Course Catalogue 2010

Ad Astra provides

forward-thinking, relevant, & challenging education programs for executives and senior executives.

O

ur courses are all designed to enable your business to enhance its capacity to compete in a changing world. We see a business world characterised by intense competition, increasing public accountability and global risks.

In this time of challenge we want to inspire excellence.

We believe that the knowledge and insight we offer enables our clients to enhance their capacity to compete.

We deliver delegate courses and in-house courses to local and multi-national companies across asia.

We believe that knowledge and insight are the basis of effective learning. Highly respected speakers lead all our courses and 30% of course time is focused on discussion and detailed case studies.

Our management team all have more then ten years of experience in the conference and executive education industry. This experience has given them an appreciation for the value of knowledge and insight. This appreciation drives our business.

Contents

Negotiation and Communication

05

Leadership in Multi-Generational Workforce [2 Days]

26

Art of Negotiating® - Everybody Wins® [2-3 Days]

06

Leadership Skills for Supervisors [2 Days]

27

Merger and Acquisitions Training [2 Days]

08

Leading Teams [2 Days]

28

Leadership in Plant Operations [2 Days]

29

Leading, Coaching and Learning [2 Days]

30

Coach Approach [2 Days]

31

Conflict Management [2 Days]

32

Negotiation Skills Workshops for Women [2 Days] Women and the Art of Negotiating®

09

Negotiating/Communicating When English Is Not Your First Language Workshop [2 Days]

10

Mediation Workshop [2 Days] So that “Everybody Wins®”

11

Negotiating Body Language [2 Days]

12

Environmental Regulatory Negotiations Everybody Wins® Workshop [2 Days]

Human Resources and Skills

35

Advanced Human Resource Executive Program [3 Days]

36

13

Human Resource Executive Program [2 Days]

37

Effective Presentation Skills [2-3 Days]

14

Strategic Human Resource Planning [3 Days]

38

The Art of Becoming a Master Communicator and Charismatic Public Speaker [1 Day]

15

Ethical Considerations for Human Resources Professionals [2 Days]

39

17

Foundations of Human Resources Transformation [2 Days]

40

Performance Management and Appraisal [2 Days]

41

Employee Retention Strategies [2 Days]

42

Human Resources Measurement and Metrics [2 Days]

43

Motivating Personal Growth [1 Day]

44

Adapting to Different Social Styles [1 Day]

45

Effective Communication in a Demanding Work Environment [1 Day]

Leadership

19

How to Develop a Leader The Manager as a Leader Who Can Create a Strong Team [2 Days]

20

The Art of Being a Manager: [2 Days] Mentor, Motivator and Conflict Resolver

21

High Performance Leadership [3 Days]

22

Management of Managers [3 Days]

23

Fundamentals of Performance Improvement Plans [2 Day]

46

Leadership for Mid-Level Managers [2 Days]

24

Fundamentals of Performance Measurement [2 Day]

46

Strategic Leadership for Women [2 Days]

25

Fundamentals of Performance Pay Plans [2 Day]

47

Business Continuity

49

Business Continuity Masterclass [4 Day] Featuring Practical Module Exercise Delivery and Development

50

IT Service Continuity [3 Days]

51

Business Continuity Management [4 Days]

52

Finance Finance for The Non-financial Manager [2 Days] For Mid-Level Managers in Functional Areas and Recently Appointed General Managers

55

66

Sealing The Deal - How to Close Any Sale [1-2 Days]

67

Business Marketing [2 Days]

68

Marketing Strategy in Business Markets [3 Days]

69

Strategic Brand management [3 Day]

70

Creating The Customer Centric Organization [3 Day]

71

Blue Ocean Strategy [2 Day]

72

Logistics And Supply 56

Advanced Finance for The Non-financial Manager [2 Days] For Experienced General Managers and Senior Managers in Functional Areas or Business Units

57

Financial Management [3 Days]

58

Managing Problem Loans [2 Days]

59

Sales Marketing

Overcoming Objections [1-2 Days]

61

Comprehensive Professional Sales [4 Days]

62

Building Rapport and Relationships [1-2 Days]

62

Questions and Exploring for Needs [1-2 Days]

63

Active Listening [1-2 Days]

64

Selling Benefits and Selling Value [1-2 Days] Demonstrating the Value of Your Product

65

75

Supply Chain Management [2 Days]

76

Managing The Complete Supply Chain [3 Days]

77

Planning The Strategic Supply Chain [2 Days]

78

Suppl Chain Flow [2 Days]

79

Strategic Inventory [2 Days]

80

Trainers

83

Course Catalogue 2010

Negotiation and Communication

Enrich your negotiation skills and let everyone come out a winner with the help of this unique negotiation workshop. This program is offered as an onsite negotiation skills training workshop.

2-3 Days

“The Art of Negotiating® will prepare you to achieve maximum results.”

T

he Art of Negotiating® workshop will teach you the necessary skills to achieve financial success, prevent or resolve disputes and conflicts, improve your worth to your organization, increase your profitability, and many more skills that will last a lifetime.

If you have an important or difficult upcoming negotiation, The Art of Negotiating® workshop will prepare you to achieve maximum results. This learning experience will have a lasting effect on your future success.

You will gain first hand information on how to refine your negotiating skills with Mr. Nierenberg’s methods.

• You’ll learn techniques that neutralize surprises or “ambushes” from the other side.

• You’ll find the key to consistent and lasting results from your negotiations - with proven alternatives you can adapt and use immediately.

• You’ll see how to read your opponent like a book - unveil hidden meanings in conversations - and analyze your opponent’s nonverbal behavior.

• You’ll discover why some negotiators succeed time and time again - knowing how to select the proper negotiating ‘climate’ to increase the odds of success.

• You’ll be shown how the pros prepare for a negotia tion - how to rehearse your strategy so that both you and your opponent come out a winner.

• You’ll be given offensive/defensive strategies such as crossroads (intersect, entwine, entangle), brack eting (how to make and hit the mark), reversal (go forward or backward) and other effective techniques.

• You and the other participants will demonstrate and see for yourselves new alternatives that reduce the risk your negotiations will deadlock.

• You’ll learn what it takes to reinforce sustain a nego tiating success once it’s achieved.

Art of Negotiating® Everybody Wins® Your success is directly related to the outcome of your negotiations and the outcome of your negotiations is an agreement. Your agreements can be strong or weak; short lived or lasting; cooperative or hostile; favorable or unfavorable – in short, the agreements you negotiate dictate: • Whether or not you close an important sale.

• What you pay for goods and services.

• The terms of your purchase or sale.

• Whether or not you get a signature on a contract.

• Whether or not you gain a cooperative agreement or adversaries who fight your every move.

• Whether to trade one of your conditions for a concession or see your negotiations end in a stalemate.

• When you get right down to the bottom line, your ability to make and keep any relationship depends on how well you can negotiate an agreement.

Objectives • Acquire Powerful Negotiation Skills.

• Achieve financial success.

• Discover new solutions to business and personal problems.

• Prevent or resolve disputes and conflicts.

• Improve your worth to your organization.

• Improve individual, department, and company productivity.

• Improve your management and interpersonal skills.

• Improve selling/purchasing skills.

• Increase your profitability and gain new opportunities.

• Negotiate in any situation with skills that will last a lifetime.

• Methods, Strategies And Gambits Work For Anyone.

06

Negotiation and Communication

Outline

• Real estate examples

Getting Ready to Negotiate

• Prices considerations

• Finding your hidden assumptions, anticipating theirs • The all important opening issues vs. objectives • The right tools • Maximum and minimum positions • Check lists and special Nierenberg Preparation Map

Getting What You Want - Nierenberg’s Need Theory of Negotiating • Satisfaction of needs • Understanding/recognizing needs • Changing win/lose positions • Finding common interest

Using Questions and Listening to Control Negotiation • Questions and Conversations • Questions and anxiety • How to formulate questions • Question matrix

• Checklist for buyers and sellers • Caucus with your team • Buying-selling considerations • Varieties of contract • Labor-management agreement • Mergers and acquisitions • Internal corporate negotiating • Make your negotiation competence appreciated and recognized.

Special Tactics and Counters • Limited authority • Deadline • Low-balling • Partnership • Blackmail, kidnapping-hostage tactics • Personalize • Non-negative demands (and others) • Sole source supplier

• Essential functions of questions

Using & Countering & Major Strategies

• Using functional questions to close

• Good guy/bad guy

• Use a customized question map for preparation

• Forbearance

Tools for Using Creativity in Your Negotiation

• Fait accompli • Bland withdrawal

• Role playing

• Last clear chance

• Psychodrama

• Reversal, feigning, setting limits

• Conferences

• Randomizing

• Brainstorming

• Association and disassociation

• Homework

• Crossroads

• The Art of Negotiating® Software

Making the Agreement Stick How to Control Negotiation Conflict by Controlling the Climate

• Make agreements in spite of competition

• Elements of climate, attitude, Meta-Talk, gestures

• The marks of a successful negotiation

• Typical climates and how to predict them

• Making one agreement lead into the next

• Experimentation in creative negotiating climates

• Flexible and internal procedures

• 92 working climates you should know

• Plugging the “holes” In an agreement

Reading Non-verbal Communications

Negotiation Philosophies - Everybody Wins®

• Meta-Talk (hidden meanings) and how it applies to negotiating dialogue

• Is your negotiating philosophy serving you?

• Reading gestures, feelings, expressions, mannerisms

• Cooperative process - Success

• Loaded words

• Negotiation is not a game

• Ear-opening methods

• Reaching a life balance

• Type of room, type of table and seating arrangements

• When to stop

Evaluate Negotiating & Improve Skills

• You can change your philosophy to create successful conclusions

• Appraising your negotiating philosophy

• Reason for failure • Skills needed for success • Demonstration of skills by participation

“The father of negotiation training” – Forbes

Ad Astra Course Catalogue

07

M

ergers and acquisitions training workshops cover the most important issues. This workshop considers the purpose of the merger or acquisition, and whether it is consistent with the existing organization, the internal operations of that organization, or with the environment of the organization.

Programs Marketing Implications and Standards of Comparison • Competitive Profile - Market Share • Depth of Penetration • Strength of Brand Franchise • Scope of Distribution • Stage in Product Life Cycle

2 Days

Corporate mergers and acquisitions move with the flow of trends in corporate policy. The top level of an organization must endorse a well-defined acquisition plan. Support should be sought from all areas involved and usually stems from the president or another responsible officer being enthusiastic. This enthusiasm can be infectious and catch on among company staff members.

Discussions should be held with the board of directors to determine whether the program is right for such a company and whether it is essential and fundamental to the future of the corporation.

• Stage and Rate of Market Development • Related vs. Unrelated Markets and Products

Setting and Paying the Price • Various Approaches to Valuation • Liquidation vs. going concern • Present value of future earnings • Possibilities for changing capital structure • Tailoring Securities for Proper Acquisition • Common stock • Preferred stock • Convertible bonds

Mergers and Acquisitions Training

• Cash • Contingent shares • Financial Effects - Dilution and Trade-Offs • Installment Sales and Contingent Shares - Impact on E/S • Securities Markets Reaction to Price and Method of Payment

Ingredients for Successful Integration of Operations

Outline

• Adapting Accounting Methods

Finding a Merger or Acquisition

• Compensation Packages

• Public vs. private companies • Dealing through intermediaries • Management and Stockholder support • Screening Potential Candidates • Financial requirements This workshop teaches you to ask the important questions related to the availability of capital and other resources, such as personnel, the level of risk involved, the timeline and feasibility. These issues must be considered in establishing a strategy and criteria for acquisition.

• Warrants

• Paralysis through analysis

Financial Objective and Standards of Comparison • Market Valuation and Growth Rates

• Incentives and Fringe Benefit Programs • Live vs. Staff Personnel • Recognizing Strengths and Weaknesses of Key People • Attitude of Personnel Toward Acquirer • Who is likely to leave - Voluntarily or Involuntarily?

• Motivating Personnel Toward Future Success • Setting up a Transition Team • Employment Contracts

Negotiating Strategies for Both Buyers and Sellers

• Earnings per Share • Return on Equity, Assets • Leverage - Operational, Financial, Economic • Liquidity • Management and operational audits • Contents of price discussions • Initial Legal Considerations

08

Negotiation and Communication

Negotiating SkilLs

Workshops for Women Women and the Art of Negotiating®

T

he Negotiation Institute proudly offers its workshop for women, Women and the Art of Negotiating®, a world-renown blueprint for skillful and successful negotiation. This workshop helps you develop your own checklist, guidelines and insights into a complex world of varying people and their differing needs.

Objectives

Women Negotiating in the Business World Reality has it that women negotiating in the business world encounter different context-based challenges than men. Our workshop will help you develop negotiating techniques that will satisfy your own needs and the needs of those with whom you negotiate. In all cases you will be building from the skills and experience you already possess.

• Provide you with the basic concepts and skills necessary for all types of successful negotiation.

Designed by the world’s foremost authority on negotiation, this workshop is both powerful and empowering for women.

• Allow you to continue to grow in the negotiating process.

• Learn that the traits usually attributed to women – concern for others, creating community, attention to body language, flexibility, searching for alternatives – are all essential elements in a successful negotiation.

• Involve you in the broadest spectrum of negotiating situations and applications necessary to cope with a rapidly changing world.

2 Days

“Stimulating and productive” – Exxon

• Enable you to overcome basic problems that might otherwise prevent you from developing your own negotiating skills and techniques.

The Women and the Art of Negotiating® workshop provides a framework for approaching the business world, managing at all levels, getting in and out of deals and buying and selling such as in real estate, the law, collective bargaining, government operations, and purchasing. It also integrates current and past concepts, the breadth of one’s negotiating experience, methods of agreement, and emphasizes that negotiating is not a game but rather a lifelong process.

Outline Negotiating Conceptual Framework Experience & Process

Strategies, Tactics and Counters - With Life Illustrations

How to Prepare For Agreement

Using Strategies & Counters

How to Get What You Want - Nierenberg’s Need Theory of Negotiation

Evaluation of Negotiations & Improvement of Skills

Overcoming Barriers for Successful Negotiations Climate of Negotiations - Recognizing & Developing Their Uses Complete Uses of Climates & Their Components Reading Non-verbal Communications Understanding the Hidden Meanings in Conversation - Meta-Talk

Ad Astra Course Catalogue

Negotiating Philosophies

Non-verbal communication plays a role in successful interactions. This workshop will show you how to understand the hidden verbal and nonverbal responses from the other side to determine whether alternative strategies and tactics are appropriate. It will also show you how to recognize nonverbal gestures and gesture clusters.

09

F

oreign language negotiations are seldom easy and the English la-nguage is often a source of anxiety for those whose first language is not English. Even those who speak English fluently are sensitive when under pressure to fully understand what is being said. You can only get what you want when you understand the other side and they understand you. This course will allow you to use all of your language abilities.

2 Days

Negotiating calls for a highly complex set of knowledge and skills. First, the successful negotiator brings to the table an understanding of the field(s) immediately involved, such as drafting international agreements, labor disputes, divorce settlements, contractual agreements, and so on.

“You can only get what you want when you understand the other side and they understand you.”

Outline Getting Ready to Negotiate Getting What You Need Theory of Negotiating Verbal Communication - Listening Verbal Communication - Questioning How to Control Negotiation Conflict Become Powerful by Understanding What You Hear & What You See Topics to Discuss How to Make Agreements The Importance of a Negotiating Philosophy Everybody Wins®

Learn the Strategies for Successful Negotiations In addition to bringing a firm grasp of the subject under discussion, a negotiator should know and be able to utilize planning skills along with strategies and tactics necessary for an exchange of ideas resulting in a settlement which best meets the needs of all concerned.

Negotiating/Communicating When English Is Not Your First Language Workshop However, there is an area of expertise, sometimes overlooked, which can thwart all the preliminary knowledge and work. For in the final analysis, success is dependent on the effective communication of the negotiator; one’s language, both verbal and non-verbal is the determiner of the outcome.

As it is, in this age of increasing global interaction among people in every sphere of life, the necessity for communicating clearly is difficult because of language barriers. And so, the urgent need for understanding and agreement on every conceivable subject, activity and level of human experience serves to underscore the importance of language as the key to effective communication.

10

Negotiation and Communication

Mediation Workshop

So that “Everybody Wins®”

M

ediation is an alternative means of resolving disputes. It is an “art” form whose use is and should be more the rule than the exception.

No one wants to lose. Therefore let there be mediation as a prerequisite to litigation. Not always successful, but always worthwhile as an effort.

What you will learn: • Strengthen your Mediation skills • Understand strategies and counter strategies

2 Days

• Get the concessions you want and need • Understand what’s going on below the surface

We train mediators. As an “art”, mediation requires a “Master Negotiator” first, last and always. Mediation requires Negotiation raised to its higher level.

• Deal with confrontation

The Master Negotiator functioning, as a Mediator does not resolve a dispute rather, he negotiates with the disputants and creates a favorable climate for the parties. The parties then negotiate with each other seeking a resolution.

• Avoid getting “boxed in”

The “Mediator” may suggest, cajole and recommend, but does not decide. He is ever the negotiator, part time participant, and full time observer. His job is “climate” creation and maintenance. The art (Mediation) requires an artist (Master Negotiator).

• Use time to your advantage • Know by body language when the final offer is on the table

• Recognize and overcome unfair strategies • Anticipate surprises • Deflect unfair demands, hostility or contempt

We teach and graduate mediators.

