Concept
If established companies want to implement good conceptual ideas, they need one thing above all: entrepreneurially inclined high performers with "doer qualities", business acumen and leadership skills. This program from SGBS helps with this.
- Turning ideas into new businesses
Investing in new businesses has its pitfalls: the amount of money needed is usually underestimated; the time required to see the first successes is set far too short; the risk of flopping and thus the danger of failure is not taken into account enough. - Being financially successful
Partial successes motivate: a great innovation; surprised customers; employees who are proud of their own achievements. But it is easy to overlook that the financial results also have to be right. - Winning employees over to change thanks to leadership
Anyone who brings dynamism, change and new ideas into the company will quickly encounter resistance. This is especially true among long-standing employees who are satisfied with themselves and the past and often view new ideas as an attack on their long-standing success story in the company. This is why younger high-performers in particular need strong social skills.
Construction
Part 1: The St. Gallen Management Concept in practical application
Part 2: From the business idea to business
Part 3: Planning and achieving financial results
Part 4: Self-management and team behavior
Participants
- Specialists, professionals and young managers who are expected to provide ideas and impulses for start-ups or new business models
- Younger managers, specialists and junior staff who want to launch programs for innovation, entrepreneurship and digital start-ups or who are already responsible for them
- Specialists in the areas of new business development, product, market and customer management
- Project managers who want to contribute to new growth, new profitability and new value creation through innovative projects
- Young professionals who are allowed to engage in entrepreneurial activities and are looking for comprehensive knowledge.
Topics
Part 1: The St. Gallen Management Concept in practical application
Using concrete examples from practice, we demonstrate the importance of holistic general management for successful leadership. In the practical section, participants learn how to apply the most important tools of the St. Gallen Management Concept to solve specifi c cases
Part 2: From the business idea to business
How to recognize market opportunities at an early stage. How new business is developed and successfully established. How to turn good ideas into successful business or project results.
Part 3: Planning and achieving first-class financial results
A business should have above average profitability and, after a successful start-up phase, deliver high cash flow and free cash flow. This is because this is needed to expand the competitive position and to invest sustainably in the future. What do business managers have to do to achieve first-class financial results in the long term?
Part 4: Self-management and behavior in the team
Leadership is an important skill, as it is about achieving sustainable and first-class results. The diverse skills of an authentic leader must be learned step by step in order to mature into an outstanding leader with great responsibility. What are the characteristics of strong leaders? What are your own strengths? Which social skills are particularly important in order to be able to lead and implement successfully in times of change?