In Association With
IIR Management Development
5-Day ‘MBA’ Developing the High Performance Leaders of the Future Five reasons why you must attend this programme
You will return to work with an actionframework that will enable you to make a profound and immediate impact on your business and your job
You will gain a practical and business focused understanding of the essential elements of an MBA in a significantly shorter time
The residential nature of the course means you are immersed in the subject without all the usual distractions
You will learn from our acclaimed trainer who has the business, coaching and theoretical expertise to take your knowledge to the next level
The course has a highly practical and innovative structure including numerous high energy workshops, case studies, role plays and group discussions
Course Dates: 16-20 September 2013 17-21 March 2014
Tel: +44 (0) 20 7017 7195 www.iirmd.com Email: firstname.lastname@example.org
“Very strong… very relevant and practical with good detailed examples” Richard Hinwood, WITHERS LLP
Course Background This course will focus on key subject areas for executives and managers who operate in fast moving, competitive environments and who need to build a road map of the challenges and threats they will need to navigate. It will highlight and investigate a range of issues that they will need to master and will unlock and expand the central skill sets that they will need in order to be more effective as managers and leaders within their respective organisations. With the central theme being “executive leadership”, this course will also be particularly relevant in today’s climate. It will contend that the current crisis in confidence in the business world and many of the recent failures (both corporate and regulatory) have been directly due to the adverse impact of inappropriate culture in key organisations and to the absence of effective leadership at all levels in detecting and managing the systemic risks that arise as a result. It has never been more important than now to invest in training executives in the areas of leadership, strategy, decision making, organisational culture, negotiation and effective project implementation.
Unique Personal Value Points to Consider ✓
Facilitative learning format – this is no “chalk and talk” event. Expect interaction, coaching and support at every stage of the programme
The programme is a five-day residential course – allowing you to immerse yourself in the subject without the dayto-day distractions you would usually encounter
Respected course facilitator - who boasts extensive theoretical and practical business experience and will be firmly focused on creating the ideal learning experience for every delegate
Evening exercises and facilitated learning – will focus on key areas and help push your development to the next level. It will also be very enjoyable with great networking opportunities!
Innovative Programme Structure
The key focus of this course is to create value - both for you as an individual and for your organisation. As a result of this value-focus you can expect the programme to be highly intensive and experiential with opportunities to work with others, test out learning and apply it to yourself.
The course’s approach will be directed throughout towards practical application of theory, through interactive discussion with participants using case studies and group discussion and a comparison with contemporary events and trends in business. The sessions themselves are also a forum for debate and discussion to help participants ground the learning in their own reality. The central aim of the course will be to be thought provoking enough to leave delegates with a clear idea of how to build their own “toolkit” for managerial and leadership success.
Who Should Attend? All executives, senior managers, managers and team leaders who want to improve their own management and business performance. The programme will also prove invaluable for managers and executives from a variety of backgrounds and skill bases who are in or moving into more general management or leadership roles where they need the ability to read the bigger picture. Gaining increased awareness in areas such as strategy, decision making, negotiation and project management will greatly aid their progress.
Robin Lahiri has nearly 30 years’ professional experience in the Law, financial services, investment, commercial banking and energy sectors and has extensive personal experience of entrepreneurial projects. He trained and qualified as a UK Solicitor with a major London law firm and has spent much of his career as a lawyer in financial services and energy. He has held several Senior Executive level positions, including Legal Counsel & Compliance Director at US investment bank, Dillon Read, in the late 1980s and early 1990s, Legal Director in the Treasury & Capital Markets Division at The Royal Bank of Scotland through the 1990s and European General Counsel at US energy firm, El Paso. He has built and managed high performing professional teams and has had a “bird’s eye view” of organisational success and failure in different markets. Robin is renowned for his commercial approach and his ability to communicate subject matter in a clear and informative manner. His career experience has provided him with a detailed insight into the importance of executive leadership in driving sustainable business success in challenging and highly competitive environments. Robin has both a Law degree (MA) and an MBA from Oxford University and is an accredited mediator. He is also a visiting lecturer at Queen Mary, University of London.
“Robin is extremely knowledgeable and skilful…this course is intensive and very good.” Hisham Ahmed Selim, EGAS
Tel: +44 (0) 20 7017 7195 www.iirmd.com Email: email@example.com 2
Course Programme – SWOT and BWOT analysis – Cost advantage v differentiation advantage and the value chain – Maximising superior resources and capabilities – Exploiting differences and key strengths – Developing resources and capabilities – Impact of organisational design and structure – Establishing competitive advantage – Knowledge management and human resources
DAY 1 THE IMPORTANCE OF STRATEGY IN BUSINESS SUCCESS Overview of Strategy • What is strategy? – A range of definitions – The impact of different contexts on strategic planning – The effect of turbulent conditions on planning assumptions – Strategy providing a sense of direction – Strategy as a heuristic to focus decision making • Strategy as choice • Strategy as a search for added value • Strategy v tactics • Strategic issues – 7 generic questions • Strategy, vision and mission • Why successful strategy formulation is more than just theory – When smart brains fail in practice • Goals and objectives
Competitive Advantage • • • • • • • • • •
What is it? How does it arise? Identifying others’ competitive advantage Cost advantage v differentiation advantage First mover advantage Can logistics be a source of competitive advantage? Differing market environments GE/McKinsey Directional Policy Matrix Responding to change – internal and external The role of innovation Sustaining competitive advantage
How is Strategy Made? • Design v emergence • Linking strategy formulation with strategy implementation – Adjusting for real world experience • Strategy processes within organisations • Creating a “Living Strategy” • The guiding coalition • Corporate and competitive strategy – What businesses or industries should we be in? – How should we compete? • Strategic direction - Ansoff Matrix
Organisational Values Underpinning Strategy • Core ideology – Values and purpose • Vision and mission • Profitability and economic value added • For shareholders or stakeholders? • Organisational values as a differentiator
Building Blocks of Strategic Analysis • 3 success criteria for evaluating strategic alternatives – Suitability, Feasibility, Acceptability • Analysing an industry – Scanning the exeternal environment – building an Industry Strategic Map – Profit potential – what determines profit levels? – Structure – Competition as the key to strategy – Porter’s 5 Forces – Market share – BCG/Growth Share Matrix – Competitor analysis – Strategic groups and complementors – Game theory – competitors’ likely reactions to your strategic moves – Key success factors for securing competitive advantage • Analysing your resources and capabilities – Core competences
Applying Strategy to Different Environments • • • •
Industry life cycles Innovation and disruptive technologies Strategy in the face of uncertainty Scenario planning
Adapting Strategy for Developing Markets • • • • • • • • • • • • • • •
PESTLE analysis Institutional voids Asymmetry of information Differentiate between market and non-market factors Create “rules of the game” Understand formal and informal rules The non-market environment – four “I”s. Integrating with market strategy Entry strategy Local partners Understanding the social network of key local decision makers Reshaping the value chain – reorganise or relocate? Importance of local knowledge and information channels Exploiting voids Corruption – how does this affect entry strategy? Importance of what not to do
Strategy Implementation • Strategy without implementation – not much of a future • Implementation as the real value-added • The challenges to implementation – Bridging the link between strategy and organisational capability – Inertia and the politics behind getting things done • Impact of process, actors, organisational structure, contingencies • Three “R”s for implementation • Implementation in contested arenas • Aligning organisational architecture and technology
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Your Comprehensive Course Programme cont. • Leveraging resources • Using organisational architecture and technology to manage changes to strategic environment, harvest opportunities • Strategy fits the environment and architecture supports the strategy • Three Frames approach to implementation Case Study – The differing strategy implementation of the USA and North Vietnam in the Vietnam War: how and why David beat Goliath
DAY 2 MAKING INFORMED DECISIONS The Importance of Process in Decision Making • The 3 W’s” • Classic approach – Define the objective – Gather relevant information – Evaluate the feasible options – Choose the best alternative – Make and validate decision – Implement and re-evaluate • Dual Process Cognitive Function • Lobster Pot model • Identifying the problem – Pareto analysis – Five “Why”s? • Impact of Perception • Effects of underlying psychology – Cognitive bias • Framing and Risk • Understanding and assessing risk parameters • Building post-decision tracking, evaluation and adjustment process
Limits to Rational Decision Making • • • • • • • • • • • • • • • •
Smart people sometimes make dumb decisions “Bounded rationality” Dangers of Groupthink Measures to avoid Groupthink Abilene paradox Organisational structure and politics – effect on individual decision making Personality, culture, social interaction Wilful blindness Impact of bias in groups The Delusion of Crowds The Wisdom of Crowds Social Validation Sloan’s dilemma “Valuing” gains versus losses Experience and Advanced Pattern Recognition Rational Actor Model, Organizational Process Model, Bureaucratic Politics Model
Group Input to Decisions • • • • • • • •
Group variables Delphi technique Vroom-Jago decision model Stepladder technique Brainstorming 8 conjectures on the Wisdom of Crowds Reframing a problem Six Thinking Hats
Decisions with Multiple Criteria • Paired comparison – the relative importance of options • Force field analysis – weighing the pros and cons • Decision matrix
Traps in Decision Making • • • • • • • • • • • • • • • • •
The impact of first impressions Anchoring Hindsight bias Confirmation bias Overconfidence Shared Information bias Emotion Escalation of commitment The inertia of the status quo Retrievability and availability bias The conventional wisdom Self-delusion The seductive power of experts The Tyranny of Experts Affirming what we know Risk attitudes and framing Unnecessary risk aversion
Decision Making and Performance Success • Alan Mulally at Ford 2006-10 • Calibrating your organisation’s decision making effectiveness
Decision Making in Uncertainty • • • • •
Using probability analysis Bidding and risk appetite Bayes’ theorem Applying expected value and the use of Perfect Information Decision tree analysis Practical Exercise – Build a decision tree from data and scenario provided Case Study – US President Jimmy Carter and the Iranian Hostage Rescue Mission – Operation Eagle Claw (1980)
DAY 3 NEGOTIATING FOR SUCCESSFUL OUTCOMES Why Negotiate? • • • •
Defining negotiation Differentiating between needs and wants Understanding business dynamics and stakeholder interests Understanding why “we are where we are” – the alternatives to negotiating • Balancing time and effort of negotiating with possibilities of better outcome
The Power of Influence • • • • • •
Key principles Stereotypes Contrast principle Reciprocity principle Reciprocal concessions Rejection then retreat technique
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Understanding the Process • Why not dive straight in? • Preparation and Planning – What do you want to achieve, the Power Equation, the respective agenda, cost benefit analysis, understanding the “battleground”, using variables, understanding who you are negotiating with, gathering and prioritising information? • Presenting • Bargaining • Settle/Abandon • Agree
Bargaining Strategy and Style • Understanding power - BATNA • Win/win or win/lose? – Integrative bargaining – Distributive bargaining • Getting to “Yes” – Decouple people from issues – Needs rather than positions – Seek options for mutual gain – Objectivity not subjectivity • Behavioural implications – Awareness – Patience – Communication skills
Negotiation Tactics and Ethics • • • • • • • • • • •
Bluffing v lying Dealing with liars Spying v information gathering Intimidation, games and manipulation Competing for success Logistics When to adjourn/break out Decoupling the opposing team Exploiting team differences and positional inconsistencies Coalition building in multi-party negotiations The Thirty Six Strategems
Negotiation Psychology • • • • • • • • • •
Time pressures Emotion Cultural differences Relative power Motivation Hidden agendas Personality types Ego Non-verbal communication Summary: the Dos and Don’ts of Negotiation Practical Exercise – Negotiation Role-play Exercise
DAY 4 WHAT MAKES MANAGERS EFFECTIVE What is a Manager? • • • • •
The business context of management Management v administration What is “management”? Mintzberg’s 10 Managerial Roles Control over task content and methodology
• • • • • • • • • • • • • •
Control over resources – physical and human Management as an economic activity Marshalling resources to maximise economic output The Management Skills Pyramid The role of authority The source of managerial power Managing personal interdependencies Using networks Shaping the operating environment Getting the best out of your people Managing conflict at work – 5 competencies Management “psychology” Knowledge and experience – domain expertise A managerial identikit
Some Tools to Enhance Effectiveness • • • • •
Understanding intention, behaviour and impact What affects behaviour? Operating style Improving personal effectiveness When excess use of strengths becomes a weakness
The Business Context • • • • • •
Organisational culture What do cultures do? The power of culture Hierarchy, power and influence Implications of power for managers Organisational politics
Managers as Leaders • • • • • • • • • • • • •
What is a leader? “Leadership” in a business context Leadership intelligence Must managers be leaders? Core models of leadership Leadership styles Impact of personailty – Big 5 Model Contrasting leadership and power The impact of situation The Leader as Follower Dispersed leadership Level 5 leadership When the Boss feels inadequate Group Discussion – Barack Obama – what type of leader?
Leading Teams and Groups • • • • • • • • • • • •
Fundamentals of group behaviour Five stage model of group development Why people join groups Role identity and role perception – Zimbardo’s prison experiment Conformity Social loafing effect Framework for analysing teams Groupthink and input to decision making Difference between groups and teams Types of teams Key roles within teams Team effectiveness models
Tel: +44 (0) 20 7017 7195 www.iirmd.com Email: firstname.lastname@example.org 5
Your Comprehensive Course Programme cont. Leaders as Motivators • Theories of motivation – Maslow’s hierarchy of needs – McGregor’s X and Y theory – McClelland’s Theory of Needs – Expectancy theory – Equity theory • Does pay motivate? • How to encourage collective action • Aligning incentives • The power of recognition • Hawthorne Effect • Goal setting and reinforcement theory • Maintaining motivation over time – AMO Theory • Role of trust • Implications for managers Group Discussion • What really motivates me? • Implications for my managerial style and effectiveness
Leading Clever People • • • • • •
Defining “clever people” Understanding the needs and motivations of clever people The challenges of leading clever people Dynamics of clever people within teams Organisational implications of clever people Dos and Don’ts
DAY 5 CHANGE MANAGEMENT AND PROJECT MANAGEMENT Leading in The Face of Change • • • • • • • • • • • • • • • • • • • • • • • • •
What is “Change”? Why change initiatives fail Understanding the dynamics of change How organisations work Different metaphors Complexity theory Strategic Renewal – the 4 I’s Whole systems change process Types of change Planned v emergent 3 Dynamics - People, process and culture Krüger’s Change Management Iceberg Calibrating change Framework for analysing change – 2 phase process McKinsey’s 7 S Weisbord’s 6 Box Organisational Model PESTLE Analysis Soft-Systems Methodology Understanding the forces resistant to change Managing emotions and fear The role and impact of people Change strategies Mangement leadership The capability to change What can leaders do to effect change? – Kotter’s eight Steps
• • • • • •
Change managers and change agents Participants and stakeholders Managing the transition curve – three phases What happens when change stalls? Building in exit points Change audit – What are the costs of change?
Project Management • What is a project – Why do projects fail? – The “social context” of projects • 6 key variables to be managed • Key features of successful projects • Optimism Bias and Reference Class Forecasting • Aligning organisational culture and structure to projects – Identifying the project players – Roles and accountability • Project framework – Project stages and gates – Milestones – Planning the project and developing control methodology • The Business Case • Cross functional boundaries • Project group and steering • Building the project team • Starting up a project – the Project Mandate
Running the Project • Creating options • Valuing cost and benefit of options – discounted cash flow analysis • Balancing the project (cost, time & scope) • Resources and financing • Controlling the project • Cost overruns • Managing change • Controlling change requests • Risk management • Pricing risk • Reporting and project meetings • Communication and information flows • Managing “scope creep” • Assessing performance (time, cost, quality)
Closing a Project • • • • • • •
Formal user acceptance Ongoing operational procedures Documentation and reference materials Implementation plan for follow-on action Resources and plan for dealing with snagging issues Ongoing support from third parties involved in the project Lessons learned report and post project review Case Study – UK Passport Agency delays – summer 1999 Course Debrief Group discussion: What are the five most important managerial insights I have gained?
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Venue Details WOTTON HOUSE Historic and elegant Wotton House was first documented in 1086. Set in 20 acres of secluded grounds, the original Manor House still remains in pristine condition and represents the epitome of country living: a grand and impressive building enclosed within extensive grounds in a wonderful rural setting. Located in the heart of leafy Surrey, Wotton House is near Dorking, south of London.
What is included in the price? •
All tuition, course materials, documentation and lunch and dinner at the venue. You will be required to book your own hotel accommodation
What Wotton House has to offer •
Superb accommodation; the en-suite rooms are beautifully furnished and are very well equipped with a private study area, ironing facilities, hair dryer and complimentary toiletries
Excellent cuisine and an extremely high level of service
Great leisure facilities. Wotton House features an indoor swimming pool, spa pool and sauna plus a well-equipped gymnasium. Outdoors you’ll find tennis and stunning walking and jogging trails
How to book your hotel
You will need to book your own accommodation at Wotton House. IIR Management Development has negotiated a great bed and breakfast rate of £100 inc VAT per night. Please make sure you mention IIR Management Development and the name of your course when booking in order to benefit from the special rate. To book please contact: Samantha Wratten firstname.lastname@example.org Tel: +44 (0) 1306 737 451
Owing to the location of the venue we recommend that overseas delegates fly to Gatwick Airport
**IMPORTANT INFORMATION** SAVE MONEY, TRAIN MORE PEOPLE & IMPROVE PERFORMANCE IN-COMPANY TRAINING In a tough economic world, you need to ensure you get the best possible return on investment from your training projects – IIR In-company training will give you a better ROI than you ever thought was possible! If you have four or more people to train, our In-Company solutions will save you money and dramatically enhance performance. All IIR MD courses can be run at your location anywhere around the world and are tailored to your specific needs.
In-Company Training is the ultimate performance improvement solution. Here’s why: •
• • •
We will conduct a professional training needs analysis to identify your key business issues and craft a training solution that addresses those challenges IIR MD will develop a custom made and highly practical programme that will have a measurable and noticeable impact on operational performance We will create a tailored training solution, designed to your exact specifications, requirements and objectives The training will be firmly focused on practical applications with an increase in performance as the ultimate goal
We can incorporate company or operational data within the training in order to ensure everything is focused 100% on your business
We train the best in the business IIR MD’s performance improvement solutions have been utilised by some of the world’s leading organisations. Here’s just a partial list of our clients: Centrica – Coca Cola – European Investment Fund – Celgene – HSBC – Pret A Manger – Vodafone – BP – Sanofi Aventis – Cognizant – Johnson and Johnson – FSA – Shell – Google – Credit Agricole – Cancer Research UK – AXA – Novartis Free Training Needs Analysis Offer If you would like to benefit from a no obligation initial needs analysis discussion, or if you would like more information on how IIR MD’s In-Company solutions can benefit your team, department or organisation, please contact
Jeff Hearn on +44 (0) 20 7017 7195 or Email: email@example.com
In Association With IIR MD and the George Washington University (GWU) IIR Management Development has partnered with The George Washington University (GWU) to deliver professional courses in association with the school that achieve the highest standard of academic excellence. As an elite educational provider and of the most respected universities in the world, GWU has prepared men and women for leadership for almost 190 years. IIR MD’s partnership with GWU School of Business adds additional assurance for our clients that IIR MD courses and curricula meet the highest academic standards. GWU certificates achieved through IIR MD demonstrate outstanding skill and competency an e as a recognised credential that enhances individual and organisational professional credibility.
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IIR Management Development
The 5-DAY ‘MBA’
TAILORED IN-HOUSE COURSES –
PLEASE COMPLETE THE FORM IN CAPITAL LETTERS AND FAX ON +44 (0) 20 7017 7803
The ultimate training solution Save up to 40% while increasing performance and results Did you know that your company could benefit from our tailored in-house courses? Here’s how: • • • • •
You make substantial cost savings - in many cases up to 40% No employee travel or accommodation costs The course will be tailored to focus exclusively on your business objectives You can hold the training at a time and place that suits your business Our TNA (training needs analysis) framework will ensure the course is results orientated • IIR MD is part of the IIR Group, the world’s largest training and performance improvement organisation – our global expertise is unrivalled • We can design and deliver courses on virtually every aspect of performance improvement training - we will tailor each course to your exact requirements • Whether you want to train 5 or 500 people, we have the capabilities to deliver a state of the art product that will achieve the results you require
To discuss how we can help you improve the effectiveness of all your training projects, please call Jeff Hearn on +44 (0) 20 7017 7195 or email: email@example.com Booking Code: PACK 230: AX
Dates, Venue and Fees
16-20 September 2013 17-21 March 2014
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For multiple booking discounts please call us on +44 (0) 20 7017 7195 Venue: Wotton House, Dorking, Surrey
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Tel: +44 (0) 20 7017 7195 Fax: +44 (0) 20 7017 7803 E-mail: firstname.lastname@example.org Internet: www.iirmd.com Mail: The Customer Service Manager, IIR Management Development, IIR Ltd., 4th Floor, Maple House 149 Tottenham Court Road, London W1T 7AD
Price includes tuition, lunch, dinner, refreshments and documentation. Secure your own room reservation at Wotton House for the Bed & Breakfast at the special rate of £100 per night.
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