We provide mediators the help to resolve disputes.

Outline Using Questions & Listening Techniques: Mediation to Prepare others for Negotiation

Objectives Results you can expect: • Think like an expert Mediator and Negotiator • Achieve leadership in your career • Build effective interpersonal relationships through Negotiation, as a Mediator • Increase management productivity - yours and your organization’s

Strategies & Counters Climate Control & the Mediator Tactics: Role of the Mediation Caucus the Agenda as a Tactic in Mediation Facilitating the Mediation Moving the Parties Mediation Problem Solving Creative Preparation Program Agenda: What is Mediation?

Understanding Body Language & Meta-Talk Case Preparations: Evaluation, Philosophies & Workable Ethics

In reading body language, you never have to say, “I should have done something different.”

You will have alternatives ready. The following will improve your skills: Body Language and Meta-Talk in Mediation and Negotiation: Finding hidden meaning by reading gestures, feelings, expressions, verbal mannerisms Loaded Words Seating Arrangements, etc.

Hidden meaning in what we say: Meta-Talk, look and listen

Ad Astra Course Catalogue

11

Negotiating

Body

Language

2 Days

How Does Your Opponent Size You Up? How Do You Size Up Your Opponent?

Crossed arms shows he is defensive.

Standing up straight with back arched and chest out shows defiance. One leg forward shows he is aggressive (confident).

Defensive His arms are crossed over his upper

E How to Read a Person Like a Book?

Defensive

ven those who speak English fluently are sensitive when under pressure to fully understand what is being said. You can only get what you want when you understand the other side and they understand you. This course will allow you to use all of your language abilities.

Negotiating calls for a highly complex set of knowledge and skills. First, the successful negotiator brings to the table an understanding of the field(s) immediately involved, such as drafting international agreements, labor disputes, divorce settlements, contractual agreements, and so on.

What Does Your Opponent See In Your Gestures Negotiation workshops help you to become better able to see yourself as your opponent sees you with an analysis of gestures, gesture clusters and attitudes that are all part of your negotiating posture.

Examples of Body Stances In these examples of body language, you will note that none of these people indicate a receptive negotiator: These are typical examples of what you will see during a negotiation.

chest with his hands clinched.

This shows that he is holding back something (anger). Both his legs are together holding his negotiating position.

Ready His hands are on his hips in the British style with elbows pointed back indicates a readiness to negotiate.

Openess He shows confidence with his hands.

They are slightly open holding the cigar and the walking stick behind him.

He is standing up straight but is in a forward position showing a willingness to negotiate. This person is easy to negotiate with.

Authority His hands are clasped behind his back which indicates authority. Understand this position when negotiating.

Defensive and Superior His locked ankles indicate he is holding back. His thumb out of pockets shows feelings of superiority.

His leaning back shows an air of defiance.

Mixed Signal This is a mixed signal. One hand is on his hip (ready). The other hand in his pocket (hiding).

Defensive He is in locked pose. His hand and arm are linked behind his back. He shows that he is frustrated by holding his arms in this position. He is not open to negotiating.

12

Negotiation and Communication

The workshop is for all professionals seeking to enhance their skills in all aspects of negotiation with industry officials, local, state, federal agencies and not for profit organizations.

T

he Environmental Regulatory Negotiations Everybody Wins® Workshop is a program that is designed for regulatory affairs personnel and others with responsibility for representing their company/agency before regulatory agencies or other companies.

Features: 5 Case Examples

Topics covered include the basic ingredients to negotiations, improving personal skills, negotiation strategies and techniques, problem solving, as well as other important skills needed for successful outcomes in environmental Negotiations. Environmental Regulatory Negotiations - Everybody Wins® Workshops include the outline below. You can get in touch with us here:

Negotiating government grants and contracts.

Negotiating internally with your organization for resources for your environmental programs.

2 Days

Negotiating your share of Superfund site costs.

Negotiating with enforcement officials.

Negotiating with organizations, which may not be friendly toward your activities.

Negotiating new rulemakings and their interpretation as they apply to your operations.

Environmental Regulatory Negotiations

Everybody Wins® Workshop Program Agenda - What is Negotiation?

The first part of the Environmental Regulatory Negotiations - Everybody Wins® Workshop answers the questions “What is negotiation?” Learn about the basic ingredients to negotiation, get real life examples, and acquire negotiation skills through application of negotiation theory.

Improving Personal Skills Questions & Listening: Control Negotiation through Your Questions Techniques - Preparing for Negotiation Tactics & Counters Getting What You Want - Need Theory of Negotiating Strategies & Counters Climate Control for your Negotiations Negotiating Problem Solving Evaluations, Philosophies & Workable Ethics Moving Your Opposers

Ad Astra Course Catalogue

“Very timely and valuable … engaging and informative” – Wachovia

13

2-3 Days

Effective Presentation Skills

T “It is in the experience of speaking in front of the class with good voice and diction that will build your self-confidence ...”

he goal is to develop the Art and Skill of Communication with confidence and the ability to create a specific message based on the information you want your audience to take away with them. This program is open to custom design to meet the specific needs and objectives of the company and the participants.

This is a class where you will learn by doing, it is in the experience of speaking in front of the class with good voice and diction that will build your self-confidence. This will help you to be an accomplished communicator. This is a skill that will be one of the most important tools you can have, as you build good relationships in your personal as well as your professional life. You will become aware of the impression good presentation skills create. To be well spoken will be a great asset to you in your personal and professional life.

Objectives • Develop and practice presentation skills through feedback and interaction • Learn how to read the audience and speak to their needs • Your Audience will remember you if you do!

• Review their progress on their own personal video cassette

Outline This 2 to 3-day program addresses all these issues.

Three Major Factors of Quality Presentations The Principle for Deciding On Information Organizing Information to Sell Ideas Power of Language in Presentations

This is a laboratory workshop class, not just a lecture class. It is composed of discussions, exercises, performances and dealing with an audience. You are the performer! You are the audience!

Impact & the Power of Non-Verbal Communication Preparing and Using Audio Visual Aids The 3rd day is The Art of Becoming a Master Communicator and Charismatic Public Speaker.

Fear of Public Speaking can indeed be a problem, paralyzing a person so he cannot communicate because of anxiety. It is widely recognized that making presentations in front of peers, superiors and/or prospects can be a nerve-racking, stressful and a dreaded experience, occasioning sleepless nights, gymnastics in the stomach and even loss of appetite!

“Full of insights” – Columbia University

14

Negotiation and Communication

The Art of Becoming a Master Communicator and Charismatic Public Speaker

R

emember that you are your own Message.

When you walk out in front of an audience everything about you is communicating something, even before you open your mouth. To understand what those things are and how to master your ability to become a Master of the Art of Public Speaking takes WORK!

Preparation

Life teaches us that every skill we want to acquire needs to be nurtured and practiced for you to become proficient and successful with that skill. Some of the areas we will focus on to achieve your goal of becoming a good Public Speaker are listed here:

Elements for a Good Speech

Outline

• To aid your confidence, develop background knowledge in the Speech area. Do your homework; you must do your own preparation.

Creating a Strong First Impression that Works • How to conquer Stage Fright • Breathing exercises to improve voice, diction and tonal quality • Working with positive personal reinforcement to increase self-confidence and self-awareness

• Determine the length of your talk, make it shorter than you wanted to make it in your first draft, Less is More, your audience will be grateful.

• Determine the purpose of your Speech • Making sure every word hits the Mark

• Four elements for a good speech • Pacing vs. Speed • Decide on a central theme that can be written down in a single sentence (If you cannot write your Theme on the back of a business card it is too complicated).

1 Day

This program is sometimes used as the 3rd day for Effective Presentation Skills

• Gather facts. Do Research. Be sure your remarks are relevant to the interests of the group you are speaking to.

The Participants Are Audio - Tape in This Program

• Exercises to manage stress and understand the causes • Our body mind connection, Body Language • How we project good energy to an audience • Creating a bond with your audience • How to develop a charismatic persona • The four communication errors that your listeners will not forgive • Breaking through fear and other performance blocks • A few simple rules to insure speaking success in every situation • The Magic Bullet

“…relevant to our current business climate, realistic in its approach” – AT&T

Ad Astra Course Catalogue

15

T

his program will provide participants with a framework for communicating more effectively by understanding other peoples’ points of view, and by customizing our messages to reach them effectively. The program will illustrate how voice tones, body language, and other factors affect an individual’s interpretation of the words we choose when communicating.

1 Day

Through a combination of lectures and interactive exercises, participants will learn how values and beliefs impact the way we absorb and store information, and how to direct our communication towards the mental and emotional language of others to allow the real message and intent to be fully understood, thus helping us achieve our desired outcomes.

Effective Communication in a Demanding Work Environment

“Voice tones, body language, and other factors affect an individual’s interpretation of the words we choose when communicating.”

16

Outline Introduction to Communication The Seven Dynamics of Effective Communication The Pitfalls of E-mail and Four Strategies to Help Introduction to the Personal Perspective Discovering Your Own Values and Beliefs, and Those of Others Using Other People’s Values and Beliefs to Communicate Effectively Preventing and Resolving Conflict Create Rapport with Anyone, Anywhere, at Anytime

Negotiation and Communication

Leadership

How to Develop a Leader The Manager as a Leader Who Can Create a Strong Team

2 Days

M

anagers have many goals. They are the link between the corporate leaders and their team and must see that both are working together amicably for the good of the company. They must see that their team sustains a level of enthusiasm and commitment that serves the company well. They must try to avoid problems, and be responsible for solving ones that come up.

To create a team that is functioning well and achieves the company’s missions and goals is an important task requiring many skills. This session presents effective Leadership Tools.

Outline Leadership

Elevating the Performance of Team

• Thinking of Oneself as a Leader

• Expecting the Best from Team

• Examining Leadership Qualities

• Be a Problem Solver for Team

• Exceeding Targeted Expectations

• Earning Respect and Respecting Workers

• Thinking Out of the Box to Innovate

• Earn Loyalty by being Loyal • Getting the Team to Work as a Unit

Inspiring Team • Enthusiasm Will Spread to the Team • Create Momentum by taking that Extra Step in • Share the Spotlight with the Team • Believe in the Team so They Believe in Themselves • Positive reinforcement goes a long way in Gaining Loyalty

20

Leadership

The Art of Being a Manager: Mentor, Motivator and Conflict Resolver

E

very Manager strives to meet corporate goals through maximizing their team resources and by cooperatively leveraging the resources of other departments. Every company strives to offer its customers/clients a unique blend of service and satisfaction.

Each company leaders must attempt to accommodate every new customer while remaining attuned to the needs and whims of every existing account. And they must ensure that the two do not clash. Managers must hire appropriately, train effectively, observe

frequently, evaluate carefully, and problem solve constantly. Each is a difficult task unto itself, but to do them all, while maintaining the respect and control of the staff and the confidence of their colleagues requires very special skills.

2 Days

Reinventing The Manager second day teaches managers how to handle each task with confidence and solve each problem with expedience, while earning the respect of their team, the cooperation of other departments and maintaining the constant satisfaction of the customer.

“Managers must hire appropriately, train effectively, observe frequently, evaluate carefully, and problem solve constantly.”

Outline Teacher and Coach

Control and Guiding

• Guide the Novice

• Recognizing and Avoiding Errors

• Orientation

• Understanding What Might Happen

• Appreciating Good Performance

• Recognizing What Has Happened

• Promote and Support Good Performance

• How to Handle Errors • Ownership and Accountability

• How to Handle the Hiring Process

• Foster healthy mindset so the organization can truly learn from mistakes

• Evaluating with Skill and Tact

• Assess the true cost of errors

• Meting Discipline without Damaging Relationships

• Analyze the root causes of errors

• Keeping the Unit Intact

• Find solutions to improve accuracy

Control and Guiding

• Solutions to Optimum Satisfaction • Preventative Maintenance

Ad Astra Course Catalogue

21

High Performance Leadership

3 Days

The solutions

E

xplore personal leadership patterns, learn how to leverage strengths and how to focus the minds for success. Discover techniques that successful business leaders, world-class athletes, outstanding musicians and artists rely upon to achieve great results, and how to create and lead highly effective teams. In short, the program focuses on the core skills participants need to consistently deliver outstanding performance.

Self-awareness and “mind’s eye” exercises, role play, intense interaction with other participants, working with expert coaches individually and in small groups, Faculty lectures and classroom discussion.

Target Audience This workshop is designed for experienced executives who want to achieve the next level of effectiveness in leading individuals, teams and large groups to their highest level of sustained performance.

Objectives

Outline

• Discover leadership roots and foundations, diagnose leadership tasks, advance leadership skills, and develop a personal leadership path that ensures inspiration and resilience

The mindset of high performance leaders

• Develop leadership styles: Learn effective dialogue, revitalize vision and build on strengths • Influence with more impact • Ability to manage change and complexity – with conviction • Communicate a clear vision for the organization • Enhance and expand leadership styles

Leading self and leading others at the edge High performance influence and persuasion Learning the techniques that hostage negotiators use to change mindsets and behaviors Analyzing leadership success and failures stories Coaching for high performance leadership Creating and leading high performance teams High performance negotiation and conflict management Intense individual feedback The latest techniques to re-wire the brain Personal and professional action plans

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Leadership

Management of Managers

E

Effective leaders need multiple skills to allow for flexibility in successfully managing and leading in diverse situations. This workshop provides an integrated leadership framework that enables participants to identify and formulate valuecreating opportunities as participants enhance their understanding of the interplay between their leadership competencies and their organization’s culture and strategy. At the end of the program, they will understand the challenges of leadership on three levels: individual effectiveness; organizational culture; and organizational outcomes.

Objectives • Improve the ability to create value in an organization

3 Days

• Analyze how leadership works within each organizational culture • Develop an action plan for leveraging the leadership effectiveness • Construct a multidimensional framework to assess challenges and opportunities

As part of this process, participants will complete our pre-course questionnaire before their arrival, which provides insight into their leadership values and effectiveness, and form the basis for the personalized action plan they develop during the program.

Target Audience • Managers who are serious about advancing their leadership role and adding value to their organization • Mid- to senior-level managers who are responsible for directing daily operations of an organizational unit, whose success depends upon working with other managers or a professional staff

Manage competitiveness Energize employees through goals and performance Manage customer service Creativity, vision, innovation and growth Manage interpersonal relationships and teams Manage organization values Communication and knowledge creation Action Planning and Synthesis

Outline Manage the Organizational Process Manage coordination

Identify key organizational and managerial strengths Develop and implement action plans for application on the job

Manage the control system Acculturation Cost and quality

Ad Astra Course Catalogue

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Leadership for Mid-Level Managers

2 Days

T

his workshop is designed to develop a leadership mindset, coach and counsel for peak performance, foster the power of working together, promote emotional intelligence and interpersonal relationships, manage change, motivate performance enhancement, and create the future through imagination.

Objectives • Improve the ability to create value in the organization • Analyze how leadership works within the organizational culture • Develop an action plan for leveraging leadership effectiveness • Construct a multidimensional framework to assess challenges and opportunities

“This powerful program is designed to meet the needs of the modern manager and aspiring leader, now and into the future.”

Target Audience This workshop is designed for experienced executives who want to achieve the next level of effectiveness in leading individuals, teams and large groups to their highest level of sustained performance.

Outline

Group process and team productivity Key elements of excellence in leadership Manage oneself and his/her relationships Interpret the social styles Building Employee Engagement Increase personal and team capabilities to produce results Improve performance by focusing on strengths Identify common delegation barriers

The mindset of high performance leaders

Develop a delegation system

Manage the organizational impact and challenges of hyper-change

Motivation and High Performance

Cultivate a leadership mindset by building on strengths

Conduct a “motivation audit”

Lead and manage for results

Remove obstacles to performance Reinforce performance-enhancing behaviors

Developmental coaching and counseling

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Leadership

Strategic Leadership for Women

T

his workshop provides insights and developmental experiences for female managers to increase the proportion of women in top level management positions.

They learn from the experience of peers. They build powerful international networks across organizations, and they become strong mentors and role models for each other.

Women learn differently in groups of women than they do as the minority in a mixed group. Women become passionate and empowered learners in this unique setting.

Strategic Leadership for Women helps companies address the imbalance, leveraging diversity for higher performance. It helps prepare women leaders to successfully climb the corporate ladder.

2 Days

PASSION AND POWER Participants will discover how they are with others through videotaped experiential learning and group debriefings Strategic Leadership for Women will equip them for greater success in their current assignments and prepare them to take on even more senior roles with confidence.

Strategic Leadership for Women will help participants to use leading-edge management skills and tools to:

Target Audience

• Improve performance and lead more effectively

This program is designed for high-potential or new senior-level female managers. They are general managers or have responsibility for a function. They come from a wide range of industries, functional backgrounds and geographic regions, and have diverse experience.

• Lead change and strategic initiatives • Build a network of colleagues to serve as mentors and role models • Strategic Leadership for Women is a transformational learning experience. Through personal reflection, self-assessment and executive coaching participants will deepen their leadership authenticity.

• Assess motivation, life architecture and quality of life variables using the unique Personal Directions instrument

Ad Astra Course Catalogue

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Leadership in Multi-Generational Workforce

2 Days

Given the challenges in today’s business world, leaders of workforce must: • Motivate, mentor, and tap into the strengths of today’s workforce • Operate with sharpened foresight, causing others to want their leadership • Take specific steps to grow the next generation leaders.

