WORLD-CLASS MANAGEMENT DEVELOPMENT FOR ......MCEWORLD-CLASS MANAGEMENT DEVELOPMENT FOR BUSINESS PROFESSIONALS Workshops 2012-2013 130+Workshops in cities across Europe and the Middle

WORLD-CLASS MANAGEMENT DEVELOPMENT FOR BUSINESS PROFESSIONALS 2012-2013

MCE Workshops

www.mce-ama.com

130+Workshops in cities across Europe and the Middle East

MCE’s 5-Day Mini MBA

6 Key Skills your people need

MCE’s Annual PassOne Price. Unlimited Development.

See page 11 for details See page 2 See page 6

There are no limits

Every business professional—and every business—is dealing with constant change and

long-term uncertainty. Only the best-prepared will succeed.

Make sure your organization comes out on top.

Having robust skills in multiple areas reduces uncertainty and opens up a whole new world of possibilities for

success. Your organization will adapt more easily and bridge competence gaps. Your people will collaborate

more successfully across departments and divisions. And the entire organization will become more

competitive in the marketplace.

MCE’s development programs give you the advantages of active learning and practical content

MCE workshops focus on personal relevance—how the

individual and the organization benefit. Our sessions are alive

with discussions, brainstorming and practical problem solving.

Guided by expert course leaders, our participants learn new

skills with a small group of peers from various industries and a

diversity of cultures. They face a lot of the same challenges that

you and your people face. In a supportive environment, they

can practice what they are learning—and be ready to integrate

new knowledge and ideas the very next day.

Make your staff and managers invaluable with these must-have skills

The extensive variety of workshops we offer makes it possible

for your people to acquire the exact skills they need to take your

organization to the next level. MCE has now identified 6 critical

skill sets that are vital to every manager’s ongoing success:

Leadership and People Management, Communication,

Collaboration, Business Management, Finance and

Project Management. Being strong in these crucial core

competencies—and being able to apply them throughout

your organization—can take your people to an inspired level

of performance that sets your organization apart from the

crowd. Mastering these 6 skills can give your organization a

competitive advantage.

Management Centre Europe is the European affiliate of AMA International, a global organization founded in 1921. MCE is active across Europe, Russia, Central Asia and the Middle East. With our AMA partners we can cover the needs of global clients across the world. We work with a network of more than 125 Senior Associates. We cover more than 160 current business issues in our core offerings. For more information, visit: www.mce-ama.com

with the right professional development…

6How do your people measure up in each of these 6 essential areas? Where are the gaps—and which workshops can help you fill them?Turn the page to find out >>>

As experts in developing strong managers and leaders, we know

what competencies are the most critical for your people to possess to

meet corporate and career objectives.

key skills that are indispensable for managers

1 MANAGEMENT AND LEADERSHIP SKILLS

to set priorities, delegate, motivate and develop your people,

coach them to become top performers and communicate

objectives and goals

2 COMMUNICATION SKILLS

to get your point across, create a compelling presentation to

support your goals and get buy-in for ideas, inspire others to

achieve better results and demonstrate emotional intelligence

3 COLLABORATION SKILLS

so you can value and celebrate differences, build rapport, form

alliances and negotiate effectively

4 BUSINESS MANAGEMENT SKILLS

to make business decisions, think strategically, solve problems

logically, understand the impacts of decisions and to plan and

implement work

5 FINANCE SKILLS

to weigh the monetary implications of your decisions—including

the ability to build a sound budget and formulate reasonable

forecasts

6 PROJECT MANAGEMENT SKILLS

to comprehend the scope and objectives of projects, recognize

the roles and responsibilities of others, use PM tools to stay on

track and become an effective member of a cross-functional team

6 skills your managers and leaders need to perform well in their jobs and be eligible for higher responsibility

LEADERSHIP AND PEOPLE MANAGEMENT How well do your managers get strategy implemented through people, set priorities, delegate, build cohesive teams, motivate and develop others, coach direct reports to become top performers and communicate objectives and goals?

• Managing and Leading People in an International Environment, pg 30

• Developing Leadership, pg 32• Developing Leadership: Special Edition for Women, pg 34• Leading International Teams, pg 32

BUSINESS MANAGEMENT How good are your managers at business decisions, strategic thinking, and solving problems logically rather than jumping to conclusions? How well do they understand the business beyond their own function, the impacts of their decisions on the business as a whole? Are they good at work planning and implementation?

• Business Strategy for Managers, pg 52• Critical Thinking Skills, pg 15• Operational Management Skills, pg 10• The 5-Day Mini MBA, pg 11

FINANCE SKILLS How financially savvy are your managers? Do they understand and factor in the monetary implications of decisions? Can they build realistic budgets and forecasts? Do they understand the company financial reports?

• Budgeting, Forecasting and Cash Flow Management, pg 27• Fundamentals of Finance: Understanding the Balance

Sheet and the Profit and Loss Account , pg 25• Business Performance Management: Measuring and

Managing Value Creation , p 51

COMMUNICATION How good are your managers at communicating with senior management, getting their point across, creating compelling business plans and presentations to support business ideas, or communicating virtually?

• Communicating to Your Senior Management and Key Stakeholders, pg 16

• Communication and Presentation Skills Through Different Media, pg 18

• Assertiveness for Women: How to Compete without Being Aggressive, pg 18

COLLABORATION How well do your managers collaborate across functional and geographic boundaries? Can they influence and manage across cultures, build relationships, navigate politics, manage conflicts and negotiate effectively?

• Developing Personal Influence and Impact, pg 17 • Interacting With Others to Get Things Done, pg 19• Advanced Negotiation Skills, pg 16• Managing Conflict, pg 21

PROJECT MANAGEMENT SKILLS How good are your managers at managing projects to specification, time and budget? What is the success rate in your organization? Do they use proper project management tools and methodology? Do they understand how to manage project teams, whether intact or cross-functional?

• Project Management: The Fundamentals, pg 37• Managing Risk in Projects, pg 39• Cost and Time Management in Projects, pg 38

Let MCE show you the way!For more information or to talk to a development advisor:

Telephone: +32 (0)2 543 21 20Email: [email protected]

Website: www.mce-ama.com/contact

Dear Human Resources and Talent Development Professional,

Thanks for your interest in Management Centre Europe. We hope this guide to our workshops and services will be useful as you plan your management and talent development initiatives for the coming period. We’ve done our best to make it clear, to the point and easy to use.

MCE helps you get the best return on your investment in management and talent development.

We invite you to discover the services waiting for you in these pages. If you have questions or want to discuss a particular situation, please contact us – we are ready to help you.

Short, Sharp and Relevant Workshops

We focus on business issues and developing the skills to solve business issues.

Convenient Dates and Locations

We conduct our workshops in key locations in Europe, Russia and the Middle East, in a place and date to suit your management delegates.

Facilitators from the Business World

Every workshop is led by an experienced ex- manager, from leading multi-national companies, and is full of real life examples from the business world.

Wide Range of Management Topics

We cover the widest variety of business management, leadership and industry-specific topics you can find in Europe, Russia and the Middle East.

Special Offer for High Potential Talent

Check out or “Annual Pass” offer for unlimited workshop attendance over a 12-month period for only 9.950 €. See page 6 for details.

Mentoring and Business Coaching for Individuals

MCE offers mentoring and coaching services for individual managers. Our MCE-certified business coaches are ex-senior managers from business and can bring expertise and advice in addition to coaching. See page 38.

Customized Programmes

We work with you to develop customized programmes for your organizational development and strategy execution objectives, and deliver a consistent experience across your markets. See page 9.

Leading Provider Developing managers in Europe since 1961, part of the AMA global network that was founded in 1921, MCE has improved the performance and developed the careers of generations of managers in the world’s leading multi-national companies. We offer a world-class development experience in an international environment.

Marc Dellaert Executive Director for Marketing and Emerging Markets

MCEANNUAL PASS

One Price. Unlimited Development.

- Ideal for managers advancing to new positions, for

high-potentials and individuals who want to develop

their managerial skills over a short period

- Attend unlimited regularly scheduled workshops

over a 12-month period for only 9.950 €*

- MCE offers the widest range of world-class manage-

ment development covering management, leader-

ship and business skills and industry-specific topics

- Contact us today for more information:

+32 2 543 21 20 or [email protected]

MCE ANNUAL PASS

9.950 €*

The MCE Annual Pass is issued for an individual staff member in your organization and it is not transferable. Pass-holders can attend an unlimited number of regularly scheduled MCE open enrolment workshops over a 12-month period. The 12-month period begins on the starting date of the first workshop for which the pass is applied. The 12-month period ends one year from the date on which the annual pass was first used. All workshops must be completed before the expiration date of the annual pass. Full payment for the MCE Annual Pass must be received prior to attending the first workshop. If left unused, the MCE Annual Pass will expire 12 months from the purchase date. The pass may only be used by the designated person and may not be sold, transferred or assigned to another person. There are no other rights granted. Photo identification will be required when attending a workshop. MCE’s General Terms and Conditions for open enrolment workshops apply. Annual Pass fees are non-refundable, regardless of attendance. Prices are subject to change without notice. The MCE Annual Pass cannot be used for workshop 2263: Preparing for Your Future Senior Management Role.

Annual Passes are available to MCE clients. They are not available for purchase by organizations or individuals in direct competition with MCE.

*Price does not include VAT or applicable taxes.

www.mce-ama.com

Management Centre Europe 7Open Enrolment Workshop Catalogue 2012-2013

CONTENTS

table of

contents:UnIvERSAL BUSInESS SKILLS WORKSHOPS

IT STRATEGy .................................................................................................28-29Gathering and Analysing Data to Uncover Business Intelligence and Trends nEW! ...................................................................... 28Managing Information as a Corporate Asset nEW! ............................................... 28Aligning IT Strategy and Corporate Business Strategy .......................................... 29

LEADERSHIP AND PEOPLE MANAGEMENT ..........30-36Managing and Leading People in an International Environment TOP 40 ....... 30Leadership for Managers: How to Implement Business Strategy TOP 40 ........ 31Developing Leadership: Build Your Leadership Skills TOP 40 .............................. 32Leading International Teams TOP 40 ........................................................................... 32Leadership for Senior Managers: How to Get Your Strategy Implemented throughout the Organization TOP 40 .......................................................................... 33Developing Leadership: Special Edition for Women TOP 40 ................................ 34Leadership for Senior Managers: Special Edition for Women TOP 40 .............. 34Successfully Managing People ....................................................................................... 35Leadership and Team Development for Managerial Success ............................... 35Leadership for Managers: Special Edition for Women nEW! .............................. 36Leadership for Senior Managers in Public Organizations: Driving Performance in Complex Environments nEW! .......................................... 36

PROJECT MANAGEMENT ..............................................................37-40Project Management: The Fundamentals TOP 40 .................................................... 37Cost and Time Management in Projects TOP 40 ...................................................... 38Managing Risks in Projects TOP 40 .............................................................................. 39Project Management for Executive Assistants TOP 40 ........................................... 39Project Management for IT/IS ........................................................................................ 40Quality Management in Projects .................................................................................... 40Implementing Your Strategy through a Portfolio of Projects ............................... 40Improving Your Project Management Skills ............................................................... 40

SALES & MARKETING .......................................................................41-46Certified Marketing Manager: Part I & Part II TOP 40 ............................................ 41Defining and Executing the Consumer Marketing Strategy: From Plans to Measurable Results TOP 40 ............................................................................................ 42Product, Category and Segment Management in Consumer Markets TOP 40 .... 42Product Management in B2B Markets TOP 40 ......................................................... 43Fundamentals of Consumer Marketing TOP 40 ....................................................... 43Managing and Servicing Global/International Key Accounts in B2B Markets ................................................................................................................... 44B2B Strategy Based on Your Customer Value Proposition ..................................... 44B2B Business Intelligence for Customer Insights ..................................................... 44Principles of Value-Based B2B Marketing .................................................................. 44Leading and Working in a Multifunctional Team for Customised Solutions ... 45Managing B2B Sales Teams for Solution Selling ..................................................... 45B2B Strategy Update for Senior Management ......................................................... 45Selling Through Different Channels in B2B Markets .............................................. 45Effective Customer Acquisition and Retention through Social Media Marketing ................................................................................................... 46Building Strong Brands in Consumer Markets .......................................................... 46

BUSINESS MANAGEMENT SKILLS ....................................10-15Operational Management Skills TOP 40 ....................................................................10The 5-Day Mini MBA TOP 40 ......................................................................................... 11The Professional Executive Assistant TOP 40............................................................ 12Consulting Skills for Managers TOP 40 ...................................................................... 12Time and Stress Management for You and Your People ........................................ 13Developing and Presenting Business Plans ............................................................... 13Preparing for Your Future Senior Management Role ............................................. 14Managing Outsourcing ...................................................................................................... 14The Operational, People and Network Management Workshop: The Complete Programme - Part I & Part II ............................................................... 14Managing in an International Business ...................................................................... 15Managing Information Overload .................................................................................. 15Adding Business Value as a Staff Function Manager ............................................. 15Critical Thinking ................................................................................................................... 15

COMMUNICATION AND INFLUENCE SKILLS........16-21Communicating to Your Senior Management and Key Stakeholders TOP 40 ....... 16Advanced Negotiation Skills TOP 40 ........................................................................... 16Developing Personal Influence and Impact TOP 40 ................................................ 17Communication and Presentation Skills through Different Media TOP 40 ............ 18Assertiveness for Women: How to Compete without Being Aggressive TOP 40 ............................................ 18Interacting with Others to Get Things Done TOP 40 .............................................. 19Writing Skills for Executive Assistants ......................................................................... 20Communication and Interpersonal Skills for IT and Technical Professionals nEW! ........................................................................................ 20Communicating and Interacting with Your Colleagues for Executive Assistants ..................................................................................................... 20Managing with Emotional Intelligence nEW! .......................................................... 20Managing Conflict ............................................................................................................. 21Communicating Clear Goals to Your Team ................................................................ 21

EMERGING GLOBAL ORGANIzATIONS .......................22-23Managing Business in Europe for Russian Executives nEW! .............................. 22International Companies Expanding in Russia nEW! ............................................ 22Management Skills for Japanese Expats .................................................................... 23

FINANCE SKILLS ......................................................................................24-27The Fundamentals of Finance for Executive Assistants ......................................... 24Treasury and Cash Management .................................................................................. 24Fundamentals of Finance: Understanding the Balance Sheet and the Profit and Loss Account ................................................................................................................ 25Financial Management for Senior Finance Executives ........................................... 26Project Management Accounting ................................................................................. 26IFRS and US GAAP: A Practical Guide ................................................................................................................ 26Controlling for Controllers: Part I & Part II nEW! .................................................... 26Budgeting, Forecasting and Cash Flow Management TOP 40 ........................... 27Financial Planning and Analysis for Controllers TOP 40 ....................................... 27

Management Centre Europe8 www.mce-ama.com

CONTENTS

Partnering with and Selling to Retailers: The Rising Power of Retailers .......... 46Making Sense of Web 2.0 in B2B Markets ................................................................ 46

STRATEGIC ALLIANCES, MERGERS & ACqUISITIONS .....................................................................................47-49Mergers and Acquisitions: Valuation of Companies and Due Diligence TOP 40 .............................................. 47Leadership for Post-Merger and Acquisition Integration ...................................... 48Mergers and Acquisitions: Integrating Operations and Consolidating Accounts ........................................................................................... 48Managing Strategic Alliances and Partnerships TOP 40 ........................................ 49

STRATEGy AND IMPLEMENTATION ................................50-52Profitable Customer Centricity TOP 40 ....................................................................... 50Business Process Alignment for Strategy Implementation TOP 40 .................... 50Business Performance Management: Measuring and Managing Value Creation TOP 40 ................................................. 51Business Strategy for Managers TOP 40 .................................................................... 52

BANKING INDUSTRy ..........................................................................60-62Designing a Client Centric Value Proposition and Delivery for Retail Banks nEW! ..................................................................................... 60Outperforming on Bank Branch Sales Productivity and Service Delivery nEW! .............................................................................................. 605-Day Mini MBA for the Banking Industry ................................................................ 61Developing a Profitable Regional Bank Branch Network nEW! ........................ 62Competing for Banks in the New Mobile Banking and Payments World nEW! ............................................................................................. 62Building a Best-in-Class Multi-Channel Service Delivery for Banks nEW! .................................................................................................................. 62Focusing on the Business Client and Developing Long-Term Profitable Relationships in Corporate and SME Banking nEW! ......................... 62

CHEMICAL INDUSTRy .......................................................................63-64Value Selling in the Chemical Industry nEW! ........................................................... 63The 5-Day Mini MBA for the Chemical Industry ...................................................... 64

GAS & ELECTRICITy UTILITIES ........................................................65The 5-Day Mini MBA for the Electricity and Gas Utilities .................................... 65

MEDICAL TECHNOLOGy ................................................................66-67Life Cycle Management for Medical Devices ............................................................ 66Certified Marketing Manager for the Medical Devices IndustryParts I & II nEW! ................................................................................................................ 66Market Access for Medical Devices .............................................................................. 66Managing Innovation for Medical Devices - Evolution or Revolution? ............ 66The 5-Day Mini MBA for the Medical Devices Industry TOP 40 ......................... 67

PHARMACEUTICAL INDUSTRy ..............................................68-72Pharmaceutical Product Management: Building Your Brand in the New Healthcare Environment TOP 40 .................... 68

InDUSTRy-SPECIFIC WORKSHOPS

SUPPLy CHAIN MANAGEMENT ............................................53-55How to Use Supply Chain Management as a Competitive Advantage ............ 53Procurement, Negotiations and Best Practices ........................................................ 54Contract Life Cycle Management nEW! ..................................................................... 55Aligning Your Supply Chain Management to Your Corporate Strategy ............ 55Operational Excellence in Supply Chain Management .......................................... 55Strategic Sourcing and Supply Chain Governance .................................................. 55

TALENT MANAGEMENT AND HR .......................................56-59Organization Development: Driving and Supporting Strategic Implementation and Change TOP 40 ......... 56Strategic HR: Aligning Your Strategy to the Business ............................................. 56HR Management: The HR Business Partner TOP 40 ............................................... 57Strategic Change Communication nEW! ................................................................... 58Talent and Performance Management nEW! ........................................................... 59Compensation and Benefits: Dealing with New Demands, Expectations and Needs nEW! ............................. 59Managing the Learning and Development Function .............................................. 59Influencing and Consulting Skills for HR Professionals ......................................... 59

Market Access, Pricing and Health Outcomes: The New Reality in the Pharmaceutical Industry TOP 40 ..................................... 68The 5-Day Mini MBA for the Pharmaceutical Industry TOP 40........................... 69Key Account Management in Pharma: From a General Approach to Targeted Sales and Company-Wide Selling .......................................................... 70Patient Centricity in Pharma: When Empowered Patients Become Your Primary Focus nEW! ......................... 70Value-Based Marketing in the Pharmaceutical Industry ....................................... 70Generics Markets and Big Pharma: Pure Player Going Hybrid? Old Models in New Markets? nEW! ....................... 70The New Business Model in Pharmaceuticals .......................................................... 71Managing Brands Regionally and Selling Locally: Efficient Marketing Matrix and Processes in Pharma nEW! ................................ 71Development and Manufacturing: Strategic Choices Ahead in the Pharmaceutical Industry ...................................... 71Personalized Medicine: What it Means for Pharma nEW! ................................... 71“Commercial” Effectiveness in Pharma: Think beyond Sales Force Effectiveness nEW! ......................................................... 72Medical Affairs in the Pharmaceutical Industry: Protecting vs. Supporting Roles and Keys to Success ............................................. 72

TELECOM SERvICES INDUSTRy ...........................................73-74Retail Marketing and Sales in the Telecom Industry nEW! .................................. 73Stakeholder Management in the Telecom Service Industry: How to Manage the Network of Interested Parties ................................................ 73The New Face of Sales and Account Management in the Telecom Service Industry ..................................................................................... 74The 5-Day Mini MBA for the Telecom Service Industry .......................................... 74

INDEx OF WORKSHOPS By SUBJECT .....................................75

It takes sharp management skills to achieve a mission and deliver results under such pressure. There are six groups of skills your managers need to master in order to achieve their charters…and to grow into higher grades in the organization. Most managers are already strong in one or two areas and need to be developed further in the other areas to reach their potential and improve their effectiveness.

LEADERSHIP AnD PEOPLE MAnAGEMEnT SKILLSHow well do your managers achieve their missions by aligning people? Do they know how to set priorities, delegate with accountability, build cohesive teams, motivate and coach their staff to work effectively, and communicate policy and goals?

•Managing and Leading People in an International Environment, pg 30

•Developing Leadership, pg 32

•Developing Leadership: Special Edition for Women, pg 34

•Leading International Teams, pg 32

• Time and Stress Management for you and your People, pg 13

BUSInESS MAnAGEMEnT SKILLSBusiness management skills are more and more in demand for steering public organizations strategically and competing for funding. Do your managers have a solid grasp of how functions work together to create overall value? Do they approach problems logically using data and deci-sion criteria?

•Business Strategy for Managers, pg 52

•Critical Thinking Skills, pg 15

•Operational Management Skills, pg 10

•The 5-Day Mini MBA, pg 11

COMMUnICATIOn SKILLSHow good are your managers at communicating with higher levels, having the proper impact in meetings and written communication, and constructing compelling presentations to support their projects?

•Communicating to your Senior, pg 16 Management and Key Stakeholders

•Communication and Presentation Skills Through Different Media, pg 18

•Developing and Presenting Business Plans, pg 13

•Assertiveness for Women: How to Compete without Being Aggressive, pg 18

FInAnCE SKILLS“Financial literacy” is increasingly important in the public sector. Can your managers build realistic budgets and forecasts? Do they know how to set and manage performance metrics for their area of responsibility?

•Budgeting, Forecasting and Cash Flow Management, pg 27

•Fundamentals of Finance, pg 25

•Business Performance Management, pg 51

COLLABORATIOn SKILLSDo your managers excel at diplomacy and collaboration? How well do they work with their colleagues across departments and divisions? Can they manage across cultures, build relationships, navigate politics, man-age conflicts and negotiate effectively?

•Developing Personal Influence and Impact, pg 17

• Interacting With Others to Get Things Done, pg 19

•Advanced negotiation Skills, pg 16

•Managing Conflict, pg 21

PROJECT MAnAGEMEnT SKILLSHow good are your managers at managing projects to specification, time and budget? Do they use proper project management tools and method-ology? Do they understand how to manage project teams?

•Project Management: The Fundamentals, pg 37

•Managing Risk in Projects, pg 39

•Cost and Time Management in Projects, pg 38

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For more than 50 years, MCE has been training and developing thousands of managers in the Public and Private sectors for improved performance and career development.

Find out how we can help you develop your managers and staff. Contact us today for more information:

Telephone: +32 (0)2 543 21 20Email: [email protected]: www.mce-ama.com/contact

International Public Organizations

Increasing pressure to do more with fewer resources

mailto:[email protected]

http://www.mce-ama.com/contact


BuSINESS MANAgEMENT SkIllS

Operational Management Skills WORKSHOP 190

Master the basics of management to get things done and create value for your company. Operational management is about getting things done through goal-setting, work planning, budgeting, organizing and controlling. The more you can master the basic tasks of management, the more effective you are at getting things done, creating real value for your company. And the more you show your management ability to get things done and add value, the better it is for your career progression.

TOP40

HOW YOU WILL BENEFIT

You will be better able to:• Manage your budget and KPI cycle • Prioritize goals and activities • Organize workflow and processes • Monitor results and take action where

needed • Report results • Run effective meetings • Manage your schedule and energy levels • Manage your boss

TOPICS IN THIS WORKSHOP

What is Management? • Manager role and tasks • Management skills • What your company expects of you as a

manager • Self-motivation: why do I want to be a

manager?

The Management Cycle • Overview of the management cycle:

planning, organizing, communicating, controlling

• Planning, organizing and budgeting• Setting objectives and targets • Establishing working procedures for your

team • Effective communication: methods and

tools • Running effective meetings • Decision making and consensus building • Implementing and monitoring progress

towards targets

Processes and Workflows • Aligning your objectives cycle with the

senior management decision cycle • Translating objectives into strategies and

measures

• Defining clear roles and responsibilities, processes and workflows

• Learn from implementation, strive for continuous improvement

The Big Picture • Understanding your company strategy • How do you contribute? Is your team aligned? • Your role as a link between your team and

the organization • Collaborating with other teams toward a

common goal • Networking for better collaboration and

visibility • Assertiveness as a key to managing

resources

Managing Yourself • Balancing organizational, career, and

personal goals • Prioritization and planning, managing time

and energy levels • Handling unexpected events and

interruptions • Dealing with overload of information

(email, publications, reports) • Helping your team use time more

efficiently • Assessing and developing your skills and

career

Managing Up • Analysing your boss’s needs and interests

and finding common ground • Being a valuable, proactive partner in

achieving goals • Keeping communication open

WHO SHOULD ATTEND

Middle managers who would like to be more effective in the operational aspects of management.

Dates & Locations

15-18 October 2012 . . . . . . . . . . . . . . . Warsaw . . . . . . . . . . . . . . . . . . . . English26-29 November 2012. . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . . English 3-6 December 2012, . . . . . . . . . . . . . . . Paris . . . . . . . . . . . . . . . . . . . . . . English13-16 January 2013. . . . . . . . . . . . . . . . Dubai . . . . . . . . . . . . . . . . . . . . . . English4-7 February 2013 . . . . . . . . . . . . . . . . . Munich . . . . . . . . . . . . . . . . . . . . . English11-14 March 2013. . . . . . . . . . . . . . . . . Zurich . . . . . . . . . . . . . . . . . . . . . . English8-11 April 2013 . . . . . . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . . English21-24 May 2013 . . . . . . . . . . . . . . . . . . Istanbul . . . . . . . . . . . . . . . . . . . . English17-20 June 2013 . . . . . . . . . . . . . . . . . . Barcelona . . . . . . . . . . . . . . . . . . . English1-4 July 2013. . . . . . . . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . . English

19-22 August 2013 . . . . . . . . . . . . . . . . Istanbul . . . . . . . . . . . . . . . . . . . . . English24-27 September 2013 . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . . . English14-17 October 2013 . . . . . . . . . . . . . . . Paris . . . . . . . . . . . . . . . . . . . . . . . . English25-28 November 2013. . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . . . English16-19 December 2013 . . . . . . . . . . . . . . London . . . . . . . . . . . . . . . . . . . . . . English

4 Days - Level: Mid-level ManagersPrice: 4350 €www.mce-ama.com/190

Telephone: +32 (0)2 543 21 20Fax: +32 (0)2 543 24 00Email: [email protected]: www.mce-ama.com/contactWorkshop Planner: www.mce-ama.com/planner

HOW TO COnTACT MCEManagement Centre Europe

http://www.mce-ama.eu/190



TOP40

Dates & Locations

8-12 October 2012 . . . . . . . . . . . . . . . . Istanbul . . . . . . . . . . . . . . . . . . .Russian14-18 October 2012 . . . . . . . . . . . . . . . Abu Dhabi . . . . . . . . . . . . . . . . . English22-26 October 2012 . . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English26-30 November 2012. . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English10-14 December 2012 . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English17-21 December 2012 . . . . . . . . . . . . . . London . . . . . . . . . . . . . . . . . . . . English13-17 January 2013. . . . . . . . . . . . . . . . Dubai . . . . . . . . . . . . . . . . . . . . . English18 -22 February 2013 . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English11-15 March 2013. . . . . . . . . . . . . . . . . Zurich . . . . . . . . . . . . . . . . . . . . . English22-26 April 2013 . . . . . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English13-17 May 2013 . . . . . . . . . . . . . . . . . . Istanbul . . . . . . . . . . . . . . . . . . .Russian27-31 May 2013 . . . . . . . . . . . . . . . . . . Istanbul . . . . . . . . . . . . . . . . . . . English17-21 June 2013 . . . . . . . . . . . . . . . . . . Barcelona . . . . . . . . . . . . . . . . . . English

1-5 July 2013. . . . . . . . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English19-23 August 2013 . . . . . . . . . . . . . . . . Istanbul . . . . . . . . . . . . . . . . . . . English9-13 September 2013 . . . . . . . . . . . . . . London . . . . . . . . . . . . . . . . . . . . English23-27 September 2013 . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English7-11 October 2013 . . . . . . . . . . . . . . . . Istanbul . . . . . . . . . . . . . . . . . . .Russian20-24 October 2013 . . . . . . . . . . . . . . . Dubai . . . . . . . . . . . . . . . . . . . . . English2-6 December 2013 . . . . . . . . . . . . . . . . Paris . . . . . . . . . . . . . . . . . . . . . . English9-13 December 2013 . . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English16-20 December 2013 . . . . . . . . . . . . . . London . . . . . . . . . . . . . . . . . . . . English


The 5-Day Mini MBA WORKSHOP 1218

Understand the core disciplines of general management and how different functions work together to achieve the strategy. MCE’s 5-Day Mini MBA prepares participants to move into more senior positions or into new functions different from their educational background. Participants are exposed to the core disciplines of general management, and how different functional disciplines work together to achieve the strategy.


By participating in this workshop you will:• Gain an all-around view of how business

really works, including areas you are not familiar with

• Be able to read the business environment and translate changes into competitive strategies for sustainable growth

• Understand and support strategic goals from top management, be able to translate them for your area and implement them more efficiently

• Be better able to speak the language of business, understand how general managers think and act.

• Enrich your business know-how with the best management methods and tools

• Make better business decisions and improve your contribution to the business

• Better lead implementation of strategy through people in your team and different departments

• Network and learn from with a diverse group of peers from different functions, industries and countries

• A personalized action plan for improving upon return to your job


Strategy implementation and

leadership • Mission, vision, strategy and business plans • Customer Value Proposition • Building the “strategy house” • Management versus leadership • MCE Leadership model for Strategy

Implementation and Change • The leadership action plan • You as a leader

• Leading in a changing environment • Innovation

Marketing and sales • What is marketing? • Getting customer insights • Mapping the competitive landscape • Segmenting, targeting and positioning • Customer Value Propositions • Marketing planning: the extended

marketing mix • Brand management • Multi-media marketing communication • Sales organization and management • Customer loyalty and how to measure it

Operational excellence in supply chain • Supply Chain challenges • Align Supply Chain to corporate strategies • Supply Chain tools and measurements • Principles of warehousing • Measure Supply Chain operations • Trends in Supply Chain • ICT as competitive advantage and support • The LEAN journey

Managerial finance and accounting • Accounting and finance • Financial statements • Analytical tools for financial performance • Investment appraisals • Costing and pricing methods • Financial planning • Budgeting, forecasting, and cash flow analysis

Case study presentations and wrap-up • Case study presentations • Group discussions and facilitator coaching • Personal action planning and your next steps

WHO SHOULD ATTEND

MCE’s 5-Day Mini MBA is for anyone who needs to develop your understanding of how the major functions in your company work together to achieve the strategy. It is an important development step in the career of functional experts who are moving into broader management positions.




Dates & Locations

15-18 October 2012 . . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English17-20 December 2012 . . . . . . . . . . . . . . London . . . . . . . . . . . . . . . . . . . . English4-7 February 2013 . . . . . . . . . . . . . . . . . London . . . . . . . . . . . . . . . . . . . . English13-16 May 2013 . . . . . . . . . . . . . . . . . . Istanbul . . . . . . . . . . . . . . . . . . . English17-20 June 2013 . . . . . . . . . . . . . . . . . . Barcelona . . . . . . . . . . . . . . . . . . English16-19 September 2013 . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English14-17 October 2013 . . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English2-5 December 2013 . . . . . . . . . . . . . . . . London . . . . . . . . . . . . . . . . . . . . English


Dates & Locations

1-4 October 2012 . . . . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English26-29 November 2012. . . . . . . . . . . . . . Paris . . . . . . . . . . . . . . . . . . . . . . English17-20 December 2012 . . . . . . . . . . . . . . London . . . . . . . . . . . . . . . . . . . . English4-7 February 2013 . . . . . . . . . . . . . . . . . Munich . . . . . . . . . . . . . . . . . . . . English15-18 April 2013 . . . . . . . . . . . . . . . . . . Milan . . . . . . . . . . . . . . . . . . . . . English17-20 June 2013 . . . . . . . . . . . . . . . . . . Barcelona . . . . . . . . . . . . . . . . . . English22-25 July 2013. . . . . . . . . . . . . . . . . . . Paris . . . . . . . . . . . . . . . . . . . . . . English21-24 October 2013 . . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English9-12 December 2013 . . . . . . . . . . . . . . . London . . . . . . . . . . . . . . . . . . . . English

4 Days - Level: Executive AssistantsPrice: 2750 €www.mce-ama.com/170

The Professional Executive Assistant WORKSHOP 170

Get the tools and methods to become a confident decision-maker and to manage your career. Become a more creative thinker and become more effective in collaborating across the organization.


This workshop will help you to:• Enhance your interpersonal skills• Become a more confident decision maker


The role of the Professional Executive Assistant • How business trends affect your role • Understanding yourself, your boss and others

Improving informal and formal communication skills • Handling important relationships • Listening, comprehension and self-projection

Assertiveness • How to be assertive (not passive or aggressive) • Managing difficult relationships with tact and professionalism

Groups and working in teams• Working effectively in a team

Managing time... effectively! • Time management techniques • Setting priorities and activity strategies

Professional development • Goal setting - a key to development • Performance description - a tool for success

Thinking and creativity • Creative thinking approaches • Developing your creative potential

Decision making • Diagnosing and analysing issues • Concentrating, thinking clearly and making decisions effectively• Getting your decisions implemented

WHO SHOULD ATTEND

Executive Assistants, Executive Secretaries and Administrative Assistants

TOP40

TOP40 Consulting Skills for ManagersWORKSHOP 873

Provide value to your internal stakeholders, get your expertise used. Take a professional approach to value-added projects.


You will better be able to:• Analyse business problems and structure value-added solutions

from your area of expertise • Manage demanding clients and those who are unclear in their

expectations


Initial client meetings • Developing the consultant questions ‘toolkit’ • Success criteria for an initial client meeting

Defining a consulting assignment • Developing a Project Charter or Terms of Reference as a value

added document

Information gathering meetings • Handling difficult client scenarios • Developing the client assignment to the next steps

Understanding client motivations • Detecting client preferences • How your own preferences impact your clients

Managing organizational change • Assessing organizational change scenarios • The role of the internal consultant in managing change

Presenting findings and recommendations • Using consulting tools to communicate effectively • Making the client presentation - being credible and convincing

Managing client commitment • Keeping in contact with your client • Closing the assignment and exiting

Marketing internal consulting services • Developing a marketing strategy • Identifying who your key clients are • Organising to deliver your services

WHO SHOULD ATTEND

Managers or staff specialists who provide expertise and support to line functions









Dates & Locations

8-11 October 2012 . . . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English 4-7 February 2013 . . . . . . . . . . . . . . . . . London . . . . . . . . . . . . . . . . . . . . English18-21 March 2013. . . . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English1-4 July 2013. . . . . . . . . . . . . . . . . . . . . Barcelona . . . . . . . . . . . . . . . . . . English7-10 October 2013 . . . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English


Dates & Locations

8-10 October 2012 . . . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English5-7 November 2012. . . . . . . . . . . . . . . . Paris . . . . . . . . . . . . . . . . . . . . . . English11-13 March 2013. . . . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English21-23 May 2013 . . . . . . . . . . . . . . . . . . Istanbul . . . . . . . . . . . . . . . . . . . English26-28 August 2013 . . . . . . . . . . . . . . . . Munich . . . . . . . . . . . . . . . . . . . . English16-18 September 2013 . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English7-9 October 2013 . . . . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English4-6 November 2013. . . . . . . . . . . . . . . . Paris . . . . . . . . . . . . . . . . . . . . . . English


Time and Stress Management for you and your People WORKSHOP 859

Discover methods and tools that help you better manage your priorities and time. Increase your skills to manage time and stress levels.


You will be better able to:• Set goals and stick to them• Prioritize demands on your time • Manage your workload to avoid burn-out


Defining your time challenges • Your time management system and personal challenges • Identify real time wasters

Establishing goals and achieving them • Identify personal goals and priorities • Make time for the important vs. the urgent

Managing your day • Plan for productivity • Effectiveness vs. efficiency • Manage focus, energy levels and interruptions

Managing your team • Delegate effectively • Manage meetings effectively

Communication tools and information technologies • Tools and techniques for taming email and voice mail

Managing stress • Work/life balance • Handling pressure and stress

WHO SHOULD ATTEND

Managers who need greater control of their time, workload and priorities.

Developing and Presenting Business Plans WORKSHOP 2242

Include the elements your management team needs to make a decision and commit resources.Package your proposed initiatives in a solid business plan that supports your company strategy.


You will be better able to:• Write a real business plan• Estimate required resources and potential business benefits • Present your business plan persuasively • Get approval and real commitment of resources


Planning your strategy• Different types of business plans • Understanding your target audience • Putting your ideas in a strategic context • Clarifying your personal goals

Packaging your business plan • Building the body of your business plan • Preparing back-up analysis to effectively handle questions and

objections • Analysis/data presentation techniques • Selecting media for proposing your idea • Considerations beyond logical argument

Selling your business plan • Good presentation techniques • Defending your idea • Securing commitment and resources

WHO SHOULD ATTEND

All managers who have to develop and present a business case to senior management.











Dates & Locations

Dates & Locations

The registration price includes Parts 1 and 2. When you register for Part 1, you should also register for Part 2. Part I . . . . . . . . . . . . . . . . . . . . . . . . . . Part II . . . . . . . . . . . . . . . . . . . . . . . . .18-21 March 2013 in Brussels . . . . . . . . 1-4 July 2013 in Barcelona . . . . . English16-19 September 2013 in Brussels . . . . . 2-5 December 2013 in Paris . . . . English


10-13 December 2012 . . . . . . . . . . . . . . London . . . . . . . . . . . . . . . . . . . . English13-16 May 2013 . . . . . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English26-29 August 2013 . . . . . . . . . . . . . . . . Berlin . . . . . . . . . . . . . . . . . . . . . English9-12 December 2013 . . . . . . . . . . . . . . . London . . . . . . . . . . . . . . . . . . . . English


Dates & Locations

15-26 October 2012 . . . . . . . . . . . . . . . Paris . . . . . . . . . . . . . . . . . . . . . . English 18-29 March 2013. . . . . . . . . . . . . . . . . Istanbul . . . . . . . . . . . . . . . . . . . English10-21 June 2013 . . . . . . . . . . . . . . . . . . Barcelona . . . . . . . . . . . . . . . . . . English7-18 October 2013 . . . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English


Preparing for your Future Senior Management Role WORKSHOP 2263

Become knowledgeable and skilled at doing business globally, delivering value and making productive decisions. Develop yourself for potential future roles and responsibilities, gain vital management skills and practices that will enable you to move the organization forward towards its objectives.


You will be better able to:• Respond to global forces that impact your business• Work effectively across national and cultural boundaries• Plan business activities using forecasting, budget development and

variance analysis• Select and use tools to help you make the right business decisions


Available as a 10-day block or in two 5-day blocks.

Theme 1: Understanding and responding to global change• Corporate strategy and goals• Leadership for the future• Shaping the organisation• Managing people• Managing across cultures

Theme 2: Creating and delivering value• Leading the organization to deliver the customer value proposition• Customer management through the sales force• Value chain management• Making the most of IT• Communication with stakeholders

Theme 3: Making the right decisions• Financial management• Controlling and management accounting• Making business decisions• Negotiation skills in business

Action plan

WHO SHOULD ATTEND

Managers and potential managers who are candidates for international business roles within 1-5 years.

Managing OutsourcingWORKSHOP 2244

Manage vendors, sub-contractors and distributors to ensure high service levels at an acceptable cost.


You will be better able to:• Negotiate efficient sub-contracting agreements• Manage the performance of your providers


• Selecting a provider, managing the bidding process• Structuring the deal, setting up service level agreements (SLAs)• Managing the outsourcing, tracking provider performance

WHO SHOULD ATTEND

Managers who need to control suppliers of goods and services.

The Operational, People and Network Management Workshop: The Complete Programme - Part I & Part II WORKSHOP 2249Develop your management skills while working on a real-life business project, with virtual support from MCE.


You will be better able to:• Tackle the really big issues you face in your job• Approach future business projects from a total management

perspective


• Selling your project to stakeholders• Implementing your project• Managing people• Conflict management and negotiation

WHO SHOULD ATTEND

Managers who want to improve their operational, people and networking management skills.










Dates & LocationsDates & Locations


17-20 December 2012 . . . . . . . . . . . . . . Munich . . . . . . . . . . . . . . . . . . . . English25-28 March 2013. . . . . . . . . . . . . . . . . London . . . . . . . . . . . . . . . . . . . . English24-27 June 2013 . . . . . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English2-5 December 2013 . . . . . . . . . . . . . . . . Paris . . . . . . . . . . . . . . . . . . . . . . English


5-8 November 2012. . . . . . . . . . . . . . . . Geneva . . . . . . . . . . . . . . . . . . . . English3-6 December 2012 . . . . . . . . . . . . . . . . London . . . . . . . . . . . . . . . . . . . . English18-21 March 2013. . . . . . . . . . . . . . . . . Paris . . . . . . . . . . . . . . . . . . . . . . English26-29 August 2013 . . . . . . . . . . . . . . . . Munich . . . . . . . . . . . . . . . . . . . . English18-21 November 2013. . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English


17-18 February 2013 . . . . . . . . . . . . . . . Dubai . . . . . . . . . . . . . . . . . . . . . English10-11 June 2013 . . . . . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English7-8 October 2013 . . . . . . . . . . . . . . . . . Istanbul . . . . . . . . . . . . . . . . . . . English16-17 December 2013 . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English


15-16 October 2012 . . . . . . . . . . . . . . . Barcelona . . . . . . . . . . . . . . . . . . English 27-28 May 2013 . . . . . . . . . . . . . . . . . . Paris . . . . . . . . . . . . . . . . . . . . . . English21-22 October 2013 . . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English9-10 December 2013 . . . . . . . . . . . . . . . London . . . . . . . . . . . . . . . . . . . . English


Managing in an International Business WORKSHOP 2248Gain insights into connecting to different cultures with different values.


You will be better able to:• Manage complexity situations in different parts of the world• Communicate across language and cultural barriers


• Negotiating in different cultures• Headquarters vs. local culture and values• Making a difference in a short time

WHO SHOULD ATTEND

Managers who are responsible for the growth and profit of substantial international activities.

Adding Business value as a Staff Function Manager Workshop 2245Speak the language of senior managers and find opportunities to add value through your function.


You will be better able to:• Discuss how your function adds business value• Know whom to influence, and how to influence them


• Mapping the value you provide to each stakeholder• Making your contribution more valuable• Motivating and engaging your people

WHO SHOULD ATTEND

Managers in staff/support functions who want to add value through their function to line activities.

Managing Information Overload WORKSHOP 2358Get things done efficiently and effectively by better managing incoming and outgoing information.


You will be better able to:• Manage how you handle information• Exchange information more effectively• Make better, more informed decisions


• Dealing with dysfunctional information behaviours• Causes of ineffective information usage• Get the information needed to make informed decisions

WHO SHOULD ATTEND

Managers who want to improve their results by improving the way they handle with information

NEW! NEW!Critical ThinkingWORKSHOP 7731

Become a better problem solver and consistently make on-target business decisions.


You will be better able to:• Use a toolkit of critical thinking techniques• Translate abstract ideas into tangible, actionable plans


• Relating critical thinking to business challenges• Selecting techniques for using critical thinking skills• Using techniques in a real business decision

WHO SHOULD ATTEND

Business professionals who want to enhance their thinking processes to achieve better business results.













Dates & Locations

22-24 October 2012 . . . . . . . . . . . . . . . Munich . . . . . . . . . . . . . . . . . . . . English10-12 December 2012 . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English21-23 January 2013. . . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English17-19 February 2013 . . . . . . . . . . . . . . . Dubai . . . . . . . . . . . . . . . . . . . . . English18-20 March 2013. . . . . . . . . . . . . . . . . Zurich . . . . . . . . . . . . . . . . . . . . . English15-17 April 2013 . . . . . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English27-29 May 2013 . . . . . . . . . . . . . . . . . . Istanbul . . . . . . . . . . . . . . . . . . . English17-19 June 2013 . . . . . . . . . . . . . . . . . . Barcelona . . . . . . . . . . . . . . . . . . English1-3 July 2013. . . . . . . . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English19-21 August 2013 . . . . . . . . . . . . . . . . Munich . . . . . . . . . . . . . . . . . . . . English9-11 September 2013 . . . . . . . . . . . . . . London . . . . . . . . . . . . . . . . . . . . English21-23 October 2013 . . . . . . . . . . . . . . . Paris . . . . . . . . . . . . . . . . . . . . . . English18-20 November 2013. . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English16-18 December 2013 . . . . . . . . . . . . . . London . . . . . . . . . . . . . . . . . . . . English


Dates & Locations

22-25 October 2012 . . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English26-29 November 2012. . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English10-13 December 2012 . . . . . . . . . . . . . . London . . . . . . . . . . . . . . . . . . . . English13-16 January 2013. . . . . . . . . . . . . . . . Dubai . . . . . . . . . . . . . . . . . . . . . English18-21 February 2013 . . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English18-21 March 2013. . . . . . . . . . . . . . . . . Zurich . . . . . . . . . . . . . . . . . . . . . English15-18 April 2013 . . . . . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English21-24 May 2013 . . . . . . . . . . . . . . . . . . Istanbul . . . . . . . . . . . . . . . . . . . English17-20 June 2013 . . . . . . . . . . . . . . . . . . Barcelona . . . . . . . . . . . . . . . . . . English1-4 July 2013. . . . . . . . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English19-22 August 2013 . . . . . . . . . . . . . . . . London . . . . . . . . . . . . . . . . . . . . English24-27 September 2013 . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English21-24 October 2013 . . . . . . . . . . . . . . . Paris . . . . . . . . . . . . . . . . . . . . . . English25-28 November 2013. . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English9-12 December 2013 . . . . . . . . . . . . . . . London . . . . . . . . . . . . . . . . . . . . English


COMMuNICATION ANd INfluENCE SkIllS

Communicating to your Senior Management and Key Stakeholders WORKSHOP 2185

Frame your ideas in strategic business language, speak and understand the language of senior managers. Communicate clearly with senior management, get commitment, and make a favourable impression.


You will better be able to:• Communicate in a way that senior managers listen to and

remember• Sell your ideas, report your results, raise issues, ask for support • Handle interruptions and tough questions


Senior management, strategic direction, communication

and you • Senior management’s main concern• Linking your message to the strategy

Criteria for successful communication • Matching your message to the situation • Including a clear call to action

Presenting your ideas persuasively • Using visual aids, your voice and movement for more impact

Finalizing your plan for communicating to senior

management • Defend your idea assertively

WHO SHOULD ATTEND

Managers who propose strategies and ideas or report performance to senior management.

TOP40

TOP40 Advanced Negotiation Skills WORKSHOP 781

Gain negotiation skills to deal with business situations and get better results in every negotiation. Get the best agreement, cope with difficult negotiators, work effectively with different cultures.


You will be better able to:• Prepare cohesive negotiation strategies • Use effective bargaining techniques• Keep everyone focused on positive outcomes


Quick review of the basics • Skills and competencies of a good negotiator • Basic concepts (win-win vs. win-lose, BATNA, ZOPA, etc.)

The Negotiation Process • Stages in the process • Challenges of each stage• Best practices for each stage

Negotiation Strategy and Techniques • Negotiating/conflict handling styles • Negotiation tactics and techniques • Cross-cultural negotiations

Handling Yourself in a Negotiation • Assertiveness and conflict management skills • Managing the relationship • Managing your emotions and behaviours• Building credibility

WHO SHOULD ATTEND

Experienced managers who need to negotiate to achieve their objectives.










CommuniCation and influenCe SkillS


TOP40 Developing Personal Influence and Impact

WORKSHOP 205

Navigate politics and the “informal” organization to secure resources, collaborate and get things done. Influence others to allocate resources, harmonize their operations with yours and achieve results.


As a result of participating in this workshop, you will be better able to:• Influence the people whose help you need

to implement the strategy and achieve your objectives

• Manage politics and difficult people more effectively

• Project a stronger, more confident and professional image

• Build, manage and leverage a personal network of allies


You, influence and the managerial

context • Your influencing style and skill level • Understanding of the role of influence in

management • The essentials of influence - power, politics,

persuasion, strategy implementation and goal achievement

• Identifying your own influencing challenges

Navigate your organization’s politics • Develop situational awareness • Learn to read the dynamics behind

organizational politics – what are people trying to achieve?

• Manipulation and influence from an ethical point of view: When is it good and when does it cross over the line?

• Typical influence tactics: how do you defend yourself against them?

• Build an influence map as a basis for analysis and development of an influence approach

• Develop an influence/political map of your own challenge, including your own political, power and influence position

Dates & Locations

8-11 October 2012 . . . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English22-25 October 2012 . . . . . . . . . . . . . . . Paris . . . . . . . . . . . . . . . . . . . . . . English26-29 November 2012. . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English10-13 December 2012 . . . . . . . . . . . . . . London . . . . . . . . . . . . . . . . . . . . English17-20 December 2012 . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English13-16 January 2013. . . . . . . . . . . . . . . . Dubai . . . . . . . . . . . . . . . . . . . . . English18-21 February 2013 . . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English18-21 March 2013. . . . . . . . . . . . . . . . . Zurich . . . . . . . . . . . . . . . . . . . . . English15-18 April 2013 . . . . . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English13-16 May 2013 . . . . . . . . . . . . . . . . . . Istanbul . . . . . . . . . . . . . . . . . . . English10-13 June 2013 . . . . . . . . . . . . . . . . . . Barcelona . . . . . . . . . . . . . . . . . . English24-27 June 2013 . . . . . . . . . . . . . . . . . . Barcelona . . . . . . . . . . . . . . . . . . English

1-4 July 2013. . . . . . . . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English19-22 August 2013 . . . . . . . . . . . . . . . . Istanbul . . . . . . . . . . . . . . . . . . . English16-19 September 2013 . . . . . . . . . . . . . London . . . . . . . . . . . . . . . . . . . . English7-10 October 2013 . . . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English21-24 October 2013 . . . . . . . . . . . . . . . Paris . . . . . . . . . . . . . . . . . . . . . . English25-28 November 2013. . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English9-12 December 2013 . . . . . . . . . . . . . . . London . . . . . . . . . . . . . . . . . . . . English16-19 December 2013 . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English


Build networks and coalitions • Principles of networking: the power of an

informal network • Internal and external networks. • Building credibility through empathy,

honesty, and trust • Determining what you need and what your

potential coalition partners need to be successful

Persuade, and win over the resistors • Creating presence and communicating

powerfully • Demonstrating credibility and authenticity • Persuasion techniques • Being assertive • Identifying and handling resistance

WHO SHOULD ATTEND

Managers who need to get things done through the collaboration and support of people over whom they have no authority.









Dates & Locations

19-22 November 2012. . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English17-20 December 2012 . . . . . . . . . . . . . . London . . . . . . . . . . . . . . . . . . . . English27-30 January 2013. . . . . . . . . . . . . . . . Dubai . . . . . . . . . . . . . . . . . . . . . English11-14 March 2013. . . . . . . . . . . . . . . . . Zurich . . . . . . . . . . . . . . . . . . . . . English24-27 June 2013 . . . . . . . . . . . . . . . . . . Barcelona . . . . . . . . . . . . . . . . . . English9-12 September 2013 . . . . . . . . . . . . . . London . . . . . . . . . . . . . . . . . . . . English21-24 October 2013 . . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English18-21 November 2013. . . . . . . . . . . . . . Paris . . . . . . . . . . . . . . . . . . . . . . English


Dates & Locations

14-16 October 2012 . . . . . . . . . . . . . . . Dubai . . . . . . . . . . . . . . . . . . . . . English3-5 December 2012 . . . . . . . . . . . . . . . . London . . . . . . . . . . . . . . . . . . . . English18-20 February 2013 . . . . . . . . . . . . . . . Munich . . . . . . . . . . . . . . . . . . . . English4-6 March 2013. . . . . . . . . . . . . . . . . . . Zurich . . . . . . . . . . . . . . . . . . . . . English21-23 May 2013 . . . . . . . . . . . . . . . . . . Istanbul . . . . . . . . . . . . . . . . . . . English10-12 June 2013 . . . . . . . . . . . . . . . . . . Barcelona . . . . . . . . . . . . . . . . . . English19-21 August 2013 . . . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English21-23 October 2013 . . . . . . . . . . . . . . . Paris . . . . . . . . . . . . . . . . . . . . . . English18-20 November 2013. . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English2-4 December 2013 . . . . . . . . . . . . . . . . London . . . . . . . . . . . . . . . . . . . . English


Communication and Presentation Skills through Different Media WORKSHOP 2312Increase your skills in using different communication media effectively to achieve your goals. Learn how to formulate strong messages and how to use different technology channels to your advantage.


You will be better able to: • Give powerful presentations • Develop your personal communication style • Choose communication channels best fit for purpose • Make an impact, get the results you want


Communication context • What do you need to communicate? • Which communication tools are available?

Being clear and effective • Clear goals for communication • Giving and receiving feedback • Testing for understanding

Communication styles • Personality and communication styles • Cultural factors in communication

Understanding and selecting different media • Choosing media: what works well, in which circumstances?

Asynchronous communication skills • Smarter ways to use email • Getting others to contribute meaningfully

Synchronous communication skills – presenting in real time! • Best uses of visual aids • Inviting participation • Managing questions and discussion

Getting into action • Guidelines for email • Milestones and key success criteria

WHO SHOULD ATTEND

All managers whose work depends on using technology to communicate, sell, persuade, or collaborate.

TOP40

TOP40 Assertiveness for Women: How to Compete without Being Aggressive WORKSHOP 2348

Learn how to assert yourself and compete productively without being aggressive. Get the buy-in and support of senior management, direct reports and colleagues in other departments.


You will be better able to: • Use assertiveness and personal style to your advantage • Influence others to collaborate on shared goals • Handle aggressive people • Build a network and coalition of supporters


Assertiveness in a managerial context • Assertiveness vs. aggression • Why women have more difficulty being assertive and how to

overcome this • Different forms of power, how and when to use them

Assertiveness based on your core qualities • Find your strengths as a woman and use them for the benefit of all • Communicating assertively • Negotiating and influencing

Use your assertiveness to handle difficult people • Handling conflict constructively • Dealing with aggressive people • Controlling stress

Improve your assertiveness by building a network • Building and maintaining a network • Gaining influence with important stakeholders

Make assertiveness a permanent part of your competence

WHO SHOULD ATTEND

Women who want to make better arguments, sell their ideas and make an impact.














TOP40 Interacting with Others to Get Things Done

WORKSHOP 180

Learn how to improve your working relationships to improve your business results. Increase your interpersonal effectiveness to make a bridge to colleagues, direct reports or bosses with whom you are having difficulty.


You will be better able to:• Manage your reputation and how you are

perceived by others • Build more constructive interactions

with others, and develop better working relationships

• Know whose collaboration you need and why: who is vital to your success?

• Approach difficult people and collaborate with them to get the job done

• Know your own style • Recognize other styles in your colleagues

and bridge your style to theirs • Persuade different types of people


Context and purpose • Attributes of interpersonally effective

people • Don’t take it personally • Learn to see working relationships and

workplace conflicts in the context of your overall strategy and objectives

• Setting shared work goals

Picking your battles • You can’t please everybody: identifying

your most important stakeholders • Assessing the relationship and identifying

their key concerns

Diagnosing relationships

Identify relationship stressors • Clashing values and perceptions of the world • Stress caused by organizational change • Faulty processes and structures

Your relationship style • Discover your personal style and consider

its impact on others • Learn how to create a connection across

different styles to collaborate more effectively

• Consider cross-cultural differences and learn how to overcome them for better collaboration

Exemplary practice in interpersonal

relations • Better communication and listening

techniques • Influencing skills • Negotiating your way to better

relationships • Resolving conflicts in the spirit of win-win

and achieving company objectives • Conducting difficult conversations with

tact, candour, and a focus on results

Improving yourself • Building trustworthiness and credibility • Building a network of allies • Identifying areas for development and

personal action planning

WHO SHOULD ATTEND

Managers and individuals who want to increase their business effectiveness by improving their relationships with others.

Dates & Locations

15-18 October 2012 . . . . . . . . . . . . . . . London . . . . . . . . . . . . . . . . . . . . English26-29 November 2012. . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English17-20 December 2012 . . . . . . . . . . . . . . London . . . . . . . . . . . . . . . . . . . . English21-24 January 2013. . . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English3-6 February 2013 . . . . . . . . . . . . . . . . . Dubai . . . . . . . . . . . . . . . . . . . . . English11-14 March 2013. . . . . . . . . . . . . . . . . Zurich . . . . . . . . . . . . . . . . . . . . . English15-18 April 2013 . . . . . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English21-24 May 2013 . . . . . . . . . . . . . . . . . . Istanbul . . . . . . . . . . . . . . . . . . . English17-20 June 2013 . . . . . . . . . . . . . . . . . . Barcelona . . . . . . . . . . . . . . . . . . English

1-4 July 2013. . . . . . . . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English26-29 August 2013 . . . . . . . . . . . . . . . . Munich . . . . . . . . . . . . . . . . . . . . English9-12 September 2013 . . . . . . . . . . . . . . London . . . . . . . . . . . . . . . . . . . . English21-24 October 2013 . . . . . . . . . . . . . . . Paris . . . . . . . . . . . . . . . . . . . . . . English25-28 November 2013. . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English16-19 December 2013 . . . . . . . . . . . . . . London . . . . . . . . . . . . . . . . . . . . English










Dates & Locations

Dates & Locations

14-15 December 2011 . . . . . . . . . . . . . . Beirut . . . . . . . . . . . . . . . . . . . . . English 3-4 February 2013 . . . . . . . . . . . . . . . . . Dubai . . . . . . . . . . . . . . . . . . . . . English25-26 April 2013 . . . . . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English17-18 June 2013 . . . . . . . . . . . . . . . . . . Barcelona . . . . . . . . . . . . . . . . . . English2-3 December 2013 . . . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English


8-10 October 2012 . . . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English5-7 November 2012. . . . . . . . . . . . . . . . Madrid. . . . . . . . . . . . . . . . . . . . English17-19 December . . . . . . . . . . . . . . . . . . London . . . . . . . . . . . . . . . . . . . . English22-24 April 2013 . . . . . . . . . . . . . . . . . . Milan . . . . . . . . . . . . . . . . . . . . . English19-21 June 2013 . . . . . . . . . . . . . . . . . . Barcelona . . . . . . . . . . . . . . . . . . English28-30 October 2013 . . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English

3 Days - Level: Executive AssistantsPrice: 2550 €www.mce-ama.com/899

Dates & Locations

Dates & Locations

4-6 December 2011 . . . . . . . . . . . . . . . . Beirut . . . . . . . . . . . . . . . . . . . . . English3-5 February 2013 . . . . . . . . . . . . . . . . . Dubai . . . . . . . . . . . . . . . . . . . . . English8-10 December 2013 . . . . . . . . . . . . . . . Dubai . . . . . . . . . . . . . . . . . . . . . English


8-9 November 2012. . . . . . . . . . . . . . . . Madrid . . . . . . . . . . . . . . . . . . . . English17-19 December 2012 . . . . . . . . . . . . . . London . . . . . . . . . . . . . . . . . . . . English27-28 January 2013. . . . . . . . . . . . . . . . Dubai . . . . . . . . . . . . . . . . . . . . . English11-12 March 2013. . . . . . . . . . . . . . . . . Paris . . . . . . . . . . . . . . . . . . . . . . English10-11 June 2013 . . . . . . . . . . . . . . . . . . Barcelona . . . . . . . . . . . . . . . . . . English23-24 September 2013 . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English7-8 November 2013. . . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English9-10 December 2013 . . . . . . . . . . . . . . . London . . . . . . . . . . . . . . . . . . . . English

2 Days – Level: Executive AssistantsPrice: 2550 €www.mce-ama.com/1052

Writing Skills for Executive Assistants WORKSHOP 1052Learn key principles of writing with focus, shaping your message and managing minutes of meetings.


You will learn how to:• Write successful letters, minutes, proposals, executive summaries

and emails • Communicate clearly, concisely and persuasively


• Identify tools and strategies for written communication• Develop efficient writing skills• Focus on effective, practical writing techniques

WHO SHOULD ATTEND

Anyone who wants to write quickly, persuasively and successfully.

Communication and Interpersonal Skills for IT and Technical Professionals WORKSHOP 7708Develop “active listening” skills, communicate effectively and get your proposals approved.


• Attract the right kind of attention • Be assertive without being intimidating • Avoid “automatic resistance” to new ideas


• Managing tasks vs. managing relationships• Listening and responding to others• Asking questions: gateway to open thinking• Managing and responding to conflict

WHO SHOULD ATTEND

IT and technical professionals who want to develop interpersonal and communication skills.

NEW! NEW! Managing with Emotional Intelligence WORKSHOP 7724Increase self-awareness and identify your strengths and weaknesses in interpersonal situations.


• Assess your EI abilities • Improve your sensitivity to corporate cultures • Respond appropriately to workplace social cues


• Four vital emotional skills• Connecting emotional expressions and underlying messages • Managing emotions effectively

WHO SHOULD ATTEND

Business professionals who want to develop interpersonal skills through emotional intelligence training.

Communicating and Interacting with your Colleagues for Executive Assistants WORKSHOP 899Improve the way you interact and work with others, particularly when under stress.


You will be better able to:• Identify your personal strengths • Improve your interactions with others• Trust in your ability to take on future challenges


• Self-awareness: personality, values, motivation• Openness to feedback and change• Handling conflict, frustration and stress• Assertiveness in business and life• Planning your personal development

WHO SHOULD ATTEND

Experienced executive assistants, support staff and office professionals.


















Dates & Locations

10-12 December 2012 . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English17-19 February 2013 . . . . . . . . . . . . . . . Dubai . . . . . . . . . . . . . . . . . . . . . English9-11 December 2013 . . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English


Dates & Locations

19-21 November 2012. . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English11-13 March 2013. . . . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English13-15 May 2013 . . . . . . . . . . . . . . . . . . Istanbul . . . . . . . . . . . . . . . . . . . English16-18 September 2013 . . . . . . . . . . . . . London . . . . . . . . . . . . . . . . . . . . English21-23 October 2013 . . . . . . . . . . . . . . . Paris . . . . . . . . . . . . . . . . . . . . . . English18-20 November 2013. . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English8-10 December 2013 . . . . . . . . . . . . . . . Dubai . . . . . . . . . . . . . . . . . . . . . English


Managing Conflict WORKSHOP 897

Develop the skills and acquire the tools to resolve conflicts in a win-win manner.Learn conflict-resolution techniques to promote collaboration and implement strategy effectively.


You will be better able to:• Face and handle conflicts assertively, and with greater confidence • Accept conflict as part of organizational life • Create an environment for safe and respectful handling of conflict


Understanding conflict • The types and phases of conflict • Conflict as a negative versus a positive force

Self-assessment in conflict situations • Personal conflict style assessment instrument • Dealing with the conflict styles of others

Assessing the conflict • Conflict analysis model • Positions vs. interests

Your roadmap to constructive conflict resolution • Strategies and steps towards lasting solutions • Identifying the hurdles to reaching your outcomes

Communication in conflict • Active listening and effective information management • Giving and receiving constructive criticism

Managing emotions • Dealing with your emotions in conflict • Handling the emotional response of others

Culture and conflict • The role of culture in conflict • What to pay attention to

WHO SHOULD ATTEND

Business professionals who want to expand their conflict management skills and find productive ways to manage conflict.

Communicating Clear Goals to your Team WORKSHOP 2311Improve the way you communicate to your team. Help them communicate better with each other. Cut through organizational complexity and time pressures to create clarity and increase understanding and performance.


You will improve your ability to:• Formulate and communicate clear goals • Get buy-in and commitment to the goals • Drive more effectively towards achievement of your team’s goals


Characteristics of effective communication • How do you know when communication is clear? • What prevents clear communication?

Setting the context: linking your team to the organization • Why does your organization exist? • Why does your team exist? • Linking your team’s purpose to your organization’s Customer Value

Proposition

How to communicate clearly and effectively • Set clear goals for communication • Communicate to improve understanding • Clear verbal and visual expression

Enabling your team to communicate • Effective questioning methods • Active listening • Giving and receiving feedback

Communication channels • Using different effectively• Acting on feedback

Communication challenges • Virtual communication • Communicating across cultures • Recognizing and dealing with resistance

Your communication style • Assess your communication competencies • Personality styles and communication styles

Getting into action • Create your plan for effective team communication • Find ways to involve your team • Manage risks to implementation

WHO SHOULD ATTEND

Team managers and business professionals who want to get team members to work harmoniously toward clearly identified objectives.









Dates & Locations

8-9 October 2012 . . . . . . . . . . . . . . . . . Istanbul . . . . . . . . . . . . . . . . . . . English 25-26 April 2013 . . . . . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English9-10 October 2013 . . . . . . . . . . . . . . . . Istanbul . . . . . . . . . . . . . . . . . . . English

2 Days - Level: Senior ManagersPrice: 3950 €www.mce-ama.com/2380

Dates & Locations

8-9 October 2012 . . . . . . . . . . . . . . . . . Istanbul . . . . . . . . . . . . . . . . . . . English18-19 March 2013. . . . . . . . . . . . . . . . . Istanbul . . . . . . . . . . . . . . . . . . . English7-8 October 2013 . . . . . . . . . . . . . . . . . Istanbul . . . . . . . . . . . . . . . . . . . English

2 Days – Level: Senior ManagersPrice: 3950 €www.mce-ama.com/2379

EMErgINg glOBAl OrgANIzATIONS

Managing Business in Europe for Russian Executives WORKSHOP 2379

As a Russian manager in Europe, be more successful by understanding the important business practices. Gain the insights and skills you need to overcome the complexity and unexpected difficulties of doing business in Europe.


You will receive the guidance you need to:• Negotiate successfully with European partners • Identify your customers and your potential competitors • Motivate your European workforce by understanding their mentality

and work practices • Optimize costs and save time in setting up your business in Europe


The European Market • Regional and national market differences • European regulatory and governance frameworks • Market analysis: information sources and providers • Customers and competitors • Forming a competitive positioning • Due diligence – legal, financial, cultural, environmental and

strategic

The People of Europe• European values and business practices • Regional and national cultural differences • Negotiating with Europeans to achieve win-win outcomes • Using your Russian experience and expertise to succeed in Europe

Optional Mentoring Services in EuropeRussian expat managers can receive personal mentoring, consulting or coaching from an MCE senior associate with experience in Europe and/or Russia.

WHO SHOULD ATTEND

Business owners and top managers of Russian companies who are working in Europe, who are doing business in Europe or who plan to begin operations in Europe or other foreign markets.

NEW! NEW! International Companies Expanding in Russia WORKSHOP 2380 Learn how to manage the local staff in Europe and how to align them to your strategy. Understand the potential difficulties you could encounter in navigating markets, local laws, business practices and employee relations.


You will receive enough guidance to be able to: • Understand the mentality and work practices of your European

workforce• Motivate and enable your European staff to achieve results • Avoid unexpected legal problems by understanding the main

European business laws • Learn how to manage brands in mature markets • Understand how high-tech innovation is managed


Aligning processes to the strategy • Integrating operations after an acquisition or merger • Subsidies, funding and tax incentives • IFRS vs. Russian accounting standards • Performance goals and metrics • Marketing, advertising and brand strategies

Aligning people to the strategy • Communicating strategy and goals to Europeans • Central vs. local culture • Dealing with unions and labour laws in Europe • How to motivate local European staff

Optional Mentoring Services in EuropeRussian expat managers can receive personal mentoring, consulting or coaching from an MCE senior associate with experience in Europe and/or Russia.

WHO SHOULD ATTEND

Russian managers who are managing businesses in Europe, or who will be doing so in the near future.










EMErgINg glOBAl OrgANIzATIONS

Dates & Locations

11-12 December 2012 . . .Dusseldorf . . .Japanese) 14-15 May 2013 . . . . . . . .Dusseldorf . . . Japanese10-11 December 2013 . . . .London . . . . . Japanese


Management Skills for Japanese Expats WORKSHOP 2349

Gain new management skills to help you fulfil your responsibilities as a Japanese manager working overseas. Develop your understanding of local business practices, expectations of European workers and how to manage your time to handle increased levels of responsibility in your role in the European office of your company.


You will increase your ability to:• Communicate the corporate goals • Manage and motivate employees from

different cultures, backgrounds and experience to implement the corporate strategy and goals

• Adjust your management and personal style to different situations

• Create a working environment based on trust, partnerships and respect

• Understand your own roles and responsibilities


Changes in the business environment • How to succeed in the European market

Successful managers overseas • Managing diverse teams

Corporate Mission, Vision and Goals • Aligning the local organization to HQ

How to manage multinational talent • Self-assessment and feedback

Motivation within the team • Working with a European staff

Active listening skills • Tools and techniques for effective

communication

Giving feedback • Skills and tips

Coaching your team • Coaching models

Communication between Japanese HQ

and the local office • Balancing local office vs. home office

Action plan for the future

WHO SHOULD ATTEND

• Japanese middle managers who need to manage business in Europe

• Japanese Expats coming from Japanese HQ to Europe

• Japanese managers who do not have much management experiences in overseas








Finance SkillS

Dates & Locations

28-30 October 2012 . . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English19-21 November 2012. . . . . . . . . . . . . . Paris . . . . . . . . . . . . . . . . . . . . . . English22-24 April 2013 . . . . . . . . . . . . . . . . . . Paris . . . . . . . . . . . . . . . . . . . . . . English19-21 August 2013 . . . . . . . . . . . . . . . . Istanbul . . . . . . . . . . . . . . . . . . . English28-30 October 2013 . . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English


Dates & Locations

5-7 November 2012 . . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . .English17-19 December 2012 . . . . . . . . . . . . . . London . . . . . . . . . . . . . . . . . . . . English26-28 August 2013 . . . . . . . . . . . . . . . . Berlin . . . . . . . . . . . . . . . . . . . . . English4-6 November 2013. . . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English9-11 December 2013 . . . . . . . . . . . . . . . London . . . . . . . . . . . . . . . . . . . . English

3 Days – Level: Executive AssistantPrice: 2550 €www.mce-ama.com/111

The Fundamentals of Finance for Executive Assistants WORKSHOP 111

Understand the language of finance and accounting and how to measure overall company performance. Understand key financial statements and effective budgeting.


You will be able to:• Understand key terms and concepts in finance and accounting • Understand how financial tools allow you to plan, measure and

control an organization’s performance• Better assist your manager in financial matters • Identify facts and figures affecting your organization • Make sense of a set of basic financial statements • Prepare a meaningful budget


The basic language of finance and accounting • The function and fundamentals of accounting

The key financial statements • The profit and loss account, the balance sheet, the statement of

sources and uses of funds and the statement of retained earnings • Understanding your organization’s annual report

How is an international business financed? • International financial management • Sources of finance and their different uses • Debt vs. equity financing

Measuring overall company performance• Calculating return on investment (ROI)

Helping to prepare a business plan • The principles behind a business plan • Contribution accounting • Layout and practical examples

How to prepare an effective budget • Putting together the individual parts of a budget

• Gaining the benefits of budgetary control

WHO SHOULD ATTEND

Management assistants, executive secretaries and administrative assistants who want to develop a basic understanding of financial operations and concepts.

Treasury and Cash Management WORKSHOP 2188

Examine procedures and policies to support effective treasury operations and long-term cash-flow management. Expand your knowledge and skills in the different aspects of international treasury management.


You will be better able to:• Manage foreign exchange risk mitigation • Develop effective techniques for long term cash-flow management • Review and assess treasury instruments to support corporate goals

and expectations • Establish effective capital structures to manage cost of capital fund-

ing concerns • Manage stock options and warrants


Treasury management in the corporate strategy • Gain a solid overview of the current challenges and scope of corpo-

rate treasury • Review the role of corporate finance and treasury against the com-

petitive strategy of your company

Cash management: process optimisation • Identify best practices for cash and liquidity management • Compare various technology solutions available for treasury and

cash management • Discuss how to set up cash pooling and select the right financial

institution • Discuss strategies for influencing your business stakeholders

Financial risk management • Acquire updated methods for financial risk assessment

Corporate finance • Discuss strategies for minimizing corporate tax through cross-border

tax schemes • Discover ways to enhance the corporate treasury practices in your

company

WHO SHOULD ATTEND

Senior financial managers responsible for treasury and cash management activities and non-financial executives who want to have a greater understanding of cash management strategies.








Finance SkillS


Fundamentals of Finance: Understanding the Balance Sheet and the Profit and Loss AccountWORKSHOP 67

Understand, interpret and act on financial information that contributes to business profitability.

TOP40


You will be better able to:• Understand the language and basic con-

cepts of finance • Better understand the requirements of

finance • Apply financial concepts and methods to

your own business decisions


Role of finance • The various functions of the Finance

department• External reporting requirements • Internal role: supporting the organization

Financial accounting • Learn about accounting principles • Apply those accounting principles in vari-

ous exercises • Learn about recognition of revenues and

costs

• Construct a P&L and a balance sheet based on a case study

• Learn about elements of a cash flow statement • Construct a cash-flow statement based on

the case study

Financial ratios and analysis • Learn about financial ratios to measure

profitability, liquidity and assets manage-ment

• Case study to analyse a business, including presentation of your findings

Working capital and asset

management • Understand the importance of working

capital management • Learn about methods to measure inven-

tory, accounts receivable, accounts payable • Discuss various methods to reduce inventory • Discuss various methods to reduce ac-

counts receivable • Discuss various methods to keep capital

expenditure under control

Costing and pricing • Learn about the significance of various cost

concepts and methods • Distinguish between relevant and non-

relevant costs for decision taking • Case study to determine relevant costs for

pricing • Apply pricing strategies to a case study • Break even calculations • Exercises to project costing and make or

buy decisions

Investment appraisals • Discuss types of investments • Learn about various methods to determine

the return of investment • Discuss relevant costs for investment deci-

sions • Exercises to calculate Payback, NPV, IRR • Discuss non-financial aspects of investment

decisions

Budgeting • Learn about the role of budgeting • Discuss various budget approaches

• Exercises to budget variance analysis

WHO SHOULD ATTEND

Managers in technical and other non-financial areas who make business decisions with financial implications and need to understand and interpret financial information.

Dates & Locations

8-12 October 2012 . . . . . . . . . . . . . . . . Munich . . . . . . . . . . . . . . . . . . . . . English5-9 November 2012. . . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . . English9-13 December 2012 . . . . . . . . . . . . . . . Abu Dhabi . . . . . . . . . . . . . . . . . . English14-18 January 2013. . . . . . . . . . . . . . . . London . . . . . . . . . . . . . . . . . . . . English4-8 March 2013. . . . . . . . . . . . . . . . . . . Zurich . . . . . . . . . . . . . . . . . . . . . English15-19 April 2013 . . . . . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English27-31 May 2013 . . . . . . . . . . . . . . . . . . Istanbul . . . . . . . . . . . . . . . . . . . English24-28 June 2013 . . . . . . . . . . . . . . . . . . Barcelona . . . . . . . . . . . . . . . . . . English

19-23 August 2013 . . . . . . . . . . . . . . . . London . . . . . . . . . . . . . . . . . . . . English23-27 September 2013 . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English21-25 October 2013 . . . . . . . . . . . . . . . Paris . . . . . . . . . . . . . . . . . . . . . . English4-8 November 2013. . . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English8-12 December 2013 . . . . . . . . . . . . . . . Dubai . . . . . . . . . . . . . . . . . . . . . English5 Days - Level: Mid-level ManagersPrice: 4550 €www.mce-ama.com/67









fINANCE SkIllS


Dates & Locations

Part I Part II24-28 September 2012 .in Berlin 26-30 November 2012 in Paris . . . English22-26 April 2013 . . . . . .in Brussels 5-9 August 2013. . . . . in Berlin . . . English26-30 August 2013 . . . .in Brussels 16-20 December 2013 in Brussels . English


17-19 December 2012 . . . . . . . . . . . . . Munich . . . . . . . . . . . . . . . . . . . . English25-27 February 2013 . . . . . . . . . . . . . . . London . . . . . . . . . . . . . . . . . . . . English5-7 August 2013 . . . . . . . . . . . . . . . . . . Berlin . . . . . . . . . . . . . . . . . . . . . English16-18 December 2013 . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English


5-7 November 2012 . . . . . . . . . . . . . . . Paris . . . . . . . . . . . . . . . . . . . . . . English11-13 March 2013. . . . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English4-6 November 2013. . . . . . . . . . . . . . . . Paris . . . . . . . . . . . . . . . . . . . . . . English


Dates & Locations

15-17 October 2012 . . . . . . . . . . . . . . . Warsaw . . . . . . . . . . . . . . . . . . . English19-21 November 2012. . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English17-19 December 2012 . . . . . . . . . . . . . . Munich . . . . . . . . . . . . . . . . . . . . English21-23 August 2013 . . . . . . . . . . . . . . . . Istanbul . . . . . . . . . . . . . . . . . . . English16-18 December 2013 . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English


Financial Management for Senior Finance Executives WORKSHOP 2186Use best-practice tools to reposition the Finance Department to address new issues and demands.


• Balance demands vs. resource constraints • Align finance functions to corporate strategy• Understand organizational information needs


Finance role and responsibilities • Compliance needs and expectations by area

Finance in strategy implementation • Leading in a changing environment

Finance structural issues and concerns • Balancing compliance vs. management • Financial planning and budgeting implications

WHO SHOULD ATTEND

CFOs, senior financial managers, company controllers and their direct reports.

IFRS and US GAAP: A Practical Guide WORKSHOP 2280Understand the differences between IFRS and US GAAP reporting requirements and their implications on financial reporting.


• Identify differences in revenue recognition and inventory valuation • Recognise terms and structures of financial reports • Be aware of IFRS regulations on the discounting for time value of

money on non-current liabilities


• Regulatory framework of US GAAP & IFRS • Expense recognition • Liabilities and contingency recognition issues • Specific transaction types • Building the reports

WHO SHOULD ATTEND

Controllers, senior finance managers and non-financial managers responsible for European subsidiaries of US corporations.

Project Management Accounting WORKSHOP 2283Identify steps and procedures to accurately forecast project returns, revenue recognition and completion costs.


• Identify different methods for accounting for project activities • Gain tools for assessing percentage completion estimates • Avoid potential problems in project management accounting


• Project accounting regulations and requirements • Securing the job and defining the plan • Percentage of completion and variances • Completion, contingencies and rectification cost estimates • Implementation planning for your projects

WHO SHOULD ATTEND

Project managers, company controllers and senior finance managers responsible for large-scale project delivery.

Controlling for Controllers: Part I & Part II WORKSHOP 2341Understand the business context in which financial figures exist and effectively drive financial performance.


• Identify the key drivers for financial performance in your business unit • Apply tools and methods to improve profitability and cash flow • Provide analysis for making business decisions


• Management reporting and performance metrics • Contribution analyses and cost accounting • Company valuation and due diligence • Risk management • Managing the budget process • Toolkit: Excel, Access and Co

WHO SHOULD ATTEND

Controllers and finance executives looking for best practice in controlling and managerial finance.

NEW!













27Open Enrolment Workshop Catalogue 2012-2013

Finance SkillS

Dates & Locations

22-25 October 2012 . . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English5-8 November 2012 . . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English27-30 January 2013. . . . . . . . . . . . . . . . Dubai . . . . . . . . . . . . . . . . . . . . . English4-7 March 2013. . . . . . . . . . . . . . . . . . . Zurich . . . . . . . . . . . . . . . . . . . . . English22-25 April 2013 . . . . . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English27-30 May 2013 . . . . . . . . . . . . . . . . . . Istanbul . . . . . . . . . . . . . . . