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PROGRAM FOCUS |
Leading in Challenging Times, Qatar How understand uncertainty and risk at all levels of an organization, in an integrated fashion? Macro-economic implications, societal considerations, business strategy, operational strategy, asset impairment, reputation issues, value creation and competitive risk are among the challenges to be discussed, analyzed and measured in quantitative and qualitative terms. The underlying theme and guiding concept of the program is to move from the ‘surprise’ of the recent situation to the acceptance of these events as predictable and on to management/leadership skills using available methodologies to maintain competitive advantage. The program thus moves from a macro-approach of the situation, to creating the context for adaptation and innovation within the firm. 
Language:
English
Duration:
10 days
Format:
2 modules of 5 days each
Location:
Doha(Qatar)
Cost:
Tuition fees: € 13,200 (May be subject to modification) Including all teaching material, refreshments during breaks and lunch Excluding VAT and travel and accommodation expenses Participants are mid-to upper-level executives seeking to understand the links between the current economic environment and the need to keep their competitive advantage. They typically bring 15 or more years of management experience and are part of the team determining the strategic direction of their company. Companies are facing challenges in today’s economy that have not been present for generations. The way organizations react to these challenges will determine their future. Given that uncertainty is inherent in all situations, the essence of leadership must be in the proper response to uncertainty. In fact, the true sign of a leader is his or her ability to foresee, to react and to innovate. The most successful companies will have leaders who guide them through this ever-changing environment and managers who are able to contribute to these organizational objectives by building structures that are resilient and able to adapt to change. Macro-economic implications, societal considerations, business strategy, operational strategy, asset impairment, franchise/reputation issues, value creation and competitive risk are among the challenges to be discussed, analysed and measured in quantitative and qualitative terms. In this context of continual change and challenge, you will:
You will pursue two, five-day modules. During each of these modules, you will address specific themes of relevance, while also dealing with topics of mutual interest and engaging in meaningful reflection, face-to-face discussion, and inspiring exchange. The program will focus on:
Themes to be covered include: Economic realities in a global world An analysis of the current economic environment will be presented. You will explore some of the factors that have led countries and firms into financial difficulties and the perspectives for solutions. Though no one has a crystal ball, it is important for executives to understand the dynamics of large-scale crisis and how the firm can protect itself, and even seek new opportunities in the current context. Financial management in complex environments Building planning and control scenarios in complex changing environments will be a key success factor for the organization. Uncertainty and risk permeate budgets in all environments; given the current volatility, organizations have discovered their planning and control systems to be less robust than needed. You will gain insights into the needed planning and control systems for all environments with appropriate recognition of the need for cost control and value creation decision models at the same time. Value creation and cost control These two topics are not contradictory but complementary. Emphasis on the value creation process with suitable cost controls and a corresponding emphasis on cost control that maintains or increases value creation will be the approach taken. Special attention will be given to the need for short-term, medium-term, and long-term financial key performance indicators (KPIs) that are linked to business decisions. Participants will re-discover the need for the finance function to be both a ‘policeman’ and a ‘partner’ to the business. Leadership, change and the organization A framework to understand the societal and organisational context in which leadership is practiced will give participants the practical tools which can be applied in the workplace. They will explore organizational-level issues and problems and how to think about organizational design, what strategies they should adopt, and how their decisions affect the culture of the organization. Participants will analyse employee-related challenges, such as how to get things done in politically sensitive environments, as well as decision-making and leading small groups and teams. Managing risk An integrated view of risk control in a global context and how it impacts the value of the business enterprise is discussed. This more comprehensive view of managing risk will expose participants to the types of critical decisions they will face as they take decisions which could drastically impact the reputation and operational integrity of the firm. The bottom line is an integrated, sensible overview of risk management that is critical for management of any business exposed simultaneously to market risk, credit risk, operational risk, strategic risk, and franchise or reputation risk. Strategic innovation in a changing world The variety of business models for an organization facing an increasingly complex environment and on the need for innovation within the organization will be analysed. A framework will be introduced for identifying the set of requisite resources that underlie a strategy and one for identifying the critical organizational mechanisms required to effectively implement the strategy whether it be the underlying business model and/or the internal innovations needed to maintain a competitive advantage. Implementing innovation Intrapreneurism and innovation can be thought of in two ways within an organization:
Academic Director: Professor Terry Campbell, Adjunct Faculty, HEC Paris Terry Campbell, Affiliate Professor at HEC Paris, Terry’s current research interests continue in the areas of decision making under uncertainty. The emphasis is on measuring the immeasurable with special attention to performance measurement and incentive systems in ‘learning organizations.’ He is a Certified Public Accountant (CPA), Certified Information Technology Professional (CITP), Certified Management Accountant (CMA), Certified Cost Analyst (CCA) and is a qualified facilitator for the Myers Briggs Type Indicator (MBTI). Roger Hallowell, Affiliate Professor at HEC Paris, Roger Hallowell’s academic work focuses on leadership of organizations wanting to increase the value they deliver to customers, often through service. His projects are designed to help executives and senior managers enhance their leadership abilities, including their ability to design and implement change. He is an authority on strategic initiatives with the goal of simultaneous cost reduction and quality improvement. Roger Hallowell’s career began as a banker on Wall Street and includes two senior management positions in industry. He has authored numerous papers and written more than 60 case studies on organizations in North America, Europe, and Asia, including three HBS best-sellers. He advises private equity firms on their investments in the service sector. Randy White, Affiliate professor at HEC Paris, Randy is an executive development coach, leadership educator and internationally known author. He is a Principal in the Executive Development Group, an Adjunct Professor at the Fuqua School of Business, Duke University. Randy's interests lie in where leaders come from, how they develop, and their eventual success. As co-author of Breaking the Glass Ceiling, he has had a major impact on the way women are viewed as leaders. His book, Relax, It's Only Uncertainty, co-authored with Phil Hodgson, expands their earlier research on how leaders can be more effective by embracing rather than avoiding uncertainty. Recently he authored the capstone chapter in a new book, The Perils of Accentuating the Positive, Hogan Press. Randy holds an AB from Georgetown University, an MS from Virginia Polytechnic Institute and a PhD from Cornell. Marc Bertonèche, Affiliate Professor at HEC Paris, Professor at University of Bordeaux, Associate Fellow at Oxford Saïd Business School and Templeton College, Visiting Professor at Harvard Business School. Professor Bertoneche's areas of interest include corporate and financial strategy, mergers and acquisitions, venture capital, financial markets, corporate ownership and governance, risk management and international finance. Marc Bertoneche has been elected best teacher on numerous occasions and has won several awards for excellence and innovation in the classroom. In 1999, 2000 and 2003, he received the Harvard Business School's Faculty Award. |
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