability’
  • Recognising the culture, organisation, people and systems linkages
  • Avoiding the ‘single issue focus’ and trap when it comes to driving change

Applying a change management toolkit

  • Planning the change process – moving from intuition to the application of some practical change analysis tools
  • Conducting an organization change readiness assessment – how prepared are we to absorb the change?
  • Managing the politics of change – conducting a detailed stakeholder analysis
  • Applying various stakeholder management strategies
  • Reviewing my past / current projects – am I focusing on the right stakeholders?
  • Applying a comprehensive change management template
  • Focusing on the critical success factors
  • Communicating effectively during change scenarios – how to shape the message
  • Evaluating your change leadership capabilities and personal leadership brand

 

Module Three – Financial Management & Accounting

This module is designed to help you understand the language of business finance. It will provide you with a clear understanding of the key financial indicators and terminology used. It is a very practical module that will build from little or no financial knowledge. The content will be immediately applicable in your business. It will be relevant and serious, but enjoyable!

Key financial statements

  • The key financial statements of a company (and their interpretation)
  • Income Statement (Profit and Loss)
  • Balance Sheet
  • Cash Flow Statement
  • The difference between turnover, cash and profit

Financial terminology and policies

  • Revenue recognition
  • Gross, operating and net margins
  • Depreciation and amortisation
  • EBIT and EBITDA
  • Gearing and Leverage
  • Accruals and prepayments
  • Capital expenditure (Capex) and operating expenditure
    (Opex)
  • Capitalisation of costs
  • Margin versus mark-up
  • Equity and debt

Key financial ratios

  • Ratios that measure profitability, solvency and efficiency of a business
  • ROCE, ROI and ROE
  • Working Capital ratios (debtor days and stock turn)
  • EPS, Dividend yield, PE ratios, Market Capitalisation
  • How to read the Financial Times

Budgeting, forecasting and decision-making

  • Understanding costs – fixed v variable, direct v indirect
  • Techniques to improve the budgeting process
  • Profit improvement
  • The relationship between price, sales volume and costs
  • The Balanced Scorecard
  • Making better business decisions
  • Business cases – NPV and IRR calculations

Module Four – Competitive Marketing

What is marketing?

  • Developing a marketing-oriented customer-focussed organisation
  • Understanding customers in consumer and B2B markets
  • Creating and capturing value for target customers
  • Understanding the difference between marketing and selling
  • Segmentation, targeting and positioning
  • Creative segmentation as the route to dominance and virtual monopoly
  • Different bases for segmentation and the supremacy of behaviour-based segmentation schemes
  • Which segments are most attractive to us?
  • Positioning – and how it impacts the 4/7 P decision
  • Developing a robust marketing plan
  • What information is needed and which objectives are applicable?
  • Which marketing strategies are appropriate?
  • The 4/7Ps and their interaction

Evaluating your company’s marketing efforts

  • Which questions to ask and how to assess the value of the answers

The business benefits of using social media

  • What companies have successfully exploited social media and how did they do it? What were the business outcomes?

What is changing?

  • Latest statistics, trends, demographics and research
  • Impact of mobility, social, cloud computing and globalisation
  • Move towards transparency and the social enterprise
  • Overview of main social networks
  • Social media as a modern form of communication

Impact on society

  • Hierarchical systems challenged by self-organising networks
  • Impact on media and culture
  • Human behaviourial and psychological change

Impact on business

  • 9-to-5 local becomes 24/7 global
  • Traditional marketing strategies lose effectiveness
  • Employees, partners and customers as brand advocates
  • Social media and competitor analysis

Case studies – Best practice examples of businesses using social media

Social media demonstration

  • How to identify, validate and monitor influencers
  • How to have real-time engagement with customers

Presentation skills: How to sell yourself and your ideas to senior management

  • Getting the right level of gravitas with senior management
  • Presenting a persuasive request, even in the tightest time bracket
  • Conveying a vision that steers action
  • Handling objections and difficult questions

 

Course Tutors

Stephen Brookson

Stephen_BrooksonStephen has a degree in Psychology and is a Chartered Accountant qualified with KPMG in London. After three years in industry, he lectured in accounts, tax, statistics, trust and executorship law, systems and data processing, financial management and management accounting – gaining extensive experience of writing, developing and presenting programmes on accountancy and finance. He then joined Ernst & Young as a consultant for three years, leaving them in 1991 to set up his own training business – some 23 years ago. Since then he has developed, written and presented financial seminars and training events across many industries in both the public and private sectors, in the UK as well as overseas and with Business Schools.

Mark Thomas

Mark Thomas is a highly successful international business consultant and trainer who has worked with some of the world’s major businesses in the fields of strategy, change management, human resources and executive development. He is a highly experienced speaker and business presenter who has worked in over 40 different countries around the world. As a
consultant he has successfully sold major consulting projects and development initiatives. In addition to his consulting work Mark has authored several books and is a regular conference speaker on strategy, change management, people management and other organisational issues. Prior to becoming a Partner with Performance Dynamics, he worked for several years with Price Waterhouse Management Consultants in London. He is also a visiting faculty member at leading international business schools. He also advised on the business and organisational change issues arising out of strategic reviews and both private and public sector re-organisations.

John Leach

John Leach BSc MBA is an international marketing consultant, trainer and visiting lecturer at Bradford University and Tias Nimbas Business School. He started his career in marketing with Cadbury Schweppes in Birmingham, working on a range of products in the foods group of the company. He then returned to University to take a Master’s degree in Marketing at Bradford University Management Centre. After graduation he moved into business-to-business marketing with CPC (UK) Ltd, the leading supplier of starches and glucose. From there he moved into a quasi-academic role at Huddersfield Polytechnic, where he specialised in working with part-time students and with in-company clients. At this time he was invited to become a visiting presenter at the Chartered Institute of Marketing, and this led to increased in–company work and a move to becoming a full-time marketing consultant and trainer across a range of managerial areas. During the last 20 years John has worked for a variety of companies but has increasingly focused on business-to-business, working for companies such as ABB, Ericsson, Xerox, Lexmark, Paroc, Hoganas Philips and Shell. During that time he has worked in more than 30 countries, eastwards as far as Australia and west to USA and the West Indies.

Alison Kemp

Alison Kemp is a highly experienced trainer and coach in interpersonal skills and communication techniques focussing mostly on technical professionals. She graduated from London Guildhall School of Music & Drama and is a Master practitioner of Neuro-Linguistic Programming (NLP), which covers key skills in personal and organisational development. Most recently Alison is also instrumental in developing and lecturing an online Post-Graduate Diploma in Creative and Innovative Leadership in Africa for Blake Hall Business School and works with Cass Business School on the Executive Development Programmes. With her combined experience in the arts and business world, Alison’s constructive and stimulating approach leads delegates to regularly regard her workshops as highly practical, informative and inspiring.

Andy Black

Andy Black has over 20 years experience in exploiting technology, content and information to achieve strategic objectives. He has worked on a number of ground-breaking projects including the Excalibur rapid rebuttal database for the Labour Party, using Banksy imagery in the General Election social media campaign for the Lib Dems, managing Honda’s social media monitoring, directing social media campaigns for Vodafone and developing information services for Reuters, Jane’s Information, The Independent and the Daily Mail. Andy is currently working with the Foreign and Commonwealth Office on their communications and digital diplomacy training programmes.