“For the first time in history of corporation, leaders are part of free-agent economy.”

Today’s leaders must know their own strengths, the value that their strengths contribute, and their overall professional purpose. For the first time in history of corporation, leaders are part of free-agent economy.

To ensure that they enjoy successful career rich with meaningful opportunities for their organization, they must establish their own professional network, select the appropriate mentors, mentor others, and create their own reality through goal setting.

Not only are today’s leaders facing the changing rules of the corporate society, they must understand the management preferences for four very different generations in today’s workforce. To tap into the talent of today’s workforce, leaders must know what motivates the members of Generations X, Generation Y, the Baby Boomers, and the Silent Generation.

More than ever, business leaders and managers must decide if today’s decisions will yield the desired results for tomorrow. Today’s leaders must answer the question: “What causes others to want my leadership?”

• Identify surefire motivation tactics to tap into the talent of today’s workforce, connecting with members of Generation X, Generation Y, the Baby Boomers, and the Silent Generation • Understand how to build mentoring relationships and professional networks among workforce members • Develop workforce plans and priorities with the goal of growing the next generation leaders.

Target Audience This program is designed for higher level managers and leaders in complex organization, this executive program will help you to think strategically and hone in on your leadership power to set effective policies and practices to tap into the strengths of today’s workforce and grow next generation leaders.

Outline Call to Action for Today’s Leaders and Managers Multi-Generational Concern and Challenges in Today’s Business World Key Generational Differences with One Common Theme: Motivation, Preferences, and Expectations How to Generate Innovation by Tapping into Today’s Workforce

Objectives

Generation Y-ers

The objectives of this program are:

The Dynamic Role of Management in Leading

• Strengthen the group’s leadership power, the key for improved strategic performances and professional purpose

the Multi-Generational Workforce

• Learn about key generational differences including motivation, managerial preferences, symbols of success, symbols of significance, and expectations about work

Causing Others to Want Your Leadership

Focused Collaboration Tools to Connect and Inspire the Multi Generations to New Heights of Success and Innovation Potential Pitfalls in Leading the MultiGenerational Workforce Exercise, Case Studies and Plenary Discussions

26

Leadership

Leadership Skills for Supervisors

T

his course presents practical principles to assist supervisors and managers in their efforts to motivate and mobilize team members toward the fulfillment of team and corporate objectives, with a heavy emphasis on interpersonal issues. Course discussions will primarily focus on topics which participants identify as challenges in their current job assignments – participants are encouraged to prepare for the class by identifying a number of current job challenges they are facing.

2 Days

The session, designed to help participants understand, accept, motivate, and confront their “direct reports”, is designed for those currently in, or aspiring to, supervisory positions.

Outline Introduction - Leadership Characteristics of Respected Leaders The Uniqueness of Individuals Understanding Personality Types using DISC Model The Requirement for Trust: Trust-Building Behavior Creating an Ownership Environment - Managing Performance Achieving Results through Others: Strategic Delegation Prioritizing Activities and Resources Leading Teams Cultivating Good Decision Making Habits Preventing and Resolving Conflict Confronting Unacceptable Behavior

Ad Astra Course Catalogue

27

Leading Teams

2 Days

T

his course is designed to provide team leaders, managers, and supervisors with an overview of the wisdom required to lead teams effectively. The session presents a number of principles a team leader needs to implement in order for teams to be effective, and includes case study analyses of selected challenges facing participants in their current job positions.

PROVIDE

LEADER TO

Outline Introduction

EFFECTIVELY

The Purpose of Teams Characteristics of a Team Player Personality Types in a Team Environment The Requirement for Complimentary Skills Setting and Achieving Team Goals Team Reward Versus Individual Reward Common Team Values and Approach The Requirement for Mutual Accountability Decision Making in a Team Environment Preventing and Resolving Conflict Case Studies

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Leadership

Leadership in Plant Operations

T

his This program provides content to help managers make the transition from focusing on shop floor and technical issues to thinking more strategically about the business.

Outline

Transition from the shop floor on the next assignment

Aligning functional and corporate strategies

• Initiate lean manufacturing practices to lower costs and do more with less

Using technology and lean as a competitive weapon

• Reduce manufacturing cycle times while improving quality

The philosophy, foundation and leveraging lean manufacturing

• Quickly and accurately assess a plant, service, or operation

Tools and practices, and how to use them

• Measure performance by financial and nonfinancial standards

Total quality/six sigma

• Increase worker satisfaction and reduce liability by encouraging safe environments and practices

Quickly read and rate a plant or service operation

• Align manufacturing and operations with other busi ness functions

Introduction - Leadership

2 Days

Industry-competitive analysis

Value stream mapping Standardized work Estimate cost savings, throughput, flow times, and inventory levels

Prioritize change opportunities Initiate lean transformation

Objectives

Financial and nonfinancial performance measures

The program has two overriding goals:

Traditional vs. lean-supportive measures

• Provide participants with tools and concepts that they can use today to improve their current operations

Activity-based costing—the concepts and application

• Broaden their perspectives and expand their capabilities to help them prepare for their next assignment

“The Balanced Scorecard” as an approach and a tool ROA vs. EVA Legal Dimensions in Manufacturing Today

Target Audience The Leadership in Plant Operations program

Leadership and Change in a Manufacturing Environment Strategic visioning—making operations a proactive element in the corporate strategy

is designed to serve the development needs of manufacturing and operations managers at the plant management level, as well as those who plan to move up to the plant manager level within the next several years.

Participants are typically line or staff managers, with five to ten years of manufacturing or operations-related experience, who are being groomed for higherlevel positions within their company’s supply chain.

Ad Astra Course Catalogue

29

Leading, Coaching and Learning

2 Days

“Leading a highperforming team is also key to all success.”

T

oday you face greater challenges at work.

You have more influence within your organization. People look to you for direction. But can you deliver? Can you build teams and get beneath the surface? Are you able to recognize people’s strengths and inspire great performance?

Outline

Self-awareness, exploring motivations, emotions and behavior is central to enhancing leadership from within. Leading a high-performing team is also key to all success. By improving the understanding, participants will be better equipped to influence situations and people know-how to deal with conflict and build relationships that inspire.

• “Leadership begins with me.” Get to grips with leadership capabilities through feedback and other self diagnostic tools

It is “a transforming experience.” It stretches the participants, gives them space to reflect and takes them out of their comfort zone. Discover the leadership potential and apply new personal insights. Renew the energy and motivate others. This program will broaden the way people lead.

Objectives

Activation • Activate thinking and self-reflection through classroom discussions, group exercises, and conversations with the coach

• Teams. How do they work? Why do they fall apart? Recognize not just what’s being said, but also what’s driving behavior

Experimentation • Exercises are designed to give one a real sense of how to lead in complex situations, identify and reflect on emotions and work with them in a constructive way • Exercise debriefs provide space to discover insights into what’s really driving behavior

Integration

• Explore and realize their leadership potential

• Life story, future career aspirations and current issues

• Experience leadership situations and experiment with their role as a leader

• Additional frameworks for exploring differences amongst people and team dynamics

• Receive intense individual feedback and coaching • Understand better what’s going on with people

• Reflection of how to take up roles in work and at home to understand the root of behavior

• Renew their energy and learn to mobilize people toward key business goals

Sustaining

• Discover their leadership potential and try out new approaches

• Follow up coaching sessions with peers and coaches • The experience of leadership after the program

Target Audience This program is designed for those who are in a management role and aiming to take leadership skills to the next level.

30

• Help in maintaining a continuous focus on the leadership development • Opportunity to receive additional feedback and connect with fellow participants to discuss and debrief leadership challenges at work

Leadership

Coach Approach

E

xtraordinary performance can be nurtured, developed, facilitated—in a word, coached.

This program offers a leading approach to becoming an exceptional coach for people and the organization. This program focuses on the positive —the abilities, vitality and successes of the employees— and utilizes positive themes such as appreciation, recognition and high-quality relationship building to expand on employees’ strengths and help them be the best they can be.

Outline Attributes of authentic leaders and great coaches

2 Days

Role of the coach and ways to be highly successful Organizational imperatives for successful coaching Coaching vs. managing vs. mentoring Coaching Skills Transformation approaches for growth

Objectives • Bring out the excellence in other people by using what they do best to help them be their best

The extraordinary performance learning process Supporting Vitality and Resilience of Meaningfulness How to support and reinforcement

• Explore ways to unleash the full potential of other people

How to identify opportunities for giving excellent feedback

• Acquire a framework and tools for making a pro found difference in people, oneself and organization

How to make positive behavior stick by keeping development and growth a priority

• Create a positive leadership mindset and a flourish ing positive work environment

Leveraging strengths for resilience and vitality Creating Positive Relationships Building resilience, strength, and trust

Target Audience This program is designed for operating managers and other executives who are charged with developing their staff, and whose own performance evaluation includes employee development benchmarks.

Ad Astra Course Catalogue

Turning talents into strengths Building a positive work group and a positive organization How an exceptional coach and a positive work group can inspire The nature of positive organizational culture and how to cultivate it

31

Conflict Management

2 Days

T

his course is designed to provide participants with an overview of the wisdom required to be effective in workplace conflict management. The workshop will present proactive, positive, principled, and solution-driven approaches to the inevitable conflict that arise in the workplace. Participants will be required to complete two separate web-based assessments prior to attending.

PROACTIVE,

SOLUTION-DRIVEN,

Outline Introduction - Defining Conflict

POSITIVE

Sources of Workplace Conflict The Dangers of Conflict Avoidance (Evasion) Personal Behavioral Styles Conflict Mode Profiles Conflict Handling Styles using Participant Case Studies Conflict Prevention and Resolution Strategies

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Leadership

Human Resources and Skills

Advanced Human Resource Executive Program

3 Days

Objectives This program will substantially enhance the participants’ knowledge and competence to perform dual roles as a member of their senior management team, and as a leader of the human resource function.

It offers a complete immersion in best practices and leading-edge thinking in human resources, with a focus on the strategic role of HR in achieving business objectives and competitive advantage.

• Develop general management perspective • Forge a leadership agenda and strategy for the HR function • Implement practices that add value to key business decisions

• Enhanced knowledge and competence to perform dual roles as part of the senior management team and as a leader of the HR function

Target Audience

Optimizing Global Competitiveness

This program is designed for a senior HR executive or a general manager who realizes the importance of HR to your business success, you will find this program of tremendous value. HR professionals from large companies who are likely to have senior HR roles within three to five years are also appropriate candidates.

Building the Competitive Culture

Outline Changing roles for HR professionals Developing Effective Business Strategy (Goals & Agenda)

Balancing multi-national and business cultures Setting a vision for HR Coordinating and Organizing the HR Function Strategic Executive Succession Interacting with the board of directors on issues of compensation, development, and other initiatives Managing and Facilitating the Processes of System Change Implementing Effective HR Practices Meeting the Strategic Needs of the Business

Driving Business Strategy through HR Amplifying HR’s impact on business results

36

Human Resources and Skills

Human Resource Executive Program

T

his program will show you how to understand and apply innovative HR concepts to deliver value to investors, customers, employees and line managers. It offers an intensive immersion in understanding and acquiring the competencies of effective HR management, with a focus on using HR to deliver value to the organization’s internal and external constituencies.

Participants will acquire personal and professional skills in strategic contribution, personal credibility and HR mastery, and return to work with tools to translate a customer-focused brand into employee behaviors and organization culture, plus best practices in talent evaluation, performance management and workforce metrics.

Outline

2 Days

Transforming the HR Function Strategic Planning HR Value Proposition Strategic HR Management Organizational diagnosis and building organization capabilities Preparing and Building HR Scorecard Theory and Practice in HR Management Strategic Talent Requirements Investing in talent management

Preparing HR professionals to deliver value to internal and external constituencies

Creating a leadership brand Diagnosing and investing in next-generation leaders

Objectives

Implementing Change

• Learn how to deliver value to investors, customers, employees and line managers

Organization Design

• Acquire personal and professional skills in strategic contribution, personal credibility, and HR mastery

Shaping an Effective Culture

• Turn a customer-focused brand into employee behaviors and organization culture

Performance Management Systems Ensuring Execution and Reducing Costs Talent management Globalization and cross-cultural HR

• Master best practices in talent evaluation, performance management and workforce metrics

Target Audience This program is designed for HR managers responsible for establishing policy at corporate or divisional levels of major corporations, or policymaking heads of HR functions in smaller companies who should be familiar with HR areas and be ready to adopt new perspectives. This program is of particular benefit to executives whose organizations is undergoing changes, or for a line executive who needs to refine and further develop your HR skills.

Ad Astra Course Catalogue

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Strategic Human Resource Planning

3 Days

Integrating your business challenges with HR strategies

T

his program combines practical tools, cuttingedge best practices, powerful frameworks, and current research. By engaging in active dialogue around real HR issues confronting many organizations, participants will gain practical knowledge to help them develop and implement strategies that deliver value to their business.

Outline

In this program, participants will learn to integrate your firm’s strategic challenges with human resource strategies and practices, and gain practice designing a human resource strategy that will result in valueadded HR agendas and practices. Participants will acquire a comprehensive framework for effective HR strategic development, and take away tools for managing strategic change through the human resource function to position HR in the leadership role.

Trends and practices in corporate strategy formulation

High-value-added HR agendas Linking HR practices to the competitive marketplace Adding short-term and long-term competitive value through HR

Interpreting the business environment from an HR perspective Best practices in building a business-driven HR strategy Transitioning HR from operationally reactive to strategically proactive Measuring HR’s strategic value added

Objectives • Integrate human resource strategy with business strategy

The role of HR in driving speed, productivity, service, innovation, and cost reduction Creating the customer-focused culture Retaining and utilizing your best talent

• Acquire a comprehensive framework for effective HR strategic development

Identifying and selecting alternative models of change

• Frame and execute powerful change initiatives

Diagnosing and enhancing your company’s change capacity

• Position HR in the leadership role

Increasing the likelihood of success in major change initiatives

Target Audience

Partnership of management and HR in effective change

This program is primarily designed for the private sector, and is intended for those professionals who are responsible for the design and implementation of human resource strategies. Past participants of this program have held positions as Vice Presidents and Directors of a variety of specialty functions within HR, Organization Development Manager, Staffing Director, Director of Performance Management, and VP of Organizational Effectiveness. HR generalists at every level will especially benefit from the program.

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Human Resources and Skills

Ethical Considerations for Human Resources Professionals

C

over-ups and money laundering, insider trading and outright theft, corrupt practices and conflicts of interest. It’s no small irony that even though business ethics courses are now required in most business schools, more and more organizations are getting into trouble for unethical behavior. And human resources professionals are often caught squarely in the middle.

In 70% of the organizations surveyed by the Ethics Resource Center, the creation and enforcement of ethics policies and procedures rest within HR. Meanwhile, HR professionals are feeling pressured to compromise their organizations’ ethical standards to achieve aggressive business goals. What is the “right” thing to do in any given circumstance?

This course will explore the ethical considerations that weave through the tapestry of HR systems by addressing these following topics: Hiring (staffing/selection) Performance management Compensation and reward systems Records management Downsizing/rightsizing/layoffs Public trust considerations and resource allocation Vendor relationships and contract compliance Training programs Designing, managing, and enforcing ethics initiatives

Outline

Target Audience

Individual vs. business ethics

Human resources professionals at all levels and in all disciplines.

Corporate compliance and legal issues

2 Days

Addressing the culture-value gap The complexity of creating ethical standards within global organizations Organizational responsibility (social, community, and environmental concerns) Ethics in action (what would you do if?)

Key questions to determine if your decisions are ethical Tips for designing effective ethics initiatives

Ad Astra Course Catalogue

39

Foundations of Human Resources Transformation 2 Days

H

R Transformation has become a buzzword in many corporate circles. Essentially, the concept means that HR departments must find a new purpose. HR professionals must put in place a specific operations plan for their organizations to ensure that people management practices create impact. This plan must be designed to guide what their departments do, how they work with operating managers, where HR activities are carried out, what role operating managers are expected to play in HR activities, and what results their departments are expected to achieve.

This workshop will build your awareness of what HR transformation is, what leads to it, and how HR professionals can successfully transition their departments from a pre-change to a post-change state in creating impact for the organization.

Target Audience Leaders of the HR function; HR generalists and specialists with at least 5 years of experience.

Outline

Special Features

What is HR transformation?

• Participants will receive worksheets and checklists to use in your in-house efforts for HR transformation from an operational perspective.

Why is HR transformation happening?

What are the workplace and workforce trends causing HR transformation?

What issues should be considered in HR transformation?

What effective plans may be used in leading HR operationally?

• Interviews from key HR leaders and practitioners will be presented and discussed.

• Special emphasis will be given to creating HR measures that can aid in showing organizational impact.

What is the HR professional’s role as an impact leader?

How can HR transformation be organized and rolled out?

What are the tools of HR transformation?

How can the success of an HR transformation effort be measured?

40

Human Resources and Skills

Performance Management and Appraisal

H

uman resources departments today are being called upon to make greater, more measurable contributions to their organization’s bottom line. Few HR initiatives are seen to contribute more to an organization’s productivity and profitability than a comprehensive, effective performance management system.

