This Specialization explores the evolving world of business strategy, focusing on the increasingly important roles of design, user experience, and innovation in shaping competitive advantage. You’ll learn about concepts such as goal setting, value creation, global integration, and diversification, and you’ll critique classic theories and frameworks in the context of new business realities. In the final Capstone Project, you’ll create and defend a holistic business strategy in response to a realistic case study prompt
this course will cover the concepts of Design Thinking and Entrepreneurship.
Design thinking can be defined as a “collaborative, human-centered approach that can be used to solve a broader range of challenges” (T. Brown). It is rooted in the daily work of designers. It is both a mindset and a method that capitalizes on creativity techniques and the power of multidisciplinary teams to develop innovative solutions. Although its scope is broader than entrepreneurship, design thinking can be seen as a perfect starting point for people looking for the next big idea.
Entrepreneurship is often associated with small business management and new venture creation. This is actually a very restricted view! As a matter of fact, entrepreneurship is a multi-dimensional phenomenon. At macro-economical level, it is a key success factor for economic growth and innovation. At a firm level, it is a management style that helps to deal with very uncertain situations and innovative projects. At a personal level, it is a mindset and a set of skills that help identify and exploit business opportunities.
The course will introduce the students to the process of developing an entrepreneurial idea – from finding the idea to pitching it to sponsors. It will be based on a set of recent methodologies and tools used in the matter, mainly:
- Design thinking
- Opportunity Assessment canvas
- Lean startup
- Business model canvas
The course mainly consists in a group assignment where teams of 5 to 6 students will have to start an entrepreneurial journey and present a final pitch.
Competences that will be developed:
- Working in multidisciplinary group
- Finding an idea
- Refining this idea through iteration
- Building and evaluating value propositions
- Developing their presentation skills
By the end of the course, participants will be able to:
- Identify the building blocks of talent management
- Create a talent management system
- Define the linkages between organization excellence and effective people management
- Identify hi potentials
- Coach, train and develop 'superkeepers'
- Integrate compensation with talent management so they can retain their top people
- Design strategies to retain talent
- Defend the role of information technology in supporting a talent management system
Who should attend this course
This course is targeted at those who are in supervisory and managerial positions including HR and talent management specialists with at least three years corporate experience. More specifically, this course is ideal for HR team leaders, HR managers and HR business partners as well as line managers.
The training process is based on a carefully planned combination of highly focused tutor input, using a balanced set of state-of-the-art learning mechanisms. The emphasis will be on studying real organisations making major strategic decisions. Above all, the principles and approaches to strategy and strategic management will be illustrated by reference to real-life organisations with which the training seminar leader has been personally involved. We will use the following training methods.
- Presentations by the seminar leader, including case examples
- Group work on case studies based on analysis, interaction and discussion
- Presentations by subject experts on aspects of strategy, strategic planning and organisational change.
- Focused problem-solving exercises, including “outside the box” thinking
- Decision analysis in different strategic and competitive conditions
This interactive training course includes the following training methodologies as a percentage of the total tuition hours:
- 30% Lectures, Concepts, Role Play
- 30% Workshops & Work Presentations, Techniques
- 20% Based on Case Studies & Practical Exercises
- 20% Videos, Software & General Discussions
- Pre and Post Test
- DAY 1 The war for talent
- Six realities about people today
- The battle for brainpower
- The hard facts about employee engagement
- The hierarchy of needs, engagement levels and managing talent
- HR as the architects of the talent machine
- HR transformation is the big challenge
- The corporate talent system
- Some talent management Key Performance Indicators (KPIs)
- DAY 2 Intangibles: the new HR return on investment
- Intangibles defined
- The rising importance of intangibles
- An architecture for intangibles
- The new war for talent: war for deep specialization
- HR’s role in building organizational capabilities
- DAY 3 Proactive talent management
- Six HR conditions for organizational success
- What talent management is not all about
- What talent management is all about
- Defining proactive talent management based on the experience of highly successful organizations
- The foundations of talent management; the performance -potential grid
- An integrated talent management system
- DAY 4 Talent management: problem or solution?
- A short historical perspective
- A new way to look at talent management
- The fundamental business challenge: managing risk
- Managing talent management
- A new framework for talent management: four principles to consider
- Building a talent management system
- Building a talent management system in four steps
- Develop assessment tools and scores
- Develop training and development solutions
- Assess each employee for core competencies and forecast potential
- Prepare action plans
- The HR guide to identifying high potentials
- Why the stakes are so high
- The three components of high potential:
- Mountain versus valley people
- Modern talent spotting: what to look for
- The CFO question
- The impact of good HR
- Qualities of processes needed to spot, develop and retain excellence
- DAY 5 Institutional strategies for dealing with talent management issues
- Navigating the forces impacting talent management
- Institutional strategies and best practices
- Retaining top talent: the big challenge
- Common mistakes made by companies and how to avoid them
- Integrating compensation with talent management
- Twelve recommendations to keep your talented people
- Wrap up: turning your organization into a 'talent master'
- What it takes to become a 'talent master'
- Winning the war for talent
A Certificate of Completion will be issued to those who attend & successfully complete the programme.
08:30 – 10:15 First Session
10:15 – 10:30 Coffee Break
10:30 – 12:15 Second Session
12:15 – 12:30 Coffee Break
12:30 – 14:00 Third Session
14:00 – 15:00 Lunch
The Fee for the seminar, including instruction materials, documentation, lunch, coffee/tea breaks & snack is: