Leadership and Management Training: Making Strategy Happen in a Global World
8:45 AM, Monday, September 14, 2015
– 5:00 PM, Tuesday, September 15, 2015
– AmCham China Conference Center
Please note: This course will be delivered in English.
Understanding strategy is fundamental for participating in global markets. The success or failure of a carefully designed strategy, however, depends on the skills of the individual or team to transform the theory of the strategy into practical action. Too many times, strategies rest on the shelf, gathering dust, as opposed to management employing them to ensure a successful implementation.
The implementation of organization strategy involves the application of the management process to obtain the desired results. Particularly, strategy implementation includes designing the organization’s structure, allocating resources, developing information and decision process, and managing human resources, including such areas as the reward system, approaches to leadership and staffing.
Strategy implementation is the process of allocating resources to support the chosen strategies. This process includes the various management activities that are necessary to put strategy in motion, institute strategic controls that monitor progress and ultimately achieve organizational goals. Implementation is as much a science as it is an art.
The implementation process covers the entire managerial activities including such matters as motivation, compensation, management appraisal and control. The management functions – planning, controlling, organizing, motivating, leading, directing, integrating, communicating and innovating – are all included in the concept of strategy implementation.
In this context, the objectives of this two-day training course are to:
• Review the latest trends in implementation
• Help participants identify the challenges of implementing strategies across borders, with a particular focus on the challenges of domestic and multinational companies in China
• Coach participants on reflecting on why certain strategies succeed and others fail
• Provide participants with frameworks to support their efforts in creating successful implementation strategies
Who Should Attend
• The program is best suited for executives who have some experience in formulating strategy and would now like to expand their skills to ensure that they deliver to their organizations’ successful outcomes. To further leverage the value and impact of Making Strategy Happen, companies should consider sending executives involved both in the front-end and operational areas of their business.
• General managers who head business units, e.g. country managers or product or division heads
• Senior managers who head significant departments and who have direct responsibility for large budgets or embers of project teams whose objectives specifically include implementing strategy.
Course Outline
DAY 1
Morning Session: WHY STRATEGIES FAIL
Many companies spend a huge amount of resources in analyzing markets, prepared detailed financial forecasts, elaborate marketing plans, etc. Despite the best of intentions, there is a general consensus that most strategies fail at the stage of implementation. We will discuss in detail why this is this is the case and illustrate the point through both personal and group experiences.
MANAGING IN A FRAMEWORK—MCKINSEY 7S MODEL & ALTERNATIVE MODELS
While there is no guarantee that a carefully planned implementation will succeed, research has shown that as much effort must be made in planning the implementation as has been spent on the preparation of the strategy. Several frameworks exist for organizing such planning, one of the most classic ones being that from the renowned management consultants, McKinsey. We will explore how they approach planning and implementation as well as other frameworks created by academics and other consulting firms. We will use one or two case studies to illustrate key points.
Afternoon Session: MONITORING AND CONTROLLING IMPLEMENTATION
The monitoring and controlling process is important in the overall project design so as to ensure the strategy is on course. Monitoring provides the opportunity to identify variances early so that corrective action can be taken to meet overall strategy objectives. Monitoring and controlling processes includes status reports, quality management, communication plan, risk and issues management. We will explore how various companies use – and misuse – this concept.
DAY 2
Morning Session: WHAT IS CORPORATE CULTURE?
Corporate culture can be defined in many different ways but it is essentially the rules on how things get done in a company. Get the culture and aligned to support the strategy, things are great. But a misaligned culture can spell disaster. Add cultural diversity across borders in a multi-country and globalized economy makes the task much more complex. We will explore company culture, national cultures and learning to deal with stakeholders across cultures.
ORGANIZING FOR CHANGE
Organizational design must be adapted to the strategy a company has chosen, but as we all know, you can move the boxes on an org chart several times and often, nothing happens. People just wait for the next reorganization! There are many different ways to organize a company, depending on the complexity, geographic diversity, product or service offerings and client requirements. We will discuss the various different models, the pros and cons, and then have time to review a case study to see what lessons can be learned.
Afternoon Session: PRINCIPLES OF GOOD CHANGE MANAGEMENT
Moving an organization from point A to point B does not happen by itself. It requires active change management. Change management gurus have focused on soft and hard issues, such as culture, leadership, motivation, financial results, resources available and having the right people in the right jobs. Such elements are important for success, but managing these aspects alone isn’t sufficient to implement transformation projects. We will explore several mini-cases together of what works and share experiences among the group participants.
Meet the trainer:
Robert (Bob) Gogel has more than three decades of experience as both a provider and purchaser of global outsourcing, technology and consulting services. A proven senior executive of high-value services businesses, he has held a number of CEO roles in world-class outsourcing organizations. He has been active in developing onshore, near-shore and offshore service delivery centers for global organizations. He has worked closely with private equity firms, multinational companies and the public sector and is a recognized industry thought leader. He has extensive experience both in designing and implementing strategies for world-class organizations.
Before joining Integreon as CEO in July 2011, he was CEO of Enrich, the employee benefits consultancy, and had held positions on the executive boards of AXA Group and Siemens Business Services GmbH. Prior to that, he had 17 years of strategy and organizational consulting experience at Gemini Consulting (formerly the MAC Group), as a senior partner in both the US and Europe. His industry focus has been on financial services firms and professional services organizations, and he has extensive experience building teams across multiple countries and cultures. He is the annual speaker at Shanghai’s premier conference on the future of the Chinese economy hosted by Cyamlan, a leading Chinese investment management and consulting firm.
Gogel is co-founder of a leading think tank – the European Executive Council, the editor-in-chief of the annual State of the European Union conference and a member of the faculty teaching the MBA program at HEC in Paris and Shanghai. The author of several business books and a frequent contributor to publications and forums, he holds a BA from Harvard, a Master’s degree in Applied Economics from the University of Louvain and an MBA from the University of Chicago.
About HEC Paris
HEC Paris provides a complete range of degree and non-degree programs that have been specifically designed to meet the needs and challenges of executives and managers from all over the world. HEC Paris is ranked No.1 worldwide in Executive Education by the Financial Times (2014).
Coffee, lunch and light refreshments will be provided during breaks.
Venue:
No. 10 Jintongxi Road, The Office Park, Tower AB 6th Floor
金桐西路10号远洋光华国际AB座6层
Program:
08:45-09:00 – Registration
09:00-12:00 – Morning Session
12:00-13:00 – Lunch
13:00-17:00 – Afternoon Session
Registration:
Cardholding members advanced discounted online price: RMB 6,000
Non-cardholding employees of member companies: RMB 6,000
Non-members: RMB 6,600
Special Registration Information:
• You must register in advance. Walk-ins will not be accepted. • Attendees need to pay by Sept. 1. • Limited spots are available and attendance is given on a first-come, first-served basis.
AmCham China Events:
Events have limited seating so to ensure your attendance we encourage advance online registration and payment for ALL events. We cannot guarantee entry to anyone not registered in advance. All AmCham China events are in English unless stated otherwise. Please also be aware that the Member Advanced Price is only for members who register AND pay online prior to the closing date and time for this event. Members who do not register and pay online will be charged the At-The-Door price.
This event is off-the-record.
For more information, please contact: Caroline Wang, Tel: (8610) 8519-0892, Email: [email protected].
Cancellation Policy:
If you cannot attend an event for which you have registered, please cancel your registration no later than one business day prior to the event. If you fail to notify AmCham China of your cancellation in a timely fashion, you will be charged for event costs.
To cancel you can 1) call 8519-0828 and leave a voicemail message including your name, and event title and date, 2) email [email protected], or 3) cancel online if you registered for the event through the website. Thank you for your cooperation and helping AmCham China maintain the quality of its events.
Receipts:
Please note: Requests for official payment receipts for 2013 (fapiao) must be submitted to AmCham China before December 25, 2013. Requests made after that time will not be accommodated. Please contact [email protected].