Objectives Develop and implement a performance management system

2 Days

Select the most appropriate performance appraisal methods and forms Link the goals and performance of each employee to the company’s strategic goals Provide a clear and credible basis for merit increases and incentive awards Train managers on the elements of the organization’s system

Outline

Target Audience

The difference between performance management and performance appraisal

Human resources professionals and managers responsible for implementing or managing performance management and/or appraisal systems within their organizations.

Types of performance appraisal systems Implementing and managing the performance appraisal system Setting and communicating objectives and performance standards Providing feedback Planning and writing the performance appraisal Conducting the performance appraisal feedback session Dealing with substandard performance Monitoring the performance management process Multi-rater appraisals Employee development

Ad Astra Course Catalogue

41

EMPLOYEE RETENTION STRATEGIES

2 Days

I

n this two-day course, participants will develop awareness, competence and support for improved employee retention. Employee turnover is a silent killer of business productivity—yet it’s a solvable problem. Participants will learn new ways to actively engage employees on all levels and build a culture of employee retention with long-term payoffs.

Objectives Assess the Strengths and Weaknesses of Your Organization’s Current Retention Strategy

• Distinguish the Key Differences between the Reasons People Join Organizations and the Reasons People Leave • Develop a Plan for Communicating the Urgent Need for Retention to the Leaders of Your Organization • Examine the Long-Term Benefits of Retaining Top Talent • Discover the Risks and Opportunities That Contri- bute to the “Zone of Retention”

Moving from Turnover to Retention • Set a Goal for Reducing Turnover and Enlist Your Organizational Leadership in Achieving That Goal

Calculate the Costs of Losing Talented Employees

• Identify and Address the Organizational Issues That Contribute to Turnover in Your Organization

Understand the Consequences of Employee Turnover

• Benchmark Best Practices for Addressing the Job Issues That Contribute to Turnover

Recognize the Benefits of Creating a Culture of Retention

• Examine How to Strengthen Your Existing Leader ship Initiatives toward Improved Retention

Communicate to Organizational Executives the

• Recognize the Competencies Leaders Must Demon strate to Retain Talent

Urgency and Importance of an Effective Retention Strategy Explore the Reasons Why Talented Employees Join, Stay, and Leave the Organization Examine a Retention Model That Differentiates

Retention and Engagement • Identify the Barriers That Prevent an Organization from Achieving High Retention and Engagement • Consider Goals for Increasing Engagement in the

Employee Turnover, Retention, and Engagement

• Organization and Enlist Your Leadership in Achiev- ing That Goal

Discover the New Wisdom Applied to Developing a High Retention Organization

• Examine the Ten Leadership Competencies That Contribute to Retention and Engagement

Explore Retention Issues in the Three Key Areas of Job, Leader, and Organization

• Determine How to Incorporate Leadership Retention-Engagement Competencies as Part of a Leadership Initiative

Create “Employee Engagement” in Ways That Build Loyalty

Target Audience

• Educate and Involve Team Members in Organiza tional Retention Strategies • Practice Engaging in a Peer-to-Peer Retention Conversation

Application HR professionals, training and OD managers, operations leaders, sales leaders and other talent management stakeholders interested in improving employee retention.

Outline

• Review the Retention Roadmap • Integrate the Communication Plan Messages You Have Been Developing • Develop a Retention-Engagement Plan and Communicate It in a Way That Motivates Your Organizational Leadership to Support It

The Urgent Need for Retention • Recognize the Trends That Indicate a Looming “Retention Crisis” • Calculate the Cost of Employee Turnover in Your Organization

42

Human Resources and Skills

Human Resources Measurement and Metrics

U

se tools and metrics to confidently measure the quality and cost-effectiveness of HR in every area. Use the hard numbers culled from easy to apply formulas and discuss benchmark database examples to support management decisions, talk to senior executives in the quantitative language they understand…and confirm HR’s role in giving the company a competitive edge.

Outline

Objectives

• Effectively Present Reports to Management

Gain top management recognition as a valued business partner

• Describe the Factors Related to Recruitment

Be able to show return on investment from new HR programs, processes or strategies

• Apply the Formulas to Measure Recruitment

Project HR as a critical business activity—just like sales, production and customer service

Design an effective HR measurement system Reporting • Describe the Purposes of Reporting • Apply the Rules for Presenting Management Reports • Determine What Information is Relevant to Man agement

Metrics for Acquiring Staff—Recruitment • Define the Key Metrics for Recruitment • Assess and Present Your Department’s Recruiting Activities

Metrics for Maintaining Staff—Compensation

Learn how to better measure and manage HR services and productivity

• Describe the Issues Related to Compensation

Gain the knowledge and skills to articulate the value of HR work

• Apply the Formulas to Measure Compensation

Think and act as a business person and create reports that highlight HR services in business terms Evaluate HR work in terms of its effect on company expenses and/or revenue

2 Days

• Define the Key Metrics for Compensation • Assess and Present Your Department’s Compensa tion Activities

Metrics for Development—Staff Training • Describe the Issues Related to Training • Define the Key Metrics for Training • Apply the Formulas to Measure Training

Target Audience HR professionals who seek to form strategic partnerships within their organizations.

• Assess and Present Your Department’s Training Activities

Metrics for Retention—Turnover • Describe the Impact of Turnover • Define the Metrics for Retention • Apply the Formulas to Measure Retention • Assess and Report Your Department’s Retention Activities

Ad Astra Course Catalogue

43

Motivating Personal Growth

1 Day

T

his session contains powerful ideas for mastering the “inner game” of motivation, positive thinking, and goal setting. Participants learn the art of self-motivation by gaining the understanding of how attitudes are formed- and changed. They become aware of how conditioning plays an important part of their lives and how sometimes, change is necessary to produce the desired result.

Habits and Conditioning

One realizes that the axiom “If you do what you’ve always done, you will get what you’ve always gotten” is all too true. Inspirational success stories of people who overcame seemingly insurmountable obstacles will stoke the fires of everyone in the room.

Techniques such as affirmations and visualization are presented as well as ideas for becoming more creative and innovative. Participants engage in the powerful “Wheel of Life,” an exercise for developing a strong self-concept and a plan for strengthening those areas, which require improvement.

• Incentive, Fear, and SELF

The session concludes with a goal setting workshop where each individual sets meaningful personal goals covering the next six months of their life.

• Pay Attention, Listen, and know your Arithmetic

• The Coney Island Aquarium experiment • What are “Mind-Binders?”

• How are Habits broken?

• Thoughts create Behavior which creates Action

Motivation • Three ways of Motivating people • What does Attitudinal Motivation mean?

Communicating Meaning • Verbally • Para-Verbally • Non-Verbal Behavior

Affirmations & Visualizations • The Jim Carrey Story

Fun Exercise

Personal Development Program • Spaced Repetition • Personal Goals Program

Outline

• Two Essential Elements

Transforming the HR Function

Goal Setting

• The underlying message is that each of us has all the talent and ability to become what we want to become despite outside circumstances or conditions. Each individual will take personal responsibility for his or her own success. - leading to greater productivity and effectiveness.

• Benefits of Written and Specific Goals

• “If it is to be, it is up to me”- no complaining, no explaining, no excuses. Just do it! Morale will be higher.

• Participants leave the program highly motivated and more self-confident in their ability to achieve success on the job and in their personal lives.

- Challenges - What is a WINNER? - What is SUCCESS? - Exercise- Thinking Outside the Box

• Developing your OWN personal program

• Achieving your goals • Why 98% of the people do NOT set personal goals?

“Wheel of Life” Exercise • If NOTHING changes, where will you be in 5 years?

10 years?

• What do you want your life to be like?

• What MUST change to make your life better and more fulfilling?

Fun Exercise - “How Sharp Are You?” • The “Slight Edge Principle” *The CRITICAL difference bringing rewards far out of proportion to the margin of victory

What is PMA? • Why & how does your OUTLOOK affect your life?

• Persistences • Famous people who have persevered against all odds • How much is enough?

44

Human Resources and Skills

Adapting to Different Social Styles

T

hrough exercises and examples, each attendee will understand the four different types of personalities or social styles (the Analytical, Driver, Amiable, and the Expressive) and compare their own style to the person they are communicating with. Participants will also learn how to go out of their “comfort zone” when dealing with another individual. Whether that person is a potential customer, a co-worker, or a significant other, this program will help them to better relate to that person.

Each attendee will engage in a powerful exercise that will help determine their particular social style and sub-style. Additionally, they will review the required changes they must make in their own approach to relate to the person of another style more effectively.

1 Day

“People enjoy doing business with people that they like, feel comfortable with and trust.” In this session, the participant will learn how personality plays a large role in human behavior and building relationships.

Objectives • Gaining insight into how other people think and why they act as they do will help the participant to relate to prospective customers and satisfy their special needs.

• Creating a positive climate with a potential client or co-worker is the key to building an enduring relationship.

• How does PERSONALITY play an important role?

• What is YOUR particular Style?

- Driver - Amiable - Analytical - Expressive • How is each Style Unique and Different?

• Going OUT of your Comfort Zone • Creating a Positive Climate • Recognizing Another’s Particular Style • The Significance of Human Behavior

Ad Astra Course Catalogue

45

Fundamentals of Performance Improvement Plans 2 Days

T

his course is recommended for supervisors, managers, and HR professionals interested in employee performance improvement. In this course you will learn how to analyze deficient performance and to identify whether the performance is constrained by a lack of opportunity or capability to perform, or by the work context within which the performance occurs. Once the primary performance constraints have been identified, participants will learn to select and apply one of seventeen proven performance improvement techniques.

Outline Performance Improvement Issues Pinpointing Deficient Performances Analyzing Performance Constraints Types of Improvement Plans Selecting the Most Appropriate Improvement Plan Improvement Plan Design and Implementation Obtaining Manager and Worker Buy-In Managing Improvement Plans Evaluating Improvement Plans Ensuring Improvements are Sustainable

Fundamentals of Performance Measurement 2 Days

T

his course is recommended for supervisors, managers, and HR professionals interested in implementing a performance measurement system. In this course you will learn to align employee performance measures with the organization’s bottom-line and strategy, identify any job’s key results, design an objective measure or measures to track each result, and organize the results in a performance matrix or scorecard.

Outline Purposes of Performance Measurement Choosing the Right Performance Measures Adjusting Measures for Variations in Opportunity Aligning Employee Performance with Organizational Objectives Ensuring Balanced Performance through the Performance Matrix Goal Setting Overcoming Resistance to Measurement Critical Role of Feedback Performance Management using Objective Measures Integrating Performance Measurement with Human Resources

46

Human Resources and Skills

Fundamentals of Performance Pay Plans

T

his course is recommended for supervisors, managers, and HR professionals who are considering implementing or revising a performance pay plan. In the course you will learn how to design and implement commissions, piece-rates, gain sharing, goal-sharing, and profit-indexed performance pay. Participants will also learn how to avoid the pitfalls experienced by many organizations that try unsuccessfully to implement performance pay.

2 Days

Outline Organizational Purposes for Performance Pay What is and What isn’t Performance Pay Behavioral Theory and Concepts that Underlie Effective Performance Pay Types of Performance Pay Plans and When to Use Them Critical Issues in Successful Performance Pay Plan Design Designing Commission, Piece-Rate, Gain Sharing, Goal Sharing and Profit-Indexed Performance Pay Plans Prerequisite Changes in Management Required for Successful Performance Pay Plans Obtaining Long-Term Employee Buy-In Transition Strategies toward Stakeholder or Leveraged Pay

Recommended for

supervisors, managers, &

HR professionals interested in employee performance improvement

Ad Astra Course Catalogue

47

Business Continuity

Business Continuity Masterclass Featuring practical module Exercise Delivery and Development

4 Days

“kicking-off” an exercise by giving participants hints and tips to help them along as well as explaining the rules which control or limit their actions The manner of delivery, including coordination of the various activities involved and maintaining control across an event spanning a number of location

O

rganizations of all sizes and sectors are increasingly at risk of disruption from terrorism, floods, pandemics, power failures, security incidents, technological disruptions and data disasters. Business Continuity methods, incorporating BS 25999 “Code of Practice for Business Continuity Management”, have been developed as an innovative response to such threats and many others, including minor day-day incidents, impacting business life that may have a serious cumulative effect. BS 25999 “Code of Practice for Business Continuity Management (BCM)” is a standard that was published by the BSI and came into effect on 30 November 2006.

Regardless of your previous experience, this masterclass will be your ideal choice if you wish to gain a clear and thorough understanding of how to run a Business Continuity program involving all business activities within an organization. With “Exercise Delivery and Development” featured in this masterclass, it will enhance their expertise in exercising plans and responses. If you are already are involved in Business Continuity it will provide a perfect opportunity to “benchmark” yourself and/or your organization against relevant standards.

Target Audience This program will be especially valuable if your role is directly involved with Business Continuity Management or a closely related business discipline such as Disaster Recovery, Risk, Audit, Emergency Planning, Security, Safety, Faculties or Insurance. If you are involved in the IT component of a business continuity program please see the IT Service Continuity courses.

Outline Through a combination of case studies, exercises, group work and presentations during this interactive program we will cover the key provisions of British Standard 25999 Code of Practice for Business Continuity Management and the 10 international certification standards of the Business Continuity Institute (BCI).

The “lifecycle” components of BS 25999 will be thoroughly delved into. They are as follows: Program Initiation and Management Business Impact Analysis

There is a prerequisite to attend this masterclass.

Risk Evaluation and Control

• A good knowledge of Business Continuity or IT Ser vice Continuity Management

Developing Business Continuity Management

• Other business continuity training that has enabled you to lead, make a major contribution or audit a Business Continuity Program

Emergency Response and Operations

Strategies Developing and Implementing Business Continuity and Crisis Management Plans Awareness and Training Programs

Objectives

Maintaining and Exercising Plans

This masterclass will ensure the participants to gain:

Coordination with External Agencies

• The skills, knowledge and expertise to lead, make a major contribution or audit a Business Continuity program An in depth and detailed understanding of British Standard 25999 “Code of Practice for Business

This masterclass will explore the business continuity advice and recommendations it provides for large, medium and small organizations of all sectors.

Crisis Communications

Continuity Management.”

• Aptitude of how to deliver various categories of exercise and to undertake associated development activities to ensure they are realistic and successful.

Levels covered will include Desktop, Walkthrough, Simulation, Function and Full plan methods.

In addition to the above core topics, we will review many other business continuity issues such as pandemics, BS PAS 77 IT Service Continuity and the UK Civil Contingencies Act.

After attending Ad Astra’s Business Continuity programs, participants will bE eligible for 50

Business Continuity

IT Service Continuity

O

rganizations of all sizes and sectors are increasingly at risk of disruption from terrorism, floods, pandemics, power failures, security incidents, technological disruptions and data disasters. IT Service Continuity methods, incorporating BS PAS 77 “IT Service Continuity Management – Code of Practice”, have been developed as an innovative response to such threats and many others, including minor day-day incidents, impacting business life that may have a serious cumulative effect.

BS PAS 77 was published by the BSI and came into effect on 11 August 2006. IT Service Continuity is the IT component of Business Continuity Programs.

Regardless of your previous experience of IT Service Continuity, this program will be your ideal choice to gain a clear and thorough understanding of this new discipline from a strategic management perspective.

If you are already are involved in IT Service Continuity it will provide a perfect opportunity to “benchmark” yourself against relevant standards.

Note: Prior to BS PAS 77 in 2006, aspects of IT Service Continuity were often referred to as “IT Disaster Recovery.”

Objectives This program will ensure the participants to gain: • The skills, knowledge and expertise to lead, make a major contribution to or audit an IT Business Continuity programs within an organization of any size or sector • An in depth understanding of British Standard Publically Available Specification - IT Service Continuity Management - Code of Practice” from a strategic management perspective

Outline Through a combination of case studies, group work and presentations this interactive program will cover IT Service Continuity as it relates to the 10 standards of the Business Continuity Institute and other relevant business continuity standards. This program will particularly focus on the special role of Business Impact Analysis in prioritising application recovery, cost effectively aligning resilience within IT infrastructures to “the business” and IT Service Continuity plan creation, testing and exercising.

This program will also explore other key topics that related to the program objectives, including:

BS PAS 77 “IT Service Continuity Management – Code of Practice” Virtualisation ITIL BS 25999 “Code of Practice for Business Continuity Management” Pandemics This program will integrate a combination of case studies, group work and presentations to provide an in depth understanding of British Standard Publically Available Specification - IT Service Continuity Management - Code of Practice” from a strategic management perspective. This program will offer IT Service Continuity Management advice and recommendations it gives for large, medium and small organizations of all sectors.

Target Audience

3 Days

Developing realistic exercise scripts and “injects” to ensure all required components of a business continuity program are involved Ensuring safety & security including isolation for a safe learning environment and security measures for the protection of the participants and the business

This program will be especially valuable if your role is involved with IT Service Continuity Management or a closely related IT discipline such as Disaster Recovery, IT Architecture, IT Capacity Planning, Systems Administration, IT Availability, IT Network Management, IT Security etc.

Business Continuity Institute Affiliate Membership Ad Astra Course Catalogue

51

Business Continuity Management

4 Days

Capturing careful observations of the participants’ performance and providing quality feedback to reinforce the lessons learned Recording the full event history for review purposes and formal reporting in order to derive maximum benefit and awareness

52

O

rganizations of all sizes and sectors are increasingly at risk of disruption from terrorism, floods, pandemics, power failures, security incidents, technological disruptions and data disasters. Business Continuity methods have been developed as an innovative response to such threats and many others, including minor day-day incidents, impacting business life that may have a serious cumulative effect.

Regardless of your previous experience of Business Continuity, our exclusive, four day program will be your ideal choice if you wish to learn how to manage a Business Continuity Program. It is based on the Business Continuity masterclass, key strategic management components of other Business Continuity training, topical issues and more.

Objectives This masterclass will ensure the participants to gain: • The skills, knowledge and expertise to manage Business Continuity programs within organizations of any size or sector • The ability on how to create your own Business Continuity Management System for governance purposes

Outline Through a combination of case studies, group work, exercises and presentations the first two days of this interactive program will be based on a Business Continuity Masterclass, approved by the Business Continuity Institute (BCI). This program will also thoroughly cover the 10 certification standards of the BCI and the Disaster Recovery Institute International.

On the third day, there will be a review session many other key Business Continuity issues among the participants such as pandemics, BS 25999 Code of Practice for BCM, BS PAS 77 IT Service Continuity and the UK Civil Contingencies Act. This day will also serve as a “Continuity Clinic” to explore the participants’ interests and concerns.

On the final day, there will be a business continuity exercise for all participants to explore exercises in greater depth. The program will be brought to a close by an explanation of how to create your own Business Continuity Management System for governance purposes.

Target Audience This program will be especially valuable for those who are directly involved with Business Continuity Management or a closely related business discipline such as Risk, Audit, Emergency Planning, Security, Safety, Faculties, Insurance and IT related disciplines such as IT Service Continuity Management, Disaster Recovery, IT Architecture, IT Capacity Planning, Systems Administration, IT Availability, IT Network Management, IT Security etc.

Business Continuity

Finance

Finance for the Non-financial Manager For mid-level managers in functional areas and recently-appointed general managers

2 Days

Utilizing

finance as a

strategic tool to achieve more

profitable business

results

T

his workshop provides executives with a working finance vocabulary to help them better understand the economic outcomes of business decisions and their impact on financial statements. Program participants will learn how to analyze balance sheets and income statements and use financial analysis in decision-making. The program will enhance their ability to communicate effectively about financial issues with senior executives. No prior knowledge of finance or accounting is necessary.

The program will enhance their ability to communicate effectively about financial issues with senior executives. No prior knowledge of finance or accounting is necessary.

decision-maker

Financial Statement Analysis • Income statement, balance sheet, and cash flow statement • Market value versus book value • Accounting income versus economic income

Evaluating Operating Performance • Ratio analysis: Profitability, efficiency, liquidity, and leverage ratios

Valuation Tools • Time value of money • Valuing cash flow streams • Using a financial calculator and spreadsheets

Resource Allocation: Decision Criteria This program’s focus on both Accounting and Finance helps participants develop a well-rounded understanding of language and requirements of financial expectations and performance.

Participants will gain a sufficient depth of knowledge of key financial concepts to apply them immediately in their work.

• Net present value • Internal rate of return • Economic value added

Resource Allocation: Estimating Cash Flows • Incremental cash flow concepts • Treatment of opportunity costs and sunk costs • Treatment of inflation

and better

corporate

Outline

Objectives The program helps participants improve communication with people in financial areas, contribute to financial decisions, and better understand financial statements and the impact of strategic decisions on shareholder value.

• Use finance to improve your decision-making to create value

• Cash flow drivers

Sources and Cost of Capital • Risk—the concept of beta • Costs of debt and equity capital • The weighted average cost of capital

Comprehensive Cases • Resource allocation decisions • Performance evaluation

• Learn how your decisions affect your company’s “bottom line” • Learn the finance language to better communicate with finance professionals in your organization

Target Audience This program will benefit the nonfinancial manager in functional areas such as HR, information technology, marketing, sales, manufacturing, or engineering, as well as the general manager who has been promoted through these functional areas.

Prior knowledge of finance is not necessary.

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Finance

Advanced Finance for the Non-financial Manager For experienced general managers and senior managers in functional areas or business units

A

dvanced Finance for the Non-financial Manager helps senior executives analyze strategic decisions from the perspective of shareholder value. Participants in this program will gain an understanding of how to use financial insights to make and evaluate organizational decisions, with a focus on strategic allocation of corporate resources and merger and acquisition strategies. Participants will also learn how financing policies can become strategic tools to create shareholder value. Some prior knowledge of financial statements is recommended.

As executives rise in their organizations and broaden their responsibilities, it becomes critical for them to consider and understand financial information and how it impacts their planning and decision-making.

Michigan Executive Education offers two programs specially designed to enhance nonfinancial managers’ financial knowledge and help them become more effective executives.

Both general managers and functional area managers will benefit from the unique perspectives these programs offer.

How finance impacts organizational decision-making: • Strategically allocate resources to maximize share holder value • Evaluate companies for acquisitions

Target Audience General managers and senior managers of functional areas whose jobs require more in-depth knowledge of the role of finance in strategic decision-making, including senior executives from areas such as marketing, manufacturing, engineering, human resources, and legal as well as general managers, will all benefit from this program. Participants should have some familiarity with financial statements, such as balance sheets and income statements.

Outline Value-Based Management • Role of finance in business strategy for value creation

Resource Allocation to Create Shareholder Value • Decision criteria: net present value, internal rate of return, economic value added • Cash flow drivers and their measurement • Cost of capital and its measurement

Evaluating Companies for Acquisitions • Why many acquisitions fail and how to make them succeed • Valuation of companies (DCF and multiples methods)

• Understand the role of financial policies in corporate strategy

• Pitfalls in company valuation

• Evaluate your organization’s financial performance

• Capital structure and shareholder value

Objectives This program helps senior managers analyze strategic decisions from the perspective of shareholder value. The course also explains how financing policies can be strategic tools and how they enhance shareholder value. Participants in this program will gain an understanding of how to evaluate strategic decisions from a shareholder value perspective, how to evaluate firms for acquisitions, how to strategically allocate resources to maximize shareholder value, and how to measure value created. They also learn how to assess the impact of financing decisions on shareholder value.

Ad Astra Course Catalogue

2 Days

Financing as a Strategic Tool • Payout policies (dividends, share repurchases) to create shareholder value

Performance Evaluation • Linking performance measures to shareholder value • Profit vs. Value: Economic Value Added (EVA) and Return on Capital Employed (ROCE)

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Financial Management

3 Days

“... they need a solid grip of the financial/budgeting and forecasting principles, processes and terminologies.”

T

his workshop provides the understanding for manager to understand the impact of decision on the bottom-line of each organization. Whether the responsibilities cover Operation & Logistics, Sales & Marketing, Planning & Production, IT & System, HR & Legal, in order to make the numbers work, they need a solid grip of the financial / budgeting and forecasting principles, processes and terminologies. This program will bring participants’ management skills to another level. In this program, participants will actually put the information into a real time, performance based, skill building perspective using individual and small group exercises.

Outline Fundamentals and Foundations of Finance Introduction to Finance and Accounting The 3 financial statements – how they link, how they differ The Accounting Process – source, documents, ledger and reports Forecasting Process Costing and Cost Allocation Process Managing Working Capital Manage Cash Flows, Financing Investment and Risk Management

Objectives • Understand the contents of balance sheet, cash flow and income statements

Cash Flow Risk Management Production Capacity

• Develop operational budgets for both short and long term projects

Evaluating Investment Proposals

• Contribute to robust, cost management and working capital management

Regular Performance Review

• Review financial statements using ratios to assess your organization’s strengths and weaknesses • Understand different approaches to value businesses and intangible assets

Performance Appraisal and Ratio Analysis Financial and Ratio Analysis Practical application Techniques for Valuing Businesses and Assets

Target Audience This program is designed for managers who have recently assumed responsibility for budgeting, costing and the bottom line, but not limited to: General Managers, Senior Managers, Vice Presidents, Directors, Managing Directors, CEOs, Chairman, Presidents, Sales, Marketing & Business, Development Managers, Project Managers, IT & Systems, Infrastructure Managers, Corporate Lawyers, Company Secretaries, Operations & Logistics Managers

58

Finance

Managing Problem Loans

T

his course is developed based on the lessons learned from the failures of the 1980s and early 1990s that have been at the forefront of problem loan management work across Asia. This course has been designed and written using the knowledge gained both in Australia and working in Asia over the past 12 years.

Objectives By the end of this course, participants will:

2 Days

• Understand the normal process of corporate failure, and understand that failure is the last step in a chain of events, not the first; • Appreciate the major causes of failure;

This course has been presented in ten countries in Asia, in South Africa and in Netherlands over the past few years. It is successful because it provides a combination of Australian problem loan experience and very deep practical experience derived from managing problem loans in countries as diverse as Pakistan, India, Sri Lanka Nepal, Bangladesh, Philippines, Indonesia and Thailand.

• Be aware of the financial and non financial signals of impending failure; the ways in which borrowers attempt to disguise those signals, and how to structure their banks’ monitoring protocols to highlight the signals, so as to identify impending failure early, rather than late in the process;

The course makes extensive use of case study materials based on cases in several of these countries. The case studies are presented in a variety of ways, to maintain participant interest. The course is presented in a highly interactive way to ensure that all participants take part in the discussions, introduce issues of concern to them, and are given the opportunity to challenge approaches that they may initially consider inapplicable to their country.

• Know, and be able to apply within their bank, the steps necessary to:

• Know what immediate steps to take on becoming aware of a possible corporate failure;

1. Take control of a failing business; 2. Obtain the information necessary to determine an appropriate strategy for each failing borrower; 3. Determine and implement a strategy specific to each failing borrower.

4. Decide how to maximize cooperation from uncoop erative borrowers.

5. Implement that strategy so as to maximize the recovery and/or minimize the institution’s loss.

Outline Understanding the business environment in which companies operate Company specific causes of failure Warning signals of potential failure Establishing the proper monitoring systems & practices How a bank should handle problem loans Practical steps for the management of problem loans

6. Work with other lenders - whether in a formal syndication or otherwise - to minimize conflict be tween lenders.

7. Use of other modalities to strengthen lenders’ position, such as formal and informal mediation, aggressive collection action, etc.

• Understand the interaction between problem loan management and the legal environment in their country; • Be aware of a number of specific legal issues that either do complicate, or have the potential to complicate, the effective management of problem loans within their country.

Understanding the legal environment, and legal issues, including: Shadow directorships Lender liability Environmental risk Case Studies & Exercises

Ad Astra Course Catalogue

59

Sales Marketing

Comprehensive Professional Sales

4 Days

T

his is a 4-day program covering all the essential elements needed to build a successful sales team and to increase organizations’ profit. The program combines the eight most effective sales modules with exercises and role-playing.

We also offer opportunity of having our trainer come to the location in advance to create a custom program.

*The overview of each module is explained on the following page.

Outline Motivating Personal Growth* Building Rapport & Relationship* Adapting to Different Social Styles* Questions and Exploring for Needs* Active Listening* Selling Benefit* Selling Value* Overcoming Objections* Sealing the Deal: How to Close any Sale*

Completely satisfied customers are 42% more likely to remain loyal then merely just satisfied or neutral customers. (Wall Street Journal) According to the Wall Street Journal, only 9% of prospective customers determine which company they will do business with and or buy from based SOLELY ON PRICE.

Building Rapport AND Relationships 1-2 Days

A

ll professionals need to be prepared mentally, physically, and emotionally for the day ahead.

This program provides participants with a checklist of all the items they need to do to start the day. Setting daily goals, checking one’s attitude, using positive affirmations and visualizations, and being up-to-date are all part of the process.

In the second part of this program, participants will learn ways to build trust and rapport as well as establish relationships with their customers and/or their co-workers. Participants will share their techniques with each other by means of a brainstorming group exercise, and in addition, receive fresh insights from the instructor.

Why is it important to develop relationships with the prospects or customers?

It is a fact that people like to do business with people that they LIKE.

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Objectives Participants will be better prepared for each day, relate more effectively and positively with their customers and fellow workers, and will learn to better understand how to make prospective customers feel valued and special. * Prepare for the day.

Checklist of items to-do: • Voice Mirroring • Building Trust & Rapport • Making Customers Feel Valued and Special • People do Business with people that they LIKE • Why do People Really BUY from a seller?

• Establishing Goals for the day • Why do Customers remain Loyal?

Sales Marketing

Questions and Exploring for Needs

A

sking questions is an effective way to uncover the customer’s needs. Questions can control the stream of conversation in any chosen direction. Sales executives can point out the value of owning the product they are selling and how it fills the needs they’ve discovered in the questioning process.

If questioning is not handled in an understanding way, it can cause anxiety in the customer and defeat the purpose of showing how the product can fill the customer’s needs. Each participant will learn the five functions of questions through the use of the allimportant Question Map.

Advanced questioning techniques will be explored that will get the customer thinking about WIIFM (What’s in it for me?) in choosing the product over that of the competitor’s.

1-2 Days

Objectives The sales agent will become more adept at asking the right questions and discovering the customer’s needs, leading to a choice of the product.

Participants will gain skills at fathoming a customer’s needs and to focus on filling them to conclude the sale of the product.

Outline Using the Question Map The PROPER way to ask a question The Different Types of Questions: • Closed • Open • Paraphrase

Asking the “Right” Question to Get the “Right” Answer Uncovering Needs Definite vs. Indefinite Needs Advanced Questioning Techniques W. I. I. F. M.

Ad Astra Course Catalogue

“Questions can control the stream of conversation in any chosen direction.”

63

Active Listening

1-2 Days

T

his listening workshop will enable each participant to learn how to listen effectively.

Listening should NOT be taken for granted.

Participants will learn and practice the two rules of becoming an effective listener: 1. Act like a Listener - Learn to Focus on What is Being Said 2. Listen to Understand Participants will learn to respond to their prospective customer by utilizing good, active, verbal listening cues and techniques, which will

let them know that they are listening effectively.

Effective listening skills will help them build better rapport with their client. Attendees will experience firsthand by utilizing a set of dominoes, the importance of giving and receiving feedback and developing an attitude of wanting to listen.

A listening test will be given at both the beginning and at the end of this program so the participants will be able to see how much they have learned.

Objectives “Effective listening skills will help them build better rapport with their client.”

• Each participant will become a more successful communicator and listener.

• Listen to UNDERSTAND

• Participants will experience firsthand the value of becoming an effective listener.

• Using Dominoes to demonstrate Communications

• Participants will learn to assure their customers that they are being listened to and understood.

• Take the Listening TEST

• Listen or Take Turns Talking?

• Learn to Listen Effectively

• How Listening will help with Building Rapport

• Developing an Attitude of Wanting To Listen

• Letting the Customer Know that they are being listened to

• Act like a Listener & Focus

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Sales Marketing

Selling Benefits AND Selling Value Demonstrating the Value of Your Product

I

n this workshop, participants will learn the difference between a FEATURE and a BENEFIT. Examples will be given relating to the particular product or service being offered. Each attendee will develop a matrix of features for these products or services, and then they will CHANGE them into meaningful, viable BENEFITS. Attendees will learn how to present what they are trying to sell to the customer utilizing good, powerful, BENEFIT oriented words. Additionally, there will be a discussion of Yale University’s list of the “Seven Most Powerful Words in the English Language”, which have been proven in getting to persuade people to act.

Each person will take part in an interactive workshop where they will learn and understand how to introduce the appropriate benefit in their sales presentation to their prospective customer.

Participants will each take part in a group exercise.

The class will be divided into teams and each team must present their “case” as to why a customer should buy THEIR product as “opposed to the competitors’ product” by stressing the benefits of their offering. A “judge” will score the teams on how well they presented their “case” of selling BENEFITS. Each member of the winning team will get a prize.

Selling Benefits The participants will better understand how to sell what people WANT to buy, the particular benefit they want out of the product or service.

1-2 Days

Participants will see the value of utilizing the “Power Words” when attempting to persuade the prospects to realize the value of what it is being sold.

Feature or Benefit? People BUY what Products can DO, NOT what they are: • Security • Convenience • Peace of Mind • Economy • Save Time • Reliability • Save Money Customers buy BENEFITS Using a “Transition Bridge” to Turn a Feature into a Benefit Presenting the Case in Court (Fun Exercise) Selling what People REALLY Want to Buy

Selling Value • Learning to Build Value into Offering • Why Customers Buy Value • VALUE is a Psychological Concept ONLY • Value vs. Worth • Increasing the Value in the Customer’s MIND • Selling the Value of the Product or Service • What Value or Worth Does the Product Have?

(Exercise)

learn the difference between a FEATURE

& a BENEFIT Ad Astra Course Catalogue

65

Overcoming Objections

1-2 Days

O

bjections are a fact of life - they come with the territory. They usually can be limited to just a few categories (4 actually) - the rest are just variations of the theme. All objections can be handled in virtually the same manner. We will list every conceivable rebuttal or objection that the client could possibly raise, and demonstrate how they are handled successfully using the same methodology.

Participants will learn why objections occur, how to clarify objections in order to ferret out the real concern of the prospective client, and build trust in the process without engaging in a price war. They will learn the difference between “valid” and “invalid” objections and the best way to respond to each.

They will be more attuned to obtaining definite, concrete information that they can respond to as opposed to “fuzzy”, abstract, unclear statements that cloud the real issue.

In the workshop portion of this session, participants will be able to voice all the objections they encounter when they attempt to sell their product or service.

Objectives Participants will be more confident and knowledgeable in rebuttals when prospects say “No.” The representative or sales person will learn how to differentiate between the “valid” and the “invalid” objection so they can be handled positively and effectively

Outline The Four “P’s” of Objections: • • • •

Price Product Personal Postponement

Valid vs. Invalid Objections Why are Objections Raised in the First Place?

How Should Objections be Handled?

Using the ALLURE method of handling objections, each student will learn to become more adept at handling customer objections and to be able to respond in a collaborative as opposed to a confrontative manner.

What REALLY are the Issues?

Answering Objections, Issues & Concerns POSITIVELY Using the ALLURE Method Effectively Handling Objections Professionally

learn the difference between “VALID” & “INVALID”

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Sales Marketing

Sealing the Deal How to Close any Sale

F

ear of rejection is the primary reason why sales people do not ask for the order. Participants will be introduced to a different way of viewing rejection. Remove the fear of failure by learning to use trial “closes” or “temperature taking questions” to feel out a client. Participants will be taught to recognize a “buying signal” and ask for the customer’s commitment in a non-threatening manner.

all of the others. Value is NOT in the product; it is a psychological concept in the mind of the customer, a measure of their product or service and makes it worth MORE in the customer’s mind.

1-2 Days

The program closes with a group exercise project in which participants will demonstrate their ability to building value into what they are selling.

Since many clients view a product or service as merely a commodity, it is critical that the representative learn how to build value into their offering to differentiate their product or service from

Objectives

Outline

Participants will close more quickly, confidently, effectively, and more successfully.

The Number 1 Reason Why Sales People Do NOT Ask for the Sale

They will understand what the concept of value is to be able to increase their value of sales.

Removing the Fear of Failure What are Trial Closes?

How to Recognize a Buying Signal Seven PROVEN Closing Techniques What to do After Asking a Closing Question?

Helping the Customer Make that Decision Close Quickly, Effectively, Confidently, and SUCCESSFULLY

Ad Astra Course Catalogue

“Value is NOT in the product; it is a psychological concept in the mind of the customer”

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Business Marketing

2 Days

“ Is your business impacted by emerging markets?”

o you face competitive challenges from new entrants? Is your business impacted by emerging markets? Is power shifting as your customers become more consolidated, powerful and demanding? Are your markets commoditizing?

Business Marketing will help you deal with these questions. Throughout the program you will be challenged to think strategically, make tough choices and take the next steps.

D

Target Audience

Objectives

Features

• Improve the tools used by senior marketing, sales and business line managers to develop and implement winning business-to-business marketing strategies

Real learning with real impact through sharing, collaboration and support

• Explore critical challenges in industrial products, service businesses, and companies that market products and services based on new technologies • Facilitate the exchange of ideas with peers facing similar issues in different industries • Stimulate new ideas for how to evaluate opportunities, shape a profitable market, differentiate offering and map out a better strategy and be encouraged to apply what is learned directly in business by setting the marketing agenda.

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Business Marketing is for senior managers from marketing, sales, and business line management positions. Most participants have at least 10 years of business experience. Some participants are general managers or have high levels of responsibility in business development, R&D, planning or other marketing-related areas.

Highly experienced Faculty Real-life case studies Project work Small-group and classroom discussions and debates Every session will help the participants define a problem, find a solution and then apply the learning to their own and their peers’ business.

Sales Marketing

Marketing Strategy in Business Markets Effective Presentation Skills

T

his program is a comprehensive and challenging three-day program that provides the participants with cutting edge frameworks, perspectives and techniques to manage their product and service offerings in the non-consumer marketplace. The program focuses on the global business-to-business market, meeting the challenges presented to contemporary marketers across a broad spectrum of industries. This program will help them develop effective marketing strategies for the long term and think about their company’s marketing tactics on four levels: markets, customers, segments and technology.

Objectives Marketing Strategy in Business Markets focuses on providing its participants winning techniques and skills for building effective business-to-business marketing strategies.

After completing the program, the participants will develop a sound understanding of how to: • Transform marketing strategy into winning business marketing tactics.

• Offer value that exceeds customer expectations.

• Build a firm foundation in the specifics of business- to-business markets.

• Analyze the entry to new markets and evaluate the existing ones.

• Perceive a global overview of strategic market potential.

Target Audience

This program is designed for mid- and senior-level executives who have direct implications in their organizations’ marketing and sales responsibilities.

The target markets for this program are medium and large companies from a broad spectrum of businessto-business organizations such as industrial product manufacturers and business service providers.

3 Days

Outline Global Market Overview, Examination, Implications, and Evolutions The differences between business-to-business and business-to-consumer markets: differences and differentiation strategies Recent Developments in Customer Management Thinking Understanding and Measuring Customer Value in Industrial Markets: understand, identify and measure what customers value Strategies for Delivering Value through Technology.

Moving from Products to Solutions and Added Value Selling Developing New Communication Techniques in Business-to-Business Markets The Impact and Advances of Supply Chain Management.

• Exploit the impact of new technologies and pro cesses upon business-to-business markets.

• Develop and manage a wining portfolio of products and services.

• Make the transition from products to solutions and added value selling.

• Examine marketing channels based on customer needs.

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Strategic Brand Management

3 Days

T

his 3-day program provides participants with the latest practices and cutting-edge strategic insights to help them build and manage strong, successful brands in today’s highly competitive global business environment. It combines the latest brand management theories and tools with a wide range of up-to date relevant case studies to help course participants quickly grasp new branding concepts and make them immediately applicable to their professional contexts.

Target Audience This program is designed to be of high relevance to those executives who would like to gain an understanding of winning brand management strategies. The program content is relevant to a wide spectrum of product and service industries.

Outline Objectives

Strategic Role of Brands - Setting a framework

This program is designed to help participants gain innovative brand management insights, optimize their techniques and discover new brand management tools.

Brand Identity – Defining brands strategically

• Grasp the power of brands as drivers of strategic business growth • Develop robust brand identities and brand positioning • Understand the benefits of a well-defined brand architecture and portfolio strategy • Discover innovative branding strategies and approaches • Understand the most effective ways to implement new brand strategies • Realize the value of developing a differentiated customer experience • Increased knowledge of how to manage the internal politics of implementing brand strategies

Targeting – Focusing on the right customer segments Brand Architecture and Portfolio Strategy – Organizing winning brands in the marketplace What is brand architecture and brand portfolio strategy? Which brands should do it? How can we grow out brand to its maximum potential? Stages of brand architecture

Brand Implementation Deliver the promise of the brand Develop a brand-driven culture in the organization The Internal politics of launching a new brand strategy Metrics – Measuring and managing brand way to succeed

• Explore the most effective ways to build a brand- driven culture in the organization • Understand requirements for successful brand measurement and metrics

70

Sales Marketing

Creating the CustomerCentric Organization

C

Customer-centric is increasingly becoming the key source of competitive advantage in today’s global marketplace. The challenge arises when trying to manage the organizational complexity that surfaces when implementing a truly customer-centric strategy. Organizations must align all aspects of their business with the target customer value proposition. In order to be successful in implementing a sound customer-centric strategy, everyone in the company needs to make decisions consistent with this strategy.

Target Audience

Creating the Customer-centric Organization is a challenging 3-day international executive program designed to help executives gain competitive advantage by achieving customer-centricity for better profitability.

Participants will learn the latest tools and insights that will allow them to create their own winning customercentric strategy and outperform their competition.

Outline

Objectives

Strategic capabilities for customer-centric

• This program equips strategic insights to help participants build a successful customer-centric organization. Participants will develop a sound understanding of how to: Analyze the impact of customer-centric strategy on revenues, profitability and growth • Understand the organizational implications of customer-centric strategies and the organizational challenges that need to be met

This program is designed for business executives who strive to transform their companies into customer-driven organizations. The program equips participants from both marketing and non-marketing functions and B2C or B2B settings who require a solid understanding of how customer-centricity is best utilized to deliver profitability to their organizations.

3 Days

Strategic capabilities for customer-centric Examine the fundamental capabilities that a company has to develop in order to become more customer-centric, giving a birds-eye view of the scope and content of the organizational changes associated to customercentricity.

Explore new strategies to navigate new product and service development more efficiently by utilizing the firm’s periphery for innovation.

Focusing on the relation with each individual customer Explore how to determine the value of each individual customer for the business and how to retain the ones that offer the highest value, as well as the switching costs associated with their loss.

• Organize their organization by customer segment units that establish ownership of the customer experience • Delight their customers by delivering value propositions that competitors cannot match • Achieve customer satisfaction by understanding and adapting to customer needs rapidly and efficiently • Identify and exploit all customer channels • Measure customer value for long-term profitability • Implement a customer-focused culture within their organization • Innovate by improving the value propositions of customers

Outperform your Competition in

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Profitability 71

Blue Ocean Strategy

2 Days

B

lue Ocean Strategy (BOS) takes the participants on journey where both markets and profits are yet to be discovered. Blue Ocean Strategy is not about competing; it’s ultimately about creating new markets and making the competition irrelevant. BOS is a simultaneous pursuit of differentiation and low-cost to create new market space. It is about challenging assumptions about strategy, redefining market boundaries and making the competition irrelevant rather than competing on established ground. It is geared towards creating new market space and encompasses the entire value chain from product, service and delivery, and costs to pricing, instead of any one function.

Organizations need to establish the current state of play (value curve) of the industry they operate in and identify how they can differentiate themselves from their competitors by Reducing, Raising, Eliminating and Creating key elements within their core offering to their customer groups. Management needs to consider reconstructing existing boundaries and industry structures that dominate management thinking in their industry. Existing boundaries and structures should not hinder them from identifying ways to create new demand. They ultimately need to shift thinking from Supply to Demand!

This course will provide an in-depth understanding on how Companies and Institutional can benefit from Blue Ocean Strategy thought process.

Target Audience This program is designed for executives with the power to initiate change in their organizations, and those responsible for or contributing significantly to the development and implementation of customercentric strategies and initiatives. Typically, this includes general or group managers, directors of strategic planning, and heads of major functions.

Reconstruct your Industry.

Outline Strategy Waves & Fundamentals of Blue Ocean Strategy Challenging conventional wisdom Capturing the current state of play Reach beyond existing demand Development of our strategy canvas and value curves The BOS development process Capturing Noncustomers

Objectives

Simultaneous pursuit of differentiation and low cost

• A thorough understanding of Blue Ocean Strategy thought process

Case study, group exercise, feedback and discussion

• Knowledge of the tools used and more importantly when and where to apply them

Map the business portfolio for current business units /products/services

• A clear understanding of the existing state of play

Visualize our current strategy on products and services

• Insight into what constitutes a major leap forward in real value to both existing customers and noncustomers • Insight into how to go about challenging market assumptions through applying the ‘six paths’ process

Understanding existing customer experiences Identify immediate industry blockages and pain points Where our strategy needs to change

• A real connection with ‘value innovation’ and how to identify whether the industry has potential areas that represent an opportunity to drive down the industry cost structure

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Sales Marketing

Create New Demand and Profits.

Eliminate or Reduce Unnecessary Cost in your Industry.

Next steps in the BOS process

phase i

strategy waves Blue Ocean Strategy Theory

phase II

Visual Awakening Framework to capture ‘Field Inputs’

phase III

Template for three tiers of Non Customers Series of ‘To Be’ Scenarios

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Strategy Canvas & Value Curve

Map PMS Portfolio

Visual Exploration to capture ‘Field Inputs’

Buyer Experience Cycle

Visual Strategy Creation Framework to capture ‘Field Inputs’

Six Pathways for industry

Four Actions Framework

Visual Strategy Creation

ERRC Grids

Draft Profit Model and Pricing Scenarios

Final ‘To Be’ Scenario

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Logistics and Supply

Supply Chain Management

2 Days

Achieving your company’s

objectives through

strategic supply chain management

T

his workshop offers a structural, conceptual and practical background that is required for improving the overall supply chain. It will discuss both strategic and operational, including the change process, issues related to structuring and managing the entire supply chain. The focus will be on successfully implementing and/or optimizing a total supply chain, keeping the possible pitfalls in mind.

Consultants or general managers who would like a broader understanding of how different parts of supply chains fit together will also find this course valuable.

This program provides a theoretical, conceptual and practical basis for learning and applying the latest supply chain concepts that will be illustrated by case studies and practical expertise.

Outline

Objectives The objectives of this program: • Explore successful supply chain practices and how to implement them in your own organization • Develop a framework for implementing effective inventory control, distribution, and logistics management methods • Learn how to partner with suppliers and customers to reduce global costs and increase service levels • Acquire the tools to evaluate how supply chain management improvements can affect your bottom line • Learn to organize and/or restructure the business processes within his supply chain, while keeping in mind a long-term strategy • Understand a theoretical, conceptual and practical basis for learning and applying the latest supply chain concepts • Acquire a range of strategic options, areas of action, tools and techniques will be discussed in a detailed but practical way, keeping in mind the forces that are driving the re-design of the total supply chain

Target Audience This program is designed for senior- and middle-level managers with responsibilities such as supply chain management, distribution management, inventory control, e-business, and procurement.

Managers responsible for implementation of new information, decision support, and enterprise resource planning will also benefit from this program.

Introduction to Supply Chain Management • Framework for supply chain decisions • Measures of supply chain effectiveness • Key issues in supply chain design

Inventory Management and Risk Pooling • Inventory management with demand variability • Effects of lead times and supplier reliability on inventory management • Risk pooling • Bullwhip effect

Supply Chain Simulation Supply Chain Integration • How to counter the bullwhip effect • Information as a replacement for inventory • The role of the Internet in supply chain integration

Strategic Partnering and Outsourcing • Vendor-managed inventory vs. continuous replenishment or quick response • Third-party logistics

E-Business • Effects of e-business on supply chain design and integration • E-business: opportunities and pitfalls • Different e-business models from a supply chain perspective • Electronic marketplaces and their effects on the supply chain

Accurate Response in a Global Supply Chain • Making sourcing decisions in a global supply chain: opportunitie and risks

Information Technology and Decision Support Systems Logistics Network Design: Concepts and Tools Design for Supply Chain Management • How to design products to improve supply chain performance Mass customization

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Logistics and Supply

Managing the Complete Supply Chain

M

ost supply-chain programs focus on productivity and efficiency. Managing the Complete Supply Chain moves beyond this and treats the supply chain as a fluid network of companies – a network capable of orchestrating collaborations, services and linkages in order to optimize value to the customer.

Objectives

This workshop offers the world’s first supply-chain program that focuses on the extended enterprise, with the power of leading supply-chain perspectives. It brings in and incorporates strengths in sourcing and outsourcing, procurement, risk management, customer-supplier relations, supply-chain dynamics, supply-chain evolution, supply-chain structure and benchmarking.

• Orchestrate the balance of power and behaviors to drive the extended enterprise

This program will help the participants to:

3 Days

• Map and manage the links and risks in your ex tended supply chain • Challenge atomization and look at collaboration and various forms of integration

• Understand how to design smarter interfaces, recognize opportunities for after-market services and manage internal changes needed to make it happen.

Target Audience This program is designed for senior executives, teams and entrepreneurs who are responsible for innovation strategies and put them into action.

Participants should have significant input into the technology and innovation strategy of their organizations. They should also play an influential role in innovative activities, being able to look up and down the value chain to identify promising strategic opportunities.

New approaches that

go beyond traditional scheduling & manufacturing

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Planning the Strategic Supply Chain

2 Days

“ It focuses on supply chain improvement, through the use of a carefully structured process.”

T

his program is intended to identify of weaknesses and the recommendation and implementation of supply chain improvements can be a daunting prospect. It focuses on supply chain improvement, through the use of a carefully structured process. It guides individuals and teams through the analysis of an existing supply chain, the identification of areas of underperformance, consideration of various improvement options, and the selection and implementation of the most appropriate option.

Target Audience

Objectives

Developing Options

• Understanding of supply chain strategy • Identification of weaknesses within a virtual supply chain • Implementation improvements within the unique SCIL world simulation

Outline

• Approaches to inventory management investigating and explaining the problems • Suggested improvements • Inbound and outbound transport activity and detail improvements and recommendations • Advantages and disadvantages of insource vs. outsource • Enhanced relationships with customers and suppliers • Information systems

Analyze the Existing Supply Chain

• Detail opportunities for improvement

• Thread Diagrams • Analysis • Audit

Selection and Implementation

Investigation of Requirements

• Develop a supply chain plan that identify the benefits

• Determine future performance objectives • External benchmarks to be included

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This program is aimed at managers with a tactical or strategic influence on the operation of their companies’ supply chains. It would also be ideal for a company working party tasked with enhancing their organization’s competitive advantage by improving their supply chain.

• Interaction between the supply chain performance drivers

• Implementation: the major obstacles and how to overcome them

Logistics and Supply

Supply Chain Flow

T

o This workshop deals with the issues of identifying the demand for products and then balancing this with the appropriate supply, addressing key issues involved with determining the level of demand. Aspects of supply planning are then explored, highlighting the need for different strategies for different products.

The use of inventory to balance the flows between supply and demand is then covered, together with the management issues surrounding the attainment of a consensus supply chain plan. A key element throughout is the development of repeatable, crossfunctional processes. The program is concluded with an exploration of the opportunities of collaboration.

Organizations considering engaging external consultants to plan the implementation of major supply chain changes, may find it more cost effective (and certainly more motivational) to use this Master Class to provide their own people with the expertise to manage this implementation themselves.

2 Days

Outline Demand Planning • Consensus forecast with cross functional components calculation • Forecasting techniques • Impact of various demand features on a forecast

Objectives

• Impact of monitoring forecast performance and taking corrective action

The program is relevant for anyone involved with or interested in the planning of supply chain flows. It will also provide those directly engaged in the supply chain with an understanding of the broader commercial issues affecting supply chain activity. By addressing the five aspects to the program: Demand, Supply, Inventory, and Supply Chain Planning and Collaboration, at the end of the programs the participants should acquire the knowledge and skills to:

Supply Planning

• Understand the current processes and future needs of the process

• Positioning of inventory within the supply chain

• Understand the planning and effective management of the supply chain flows that can positively impact on company profitability and customer service

• Parameters involved in the calculation of safety stock

• Segmentation factors determining supply chain combinations • Evaluation of supply chain strategic requirements • Configuration of strategic supply chain • Different definitions of time on supply chain activity

Inventory Planning • Managing inventory at each stock point

• Various systems for managing inventory levels

Supply Chain Planning

Target Audience This program is intended for managers who require hands on understanding of the techniques used to plan and integrate the flow of goods through the entire supply chain. Participants generally will be people who have (or who aspire to) a tactical or strategic role in a retail environment. This program is particularly relevant to organizations looking to plan new operations, review existing processes or to develop collaborative partnerships with suppliers or customers.

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• Balancing supply and demand using factors involved in sales and operations planning • Determining demand to assess supply requirements • Analysis to develop plan sensitivities

Collaboration • Identify and select appropriate partners for supply chain collaboration • Benefits from collaborative relationships

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Strategic Inventory

2 Days

I

t is highly essentials that inventory management meets the required level of service to customers while minimizing the costs involved in delivering that level of service. Effective inventory planning delivers to organizations the means to get the four “rights” right - ensuring consistent delivery of the right product in the right quantity to the right place at the right time. The most effective inventory plan is one that minimizes the cost of holding inventory, yet avoids stock-outs so that customer service levels coincide with company goals.

Outline Analyze the Existing Process • Analyzing how the cost of holding inventory changes as it moves down the supply chain • Consider the decoupling point position for each product group • Financial impact of variability • Forecasting techniques

Investigation of Requirements

Objectives • Analyze the inventory planning function • Investigate current and future requirements.

• Develop options for functional improvement • Recommending the optimum improvement to be implemented • Understand the competitive advantage from astute inventory planning and management

• Developing the ideas from the analysis of the existing process • Impact of changing service level, availability targets, forecast accuracy and lead times • Plan for measuring and improving inventory performance

Developing Options • Collaborating Planning, Forecasting & Replenishment (CPFR) • Vendor Managed Inventory (VMI) • Traditional inventory management approaches • Distribution Requirement Planning (DPR)

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Target Audience

• Different configurations of logistics networks

The program is designed for people who have (or who aspire to) a tactical or strategic role with responsibility for balancing optimum stock levels with excellent service to customers.

• Summary on business strategy, reduce costs and improve availability

Investigation of Requirements

• Detailed report on implementation and recommendation of course of action

Logistics and Supply

Trainers

Trainer 1 This negotiation specialist is a practicing attorney specializing in International negotiation and contracts and is also a negotiation management consultant and lecturer. He has presented negotiation workshops and programs for over 25 years to more than 100,000 executives worldwide. His work as a consultant and speaker has brought him into contact with top business and government executives, organizations and associations, and educational institutions with programs in more than 30 countries.

A former partner of a prestigious law firm, he worked in commercial litigation and specialized in the negotiation settlement of all cases for the firm. He and his partner have advised President Carter and Clinton. They negotiated Bangladesh’s independence and helped draft the Declaration of Independence for the new country of Bangladesh, which was signed in their law office.He did law work for the countries of Bangladesh, Cameroon and India. He is an acclaimed negotiation specialist and lecturer and past faculty member of the New School in New York, New York, where he taught

courses on negotiation and international protocol. He has trained many sales and purchasing personnel, administrators, professionals and executives in the aspects of doing business and the negotiation process. During this time, he has successfully consulted and resolved numerous sensitive negotiations and worked with a variety of trade and commercial associations.

He has lived and worked in Japan and Taiwan. He has conducted trainings and taught at over 30 prestigious universities in the US and around the world. In addition, he has consulted with Fortune 100 and over 500 organizations.

His clients include: IBM, Westinghouse, SmithKline, Babcock & Wilson, INCO, American Express, Dow Corning, Internal Revenue Service, Time-Warner, General Electric, Citibank, Hewlett-Packard, MCI, Federal Reserve Bank, Boeing, JP Morgan, NASA, Esso Chemical, Newmont Mining, Price Waterhouse and many more.

Trainer 2 He is a practicing attorney and is admitted to practice before the courts of the States of New York and Pennsylvania, as well as the District of Columbia. He has had broad legal experience as a trial attorney in major Federal and State matters. He has served as an attorney and an administrator of the United States Department of State, Agency for International Development at a variety of posts in the United States, Africa, Middle East and Far East, in which capacity he has negotiated with high officials of foreign governments and international organizations. He has served as vice-president and general counsel to a major international agribusiness conglomerate, and has negotiated contractual and labor matters on a worldwide basis.

In the public area he has conducted workshops at the Michigan Municipal Risk Management Association, Nevada Power, Smurfit, the Port of Authority of NY & NJ. Overseas he has lectured in Chile, Brazil, Singapore, Malaysia, Austria and Peru.

Also, the United States Department of Energy, United States Air Force and many others.

As a former “Chief of Employee and Labor Relations� for the District of Columbia, he has been involved in developing, negotiating and implementing a labor relations program in a major American urban center.

He is the Executive Director of Human Rights Advocates International an NGO of the United Nations and 1 of 3 rotating representatives to the United Nations. He is Chief Legal Counsel for HRAI and negotiates with and on behalf of the United Nations in a variety of programs worldwide.

He is an adjunct professor at Kean University and was a member of the faculty of the New School for Social Research in New York, teaching negotiation and has taught at the Harvard Graduate School of Business, New York University and University of California at Berkeley.

As well as many prominent universities throughout the world, he has also trained many diverse groups in the private sector.

These groups include General Motors, Coca-Cola, Maersk Data, Toshiba, Michelin North America, Merrill Lynch and many others.

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Trainers

Trainer 3 This trainer is a best-seller author. He creates specific courses to fulfill the individual needs of his clients in improving their negotiation, sales, communication, presentation, and management skills. He is a consultant to the United Nations on negotiating skills.

He has conducted training in such cities as Bangkok, Hong Kong, Jakarta, Kuala Lumpur, Manila, Singapore, Taipei, Kuwait, Vancouver and Victoria. In the US he presented a popular public workshop entitled “How to Find and Sell New Customers” to more than 75,000 top sales representatives under the joint auspices of Dun & Bradstreet and the US Chamber of Commerce. BusinessWeek magazine reviewed him as being “one of America’s leading business educators.”

Jamaica, Mrs. Field’s Cookies, Marriott Food Services, Maritime Overseas Corp., Wachovia Bank, VerticalScope, Bobcat, Global Investment House, Mars Inc., U.S. Nursing Corp, Avaya, New York State Electric and Gas, Northern Telecom, International Business Brokers Association, Pacific Bell, Sun Life of Canada, The United Nations and the US Department of Defense.

Highly sought consultant, he was a tenured professor of communications in the State University of New York. He received his Doctorate from New York University.

He has trained and coached negotiation skills for managers and executives for: The American Management Association, ARCO, CIA, Chicago Tribune, Dun & Bradstreet, Esso and Exxon, Federal Express, The Government of Barbados, Government of

Trainer 4 For more than twenty years, this trainer has practiced and taught negotiating, and other significant management techniques, to industries as diversified as manufacturing, sales and marketing, publishing, banking, import/export, and transportation, as well as to government agencies and to nonprofit organizations.

He is currently president of a consulting firm specializing in management, negotiation, training, and problem resolution for firms in banking, industry and commerce. Formerly, he was a vice president of Bankers Trust Company, president and CEO of Abbey Electronics Corp., and of Computer Corporation of America. His business experience provides a wealth of practical knowledge that he is able to use effectively in training others to succeed in their management responsibilities.

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In addition to a broad business background, he has been prominent in the field of computers and automation for many years. He has a Master’s degree from the Graduate Business School of Columbia University, and he is an Adjunct Professor of Management at New York University. He is an author and editor of several books, and of many papers and articles.

The American Arbitration Association, for whom he frequently serves as Chief Arbitrator, has recognized his skills at negotiating and problem resolution.

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Trainer 5 This trainer is the President of a management consulting firm that specializes in conducting workshops on Negotiation, Interpersonal Relations and Communication. He specializes in Nonverbal Communication and shares his vast knowledge and experience on the subject.

He has written and co-authored numerous publications and best-seller books in negotiation and communication subject.

His client consists of more than 70 firms and is worldwide. He has also taught at the Monterey Institute of International Studies for ten years in week-end sessions.

Trainer 6 Over the past 30 years, this trainer has conducted workshops on The Art of Creative Thinking™ to organizations, colleges, students, professionals, and others, in America, Canada, and Australia. He has presented papers at 5 International Conferences on General Semantics. He brings to his workshops experiences gained from his many involvements.

He draws on a wide range of skills and experiences from his diverse interests to enliven his work.

He has written and had published many articles. His approach focuses on learning from others, our selves, and from whatever happens to be going on in and around us. A key aspect of his workshops involves introducing participants to the theories, principles, and experiences that ground their learning.

Trainer 7 This trainer has designed professional programs for such diverse organizations as IBM, Dun & Bradstreet, Irving Trust Company, the Department of Environmental Protection of New York City, IIT Research Institute, the New York City Mayors Office of Operations, American International Group, Selected Risks Insurance Company, The Equitable Life Assurance Society, Corroon & Black Corporation, America Life Insurance Company, NIA Group and Security Connecticut Life Insurance Company.

In addition to presenting in many of these programs, he has been consulted by Copeland Corporation, Southwest Texas State University, The Association of Professional Insurance Women, The New York Claims Association, The Insurance Library Association of Boston, The National Association of Insurance Women, The Eastern Claims Conference, The Insurance Women of South Dade (Florida), The Health Claims Association and The Insurance Company Education Directors Society, now known as The Society of Insurance Trainers and Educators.

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He is a consultant for the Governors Executive Development Program for the State of Texas, as well as having been principal consultant on evaluation and process.

He is the designer of The Motivation / Satisfaction / Participation Classification Test, a teaching instrument used in human resource development programs. He has written several cases, and his article One More Time: Maslow, Motivation and Human Needs appeared in the MBA Society Journal.

Trainer 8 This trainer has worked in the areas of business and corporate negotiating, sales training and management for over 30 years for some of the nation’s top companies such as AT&T, Bank of America, Olympus Corp., NCR, Internal Revenue Service, the Altria Group, Lascelles de Mercado, Banner Pharmacaps, Infineon, Starr Robbins and Princeton University. He lectures extensively abroad in Europe and Asia. He recently conducted a negotiation workshop for a major Caribbean distribution and importing company in Jamaica.

He has given motivational speeches and customer skills training to hundreds of companies. He brings his strong background as a negotiator, motivator and effective communicator as well as his business experience to the programs. Among those who have sought his services are Citibank’s Retention Specialists and their Customer Service Representatives who he coached in techniques of interpersonal communication skills with the result of becoming more professional and helpful when dealing with card members.

He developed an Interpersonal Communication skills workshop for the collection department of Citicorp. His consulting services for Diners Club have made their customer service representatives more effective and professional when dealing with their clients. His program, Professional Sales Training, deals with both business to business and business to customer sales training.

In 1998, he consulted almost exclusively with Wells Fargo call centers to train their Service Representatives on effective account retention and cross-selling techniques. He has also worked with both the Internet and Home Equity Group at Wells Fargo to enhance their sales efforts.

Trainers

Trainer 9 For over 25 years, this trainer has helped professionals, institutions, corporate sales and customer service teams break out of the box and find innovative solutions that lead to breakthroughs in sales, productivity and goal achievement.

Since 1988, he has been training executives and sales teams on effective negotiating strategies and consultative selling.

He lectures at conferences, Universities and corporate sales meetings. He has published in numerous business publications and has appeared on many radio and TV business programs including CNN-FN and CBS News. In addition he has taught sales and negotiating workshops for the City University of New York and Learning Annex.

Cord International and Power Cabling (OEM Manufacturing), and Northwestern Mutual Life (insurance) as well as countless others. He has utilized his “real world” sales and negotiating strategies time and time again in building long-term sales and marketing relationships with such blue chip companies as IBM, UPS, Coca-Cola, and Eco Labs., Inter-American Development Bank, 3i Infotech and prestigious universities such as Colombia, Yale and Boston University.

His highly interactive training style is customized to each client and has been tailored to numerous industries. His Negotiating and Sales workshops have benefited companies such as, ConocoPhillips, Michael Page International (international recruiting), Prudential Douglas Elliman (real estate), Electri-

Trainer 10 This trainer is a powerful communicator. She is fluent in four languages, Italian, Spanish, French and English, and has managed international companies working and thinking in these languages. The experience of living extensively on three continents has given her the skill to motivate her audiences who benefit from her practical knowledge of the cross-cultural experience. When she was living in Japan, she created businesstraining programs that helped Japanese executives bridge the cultural and communication differences with western managers.

She is a communications expert for NBC News, appearing on “Weekend Today” in New York. She has worked with some of the most respected corporations including Citigroup, Time, Inc, New Media, NBC Broadcasting, Oracle Corp., Ernst and Young, Tiffany and Co., Clairol, Bristol Myers Squibb, General Electric, Banker’s Trust, Private Banking, Great Western Financial Company, Chase Bank, The California Senate, The United Nations and the Port Authority of New York and New Jersey.

She is also a member of the Commission for the Arts and Humanities in Education at NYU, where she works to bring business leaders into partnership with educators to create internships for young people.

She has developed marketing, public relations, sales training and new product introductions for many fashion, cosmetic and consumer-product companies such as Elizabeth Arden, Clairol, Givenchy, Ralph Lauren, Tiffany and Co., May Co. California, Lanvin, Esteé Lauder, Lancome and El Palaccio de Hierro, Mexico City. She spent four years in the Caribbean and Latin America as a marketing director and general manager for Helena Rubinstein International. She has twenty-five years of successful business experience around the world.

Moreover, she is on the faculty of New York University’s Department of Culture and Communication, where she teaches cross-cultural and business communication.

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Trainers

Trainer 11

Trainer 13

This trainer has contributed to the continued growth and interest in the subject of negotiation. Among the groups she has addressed on the subject of negotiation are Holt, Rinehart and Winston, The National Council of Career Women, the law department at Pace University, the Seattle Association of Mortgage Women, The Texas Bar Association, Women’s Action Committee of ABC, Young Presidents Organization, and Women in Government Relations.

This trainer has acted as a Human Resource consultant for an international insurance company. He has also trained more than 500 employees for Oasis Legal Finance and Law Finance Group. He has also produced two motion pictures: “The Injustice System” and “The Cure”.

She has conducted trainings in Singapore and Malaysia and addressed groups of women in South Africa. Her articles have appeared in The Wall Street Journal Weekly and Crain’s Business Weekly as well as other professional journals.

She is currently associated with Butler Kane Commercial Real Estate in New York City. She is also a member of Human Rights Advocates International a representative of non-governmental organizations associated with the United Nations.

She is co-author of numerous best-seller negotiation books published by Barnes and Noble, Duncan Baird Publishers in London and Chronicle Books in the U.S.

Trainer 12 This trainer retired from her service as an Administrative Law Judge for the New York State Department of Labor to become a writer and lecturer; and workshop leader for the New York Society for General Semantics. She has given numerous negotiation trainings throughout the U.S. and Canada.

He received his BA from UC Berkeley, his J.D. from John F Kennedy University and his mediation certification from Stanford University. He is currently an Adjunct Professor of Law at Silicon Valley University Law School teaching Sales, Torts, Constitutional Law, and California Civil Procedure.

Trainer 14 He has worked in the financial services industry for the last 20 years across Investment Management, Retail Financial Services, Regulated Sales Staff, Middle & Back Office.

Focusing on training technical and application skills she has worked for Legal & General, Barclays, HSBC and was Head of Training at an International Investment Management.

Recently, she has focused on designing and delivering training on investment management, investment operations, collective investment schemes, UCITS, TCF, derivatives and hedging.

Previously she managed projects for a wide range of clients including Co-operative Insurance Services, Zurich Life, Barclays, Abbey, Shell, and BP.

She is a co-author of numerous best-seller negotiation books published by Barnes and Noble, Duncan Baird Publishers in London and Chronicle Books in the U.S. She honed many of the skills for these activities while practicing law as a partner in a law firm engaged in the general practice of law and as a two term president of the Metropolitan Women’s Bar Association, previously known as the Bronx Women’s Bar Association.

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Trainer 15

Trainer 17

This trainer is a lead consultant in strategy and management in the region, serving government organizations, financial institutions and global corporations. He is managing partner of a consulting firm specializing in business strategy, project management and strategic leadership. He had also served as senior/associate faculty at the Citibank Asia Pacific Banking Institute and the University of Michigan Ross School of Business and is currently associate trainer for strategy, project management and leadership at the Singapore Civil Service College.

With her education background in Law, Economics and Education and over 20 years of experience in her field, this trainer is the founder of an international management consultancy firm, specializing in Human Resource Development.

She started her career as a Human Resource Specialist with an International Institute of Management responsible for trainings in negotiation, leadership and conflict management subject.

He facilitates strategy formulation and implementation (frequently based on the Balanced Scorecard) workshops for executives from top to middle level management of large multinational corporations in banking, technology parks development and management, hospitality, retail and government agencies.

This trainer is a certified Kepner-Tregoe instructor for Project Management, and consults in the development and establishment of organization-specific project management infrastructure (Project Management Office) for private and public sector organizations. He has developed and/or delivered a number of strategic project management programs for global organizations that include the world’s leading financial institution and leading mobile communication company.

To support project practitioners and managers in their leadership role, he developed and delivered a number of leadership programs in Change Management, People Management, Influence and Partnering Skills, Consultative Skills, and CrossCultural Business Practices.

His clients include: Citibank N. A., ABN-AMRO, JP Morgan Chase, OCBC Bank, State Banks of Thailand and Indonesia, NOKIA, Deloitte Touche Tohmatsu, Cathay Pacific, Exxon-Mobil, Seagram Asia Pacific, American Management Association, Gemplus, AON Reinsurance Brokers, Sumitomo, IFL Swedish Institute of Management, Civil Service College (Singapore), National Library Board (Singapore), Raffles Holdings, and the Ministry of Defense (Singapore). He has lived and worked in the USA and Europe for several years, with work experience in many locations in Asia Pacific and Australia.

Trainer 16 He is initially qualified as a lawyer before moving into Investment Banking, Corporate Finance, and Strategy Consulting for UK, European and International Organizations. Previously a Director of several companies, he was also the MD of an FMCG manufacturing business.

He has several years’ practical hands on expertise of building and developing a successful business and teams. More recently he has worked in the US & Europe and consults at a variety of companies globally.

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Among her key roles was responsibility for training line managers to improve the productivity and effectiveness of their people, and she has substantial experience in industrial, legal and contractual negotiations. A key project was pioneering Total Quality Management and Quality Circles into the power stations.

Her expanding practice includes clients such as BHP, Energy Australia, Attorney Generals Department, BHP, ANZ Bank, Commonwealth Bank, Woodside Offshore Petroleum, Telstra QANTAS, National Australia Bank, Argyle Diamond Mines, Conrad International Hotel, Office of Premier and Cabinet, and other public and private sector organizations.

Trainer 18 He is the President of the largest dedicated vehicle fleet management consultancy in North America. His recent clients include Schindler Elevator, Shell Canada, General Motors, Toyota Tsusho, ARAMARK, Hovensa, GlaxoSmithKline, and Cox Enterprises, in the private sector; and the US Army, US Marine Corps, the departments of Homeland Security, Interior, and State, and NASA; the states of California, Florida, and New York; and the cities of Houston, Las Vegas, Philadelphia, San Francisco, and Seattle, in the public sector.

Over the last 24 years, he has provided consulting and management training services to hundreds of corporate, utility, military, and government organizations touching on virtually every facet of fleet and transportation management.

He has conducted fleet management training programs in North America, the Caribbean, Europe, Asia (China, India, Malaysia, Singapore, and Thailand), and Australia. In conducting these programs, he will draw on insights, strategies, analytical techniques, best management practices, and case studies gleaned from his company’s consulting work with fleets ranging in size from fewer than 10 to more than 650,000 vehicles and pieces of equipment.

Before beginning his consulting career with Ernst & Young in 1984, he served as an analyst with a public transit agency and the State of North Carolina Department of Transportation. He holds a Master’s Degree in Transportation Planning from the University of North Carolina at Chapel Hill.

Trainers

Trainer 19 She is an inspirational and insightful leadership executive coach and facilitator. She brings 25 years experience in human development and entrepreneurial skills developed within key positions in business and marketing. As such her skills, knowledge, style and results have enabled her to work at senior and executive levels in the corporate, private and public sectors including The Economist, AON, Shell & BP.

Trainer 20 He was formerly an MD/North European Sales Director Mobius Management Systems, European Sales Director This trainer was formerly an MD/North European Sales Director Mobius Management Systems, European Sales Director Net Tasking Europe. He has won many sales and business accolades during his twenty five years of successful selling and managing within IT and recruitment. These include Global Salesperson of the year being the number one salesperson out of 110 global salespeople whilst acting as a manager within Northern Europe region; European Manager of the year; Most Valuable Person in Europe - and many more.

He coached teams to exceed targets, win more customers, shorten the sales cycle and develop accounts. He also looked after the Telco sector as a regional manager for a B2B system integration company (Mercator). He has coached and managed teams in most of the major European geographies and also the outer regions of EMEA.

Trainer 21 She was born in Hong Kong, raised throughout Asia and schooled in Singapore, she is best known as an entrepreneur.

She is also one of the most sought-after corporate speakers and trainers today, bringing her large personality and even larger heart into boardrooms to encourage teamwork and impart wisdom to business leaders. Her clients are from private, public sectors and non-profit organization.

Trainer 22 He trainer holds a Master of Science degree in Creative Studies and Change Leadership by the University of New York, USA (2005) and a Bachelor of Science degree in European Community Studies (French, Italian) by the College of Cardiff, University of Wales, UK. His area of expertise is the OsbornParnes Creative Problem Solving (CPS) framework. He also offers training in creative thinking including diversity of frameworks, thinking tools, creative cognitive, emotional principles and instruments to enable groups to discover and leverage on their creative and innovative potential and abilities individually and as a team.

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In South East Asia he has facilitated, co-facilitated and trained various clients and conducted public workshops: SingTel (Singapore), Citibank, CitiCorp (SE Asia), Schneider Pte Ltd, SIM (Singapore), Agape School of Education (Singapore), Aljunied Town Council, Dynamics Pte Ltd, Kavaq (Malaysia).

Trainer 23 He is a world-renowned thought-leader on value creation through excellent brand leadership driven by tremendous global experience and insights. He facilitates business leaders and organizations to think bold for future strategies. By focusing on building and managing successful businesses through iconic brands, he helps boardrooms to enhance shareholder value and create sustainable competitive advantage.

Trainer 24 This trainer is a strategy consultant specializing in cutting edge development techniques such ‘Value Innovation’ and ‘Blue Ocean Strategy’. Previously, he held a number of senior management positions in both corporate and consulting.

His consulting experience includes a three year period with boutique management consultancy where he was responsible for developing performance measurement solutions for organizations in brewing, retail and manufacturing.

Clients included SAB Miller, Elizabeth Arden and John Menzies.

His 12 year corporate career included senior roles at the telecommunications and electronics group with the responsibility of helping struggling divisions implement turnaround strategies and thereafter senior management positions in both Africa and Europe with the Amway Corporation, the $6.5 billion global direct seller and consumer products company. He successfully set up operations in South Africa before taking up a European Director position responsible for the Western European region.

He was a Director of the Direct Selling Association of South Africa between 1998 and 2001.

His clients include: MetraTech Corporation, Imprenta Pronto S.L, ESG Insurance, Singapore Ministry of Information, Communication and Arts, National Library of Australia, Lundbeck Asia, Telekom Malaysia, Fred Dovaston S.L, Siemens Hearing Systems, Storck Confectionary, UPC Cable, KLM Airlines, Investec Plc, Tata Group and more.

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Trainer 25

Trainer 27

He is a CERT® Certified Computer Security Incident Handler, as well as an internationally recognized information security expert and author of the popular IT Security books, as well as a monthly columnist for eSecurityPlanet. Among his numerous professional roles, he is a Visiting Scientist at the Software Engineering Institute at Carnegie Mellon University, where he is a course instructor and consultant to the CERT® Coordination Center.

This trainer is a marketeer, author and entrepreneur with over 20 years experience in high-tech, association, nonprofit and entrepreneurial organizations. She is the co-author of best seller book in sales and marketing. She is a Certified Master Trainer for corporate training and has worked with such organizations as Raytheon and Cisco. As vice president at Women in Technology International, she was deeply involved in working with and understanding gender challenges, furthering her expertise on gender-related topics.

He has previously held senior information security technologist roles at Tekmark’s Technology Risk Management practice, ParaProtect Services, Inc., and Science Applications International Corporation (SAIC). He was also the Operations Chief for the U.S. Defense Information Systems Agency’s DoD-CERT incident response team, as well as a founding employee of the CERT® Coordination Center at Carnegie Mellon University’s Software Engineering Institute.

He has previously served as the Chairman and as a member of the Steering Committee for the Forum of Incident Response and Security Teams (FIRST), a non-profit professional organization supporting the incident response community. He currently sits on their Steering Committee and Board of Directors. He holds a mechanical engineering degree from Lehigh University.

Trainer 26 He was a Partner at PricewaterhouseCoopers (PwC) a leader of PwC’s Applied Decision Analysis (ADA) group. He has more than twenty years of direct and advisory experience with executive-level business issues, and the application of management science, finance theory and related techniques to address these issues.

He has led projects in strategy, M&A, investment evaluation and capital allocation. He is an expert in decision analysis and real options, and in their application to investment strategy and valuation. He has been quoted in Business Week and USA Today, authored articles in Electricity Journal and Journal of Applied Corporate Finance, and chaired seminars and conferences around the globe.

He holds a B.S. in Biochemistry from Yale, a Masters in Public Policy from Harvard, and a Ph.D. in Management Science & Engineering from Stanford. He served as a Visiting Lecturer at UC Berkeley and is a Consulting Associate Professor at Stanford.

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She is the Founder & CEO of a creative marketing agency that provides step-by-step solutions including branding, website, design, search engine marketing, direct marketing and more.

Previously, she worked in executive and senior level marketing positions for MCI, Stratus Computer, Cerenade, and NaviPath (a CMGI company).

Trainer 28 With more than 20 years experience in Business Continuity, this trainer is one of the 8 (eight) business continuity professionals who founded the Business Continuity Institute (BCI). He has been the first to develop an “industry first” insurance underwriting tool showing the benefits of BCM. His acclaimed consulting company and business continuity school that he has founded with his partner, who is also one of the BCI founders, has gone from “strength to strength” since 2003.

In 1994, he was one the eight business continuity professionals who founded the Business Continuity Institute (BCI) which now has nearly 5000 members worldwide. He served as Membership Chair of the BCI for six years serving on the Board of Directors. In this role, he assisted in growing the membership rapidly all over the world, introducing the new grade of Specialist Member of the BCI and developing Faculties for specialist areas (e.g. Technology Recovery.)

As a former Global Business Continuity Director for a prestigious telecommunication company in the UK, he completed telecommunications BCM assignments all over the Globe including the US, Europe, UK, Channel Isles, Panama, West Indies, South Africa and Japan. During his tenure he has been awarded by BCI & Corporate Insurance & Risk Magazine “UK Business Continuity Manager of the Year” in 1999.

Trainers

Trainer 29 This trainer is a founding fellow of the Business Continuity Institute (BCI) and currently serves on the Board of Directors of the BCI. He is Business Continuity Specialist and Practitioner has been involved in Disaster Recovery area since 1976. A member of the standards and compliance committee of the BCI, he represents the BCI at the Cabinet Office and a regular member of the BCI fellowship examination panel.

He received ”A Lifetime Achievement Award” from ‘Corporate Risk & Insurance’ in conjunction with the BCI. This specialist has introduced over 1,500 people into the profession through formal training programs. He has also provided partial or topup training for another 800 or so through workshops covering this very subject or skill areas. He has carried out Business Continuity assignments (a mixture of auditing, training, consulting and research work) in Australia, Belgium, Cayman Islands, Denmark, Eire, France, Germany, Gibraltar, Holland, Isle of Man, Italy, Jersey, Nigeria, Norway, Saudi Arabia, South Africa, Spain, Switzerland, Turkey and USA as well as throughout the UK.

An adviser to the Lord Mayor of Westminster on Business Continuity subject, he is also working with the British Standards Institution to develop his Operational Governance and Corporate Governance models into a national standard for Business Governance; a model for the prudent management of major enterprises.

For the UK Cabinet Office, he develops a support and guidance workshop to complement the Civil Contingencies Act. This Act will, in due course require all UK businesses to have some form of Business Continuity in place.

Trainer 30 The trainer is a credit and risk management specialist, with particular emphasis on development banking, management of non-performing loans and equities and strengthening credit management systems. An international corporate adviser and contractor, he has conducted financial markets workshops in about 15 countries. His restructuring skills and experience are progressively being recognized as relevant to the Asiawide issue of restructuring, commercializing and selling or liquidating state-owned enterprises. His credit and problem loan management courses are increasingly being recognized as having major relevance for financial markets in the Asia-Pacific region.

During his tenure with Asian Development Bank (ADB), he took control of 10 major non-performing investments and either achieved a restructure, a settlement or a rescheduling, or achieved significant progress towards that goal; and he implemented significant change, strengthening and improving of credit and risk management processes of the PSG portfolio.

His 30 over years experience in Finance Industry was started at Coopers & Lybrand for five years before he joined Citicorp Australia Limited and Price Waterhouse in his earlier years.

Prior to specializing as a credit and risk management specialist, he was a senior officer at Asian Development Bank (ADB), with responsibilities in managing of non-performing investment portfolio; risk management role for PSG’s activities and portfolio; and supervision of credit.

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Trainer 31 This trainer is an organizational and business development consultant who has worked in the field of management development for over twenty years. Since establishing her acclaimed consulting company in 1992, she has delivered over 1,000 customized workshops on business development, professional development, and leadership skills. She has worked with management teams and professionals in North America, Germany, the Netherlands, Great Britain, Japan, Hong Kong, Singapore, Australia, Mexico, and Brazil.

Since establishing her acclaimed consulting company in 1992, she has developed over two hundred management development products. She has also published three best-seller books that were honored at the 1997 and 1998 Major Works Reception in Boston. With over fifteen years of industry experience, she has held senior management positions in business development and strategic planning at two Fortune 500 companies. As a Director of Strategic Business Programs for the Semiconductor and Technologies Division at Digital Equipment Corporation, she

worked with senior management teams to develop worldwide strategic programs. Her professional development networking series, Discovering Your Leadership Energy and Living Your Leadership Power: “What’s Stopping You?” sponsored by MIT, have been attended by hundreds of professionals in the Boston area. As a part of the MIT Enterprise Forum Executive Committee, she taught alumni courses on The Management of a High Technology Company. She delivered “The Entrepreneur’s Clinic,” a nationwide distant learning series sponsored by the U.S. Department of Commerce. She has conducted programs on organizational development, market analysis, business planning, customer service, and leadership skills.

Some of her client experience includes: Massachusetts Institute of Technology (MIT), Motorola, Sun Life, Bank Boston, Gillette, Federal Express, The Central Fund, AT&T, Johnson and Johnson, Texas Instrument, Intel, Compaq, Digital Equipment Corporation, Goldman Sachs, United Technologies, Harvard Pilgrim Health Care, US Postal Service, and many more.

Trainer 32 This trainer serves as a court-approved mediator and arbitrator for the New York state and federal courts, handling disputes in the areas of commercial transactions, mergers and acquisitions, joint ventures, employment law, corporate governance and general corporate law. She is a member of the American Bar Association Dispute Resolution Section and the Association of Conflict Resolution (ACR). She is currently the co-chair of the Commercial Section of the ACR. Her professional memberships also include those in the Arbitration Committee of the United States Council for International Business and the Association of the Bar of the City of New York where she works on the Alternative Dispute Resolution Committee to further the adoption of mediation and arbitration as effective means of conflict resolution. She also arbitrates disputes for the Financial Industry Regulatory Authority (FINRA) and the National Arbitration Forum. She has had broad legal experience as a corporate attorney. She has held the position of General Counsel at a U. S. subsidiary of a major Japanese automotive manufacturer and, in that capacity, was responsible for the legal affairs of the subsidiary and advised senior management of the Japanese parent company on questions of U.S. law.

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By teaching courses on negotiation, mediation and conflict resolution at the International Center for Cooperation and Conflict Resolution at Columbia University, she complements and applies recent scholarship to her mediation and arbitration practice. She has given presentations at international professional conferences.

Prior to that position, she was associated with law firms in New York City and Tokyo, Japan, where she gained extensive experience in cross-border business transactions.

Representative transactions include the project financing of an oil exploration project in Bohai Bay, China, the creation of a joint venture between Chrysler Corporation and Mitsubishi Motors Corporation in the U.S., and the leveraged buyout of an iconic American brand by a group of investors from the Middle East. Domestic U.S. transactions include the leveraged buyout of a National Football League franchise

Trainers

Contact Information This course catalogue offers a general overview of our executive programs. If you would like more detailed information on a particular program, please use the following list to get in contact with the people you need to speak with. We respond to all email enquiries within 48 hours. Our phone lines are open from 8.30 to 5.30 (GMT+8), Monday to Friday.

Phone – (65) 6334-9828 Fax Line – (65) 6334-3275 Delegate’s courses sales@adastra.com.sg Customised programs corporate@adastra.com.sg Sponsorship and Partnership enquiries adastra@adastra.com.sg Other enquiries info@adastra.com.sg or visit our web site at adastra.com.sg

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