Developing & Deploying Strategy Using the Balanced Scorecard (BSC)

Dr. Mohamed Moustafa Mahmoud, MILE, Wharton Alumnus

The 4 Disciplines of Execution

Mr. Sherif Selim, Franklin Covey, USA

• Narrowing focus on the "Wildly important goals" of the organization.
• Acting on lead measures.
• Keeping a compelling scorecard for performance.
• Creating a cadence of team and individual accountability.

• Examine their leadership paradigm and identify what makes leaders and organizations “great”
• Clarify the difference between “stroke of the pen” and “behavior change” strategies
• Identify the execution gap in organizations
• Understand the 4 Disciplines of Execution methodology
• Identifying the Wildly Important Goal in the light of respective organization’s strategy / strategic pillars
• Identify the fewest behaviors / actions to help teams leverage their efforts towards achieving the WIG
• Learn the basic guidelines to develop compelling scoreboards
• Put in practice key leadership skills to create team accountability

Corporate Innovation

Prof. Dr. Dewanand Mahadew, International Business Development Academy, Netherland

Corporate innovation starts with building strategies around how your company/organisation wants to achieve its objectives and have the agility to respond to new and unexpected developments .

A key challenge is to get your organisation embedded in a “matching” ecosystem leading to dynamic innovation by employing the inner structure and the outer environment. it’s about the interactions and alignment of human capital, resources, infrastructure and other assets leading to efficient co-creation that fits the market needs.

Intrapreneurship in combination with entrepreneurship is a key element of the entrepreneurial economy driven by digitalisation, lifestyle and like-mindedness.

Professor Mahadew will use multiple perspectives to highlight and explain how corporate innovation can be optimised using examples of The Netherlands, one of the highest ranked innovation economies in the world. He will explain about the so-called Top Sector policy as a vehicle for Public Private Partnerships leading to sustainable innovation.

Participants will gain:

• An understanding of innovation as national vehicle for development through alignment of public, private, SME and NGO sectors;
• An understanding of the functioning of Triple Helix as sustainable innovation model;
• An understanding of the shift from knowledge to skills and competences;
• Knowledge about the shift from managerial/industry economy to entrepreneurial economy;
• Knowledge about corporate identity and value proposition;
• Knowledge about the shift from mass production to mass customisation;
• Gain an understanding of the mechanisms of global value chains and how to become part of these chains.

Strategic Marketing Management

Dr. Kamel Jedidi, Columbia Business School, USA

Marketing is a whole organization activity which is central to the long-term survival of a business; hence building a market orientation and customer centricity is inherently important in developing stakeholder value for the firm.

Marketing operates by creating, communicating, capturing and sustaining value for the firm. Value creation occurs in highly successful firms through fanatical attention to the process of understanding customer needs and developing innovative propositions which steal a march on competitors.  The value generated from customer insight and customer co-creation is communicated through multiple channels and firms should seek to integrate those channels according to customers’ needs.

 
Once a marketing plan has been designed, it is implemented through the marketing mix, compromising of the proposition, the price, the promotion and the place (distribution) methods adopted.  This seminar seeks to provide participants with a powerful understanding of the organizational processes that need to be put in place in order to implement strategic marketing plans, using a variety of international case studies.

Upon completion of this seminar, participants will be able to:

• Identify market opportunities for value creation
• Develop effective marketing strategies for value capture
• Refine their decision making and analytical skills

Supply Chain of the Future

Dr. Imran Ali, Cranfield University, UK

Recent globalization has caused many enterprises to rethink their previously designed supply chain. Today, the design of supply chain is not just limited to its optimization in terms of physical flow of items from cradle to grave. But also, the influences of the innovation network as a whole. Today, transformational innovative technologies and physical infrastructure are converging.

Reliable sensor technologies are now facilitating the direct communication and collaboration of parties without human interaction. This intelligence is enabling the supply chain of the future to progress from decision support to decision delegation and ultimately to predictive capability.

The supply chain of the future is evolving with the emergence of latest technologies. In this evolving environment, the supply chain of the future should be instrumented, interconnected and intelligent.

These three characteristics will help in effective design of the supply chain of the future. This session will
help you to think:

• How enterprises should focus on preparation for supply chain of the future?
• How to structure the network?
• A look at scenarios and future technological developments.

• Understand the main concept of supply chain of the future.
• Acquire a knowledge of technological trends reshaping the supply chain of the future.
• Study mini case-studies illustrating supply chain of the future.
• Familiarize with key challenges faced in attaining supply chain of the future

Corporate Leadership & Development

Mr. Tony Swainston, Tony Swainston Ltd., UK.

Successful corporate leaders are those able to drive business results by aligning the vision, mission, and values throughout their organization. They manage with competence and lead with purpose. They are able to enlist the willing cooperation of others, while tapping into their highest skills and abilities, to achieve desired results. Their greatest leadership challenge is to find the perfect harmony between leadership and management, between strategy and execution, and of course between developing the self and developing others. At the completion of this module you will be able to:

• Identify the characteristics of different leadership styles.
• Assess your own leadership style zone.
• Work more effectively across leadership styles zones.

Operational Excellence

Prof. Philip Moscoso, IESE Business School, Spain

In this module we are going to cover how companies win over competitors by developing operational excellence, building agile supply chains and creating ecosystems with customers and suppliers to jointly beat competition. The objective of this Module is to learn from the best companies in the world how are they managing their operations, when and how to implement those approaches and the challenges you are going to face in the journey.

A Holistic Model of Leadership Development

Dr. Basil Mustafa, UK

• Value-based-leadership and organisational performance and sustainability.
• Leading to enhance motivation and workforce engagement.
• Nurturing moral competence and ethical management.
• Sustaining effective corporate leadership.
• Bonding high performing teams.

Change Management – Regulatory Environment

Dr. Walid Hejazi, Rotman Business School, University of Toronto, Canada

• The rise of the Internet, the Digital economy, and the associated increases in transparency (both mandated and data leaks such as Wikileaks, the Panama papers, and others.)
• The global push to provide whistleblowers both more protection and more incentive.
• Regulators have access to a larger and more varied array of information than ever before (Big Data and Data Analytics). Therefore, it is increasingly difficult to “hide” in this new digitally connected world. In addition, corporate (and personal) blackmail is on the rise.
• The rise of the 1% - which has received increasing scrutiny in the media and the many “revelations” which have shaped societal expectations and demands on regulators and government in general.

As a result of these changes, governments and regulators are increasingly adhering to standards well above legal compliance. They are pursuing policies which are fair and moral rather than just compliant. Furthermore, regulators are increasing expected to carry out their mandates in an increasingly transparent manner, as the public wants to understand how decisions are made.

In this module we will explore how these changes and societal pressures have resulted in significant regulatory changes, and how these changes have material implications on the nature of how businesses must operate.