Concept
The task of a managing director is to manage the organization optimally today and at the same time launch those initiatives and programs that are important for successfully managing the future.
Structure
| Part 1: | Results-oriented management. The St. Gallen approach. |
| Part 2: | General Management. Interrelationships and laws of successful corporate management. |
| Part 3: | Leadership: Success thanks to leadership. |
Participants
Experienced managers who want to develop towards a management position, e.g. for a subsidiary or part of the company, or who already hold such a position.
Topics
Carrying overall management responsibility as Managing Director: What results are expected?
Results-oriented management
- The interrelationships of holistic corporate management
- Deliver results: Which ones? The sustainable St. Gallen approach.
Carry on as before?
- Know your own strengths
- Expanding the business
- The limits of growth
Recognizing the need for action
- Disruptive developments
- Changing framework conditions
- Taking new competition seriously
Growth: Business Development
- Actively seeking new growth areas
- Growth through the creation of new markets
- Technology and customer problems as drivers
- Develop new business models
- Using digitalization for new business models
Development of new businesses
- The typical industry flop rate
- The required timeline: longer than planned
- The use of resources
- Flexibility: what comes out in the end is usually different and mutates with experience
- The staying power: how to finance?
Structure & process management
- Redesigning the business models
- Structural design and capability development
- New business segment structure?
Leadership
- Developing and promoting leadership
- Strengthening the leadership effect
- Social skills as a key factor
Financial management
- Achieving financial results
- How to anchor thinking in profitability and return on investment?
Change management and implementation
- Preparing the organization for major changes
- The structural anchoring
- Demanding support for change
- Resistance to the new: the task of change management
- Involving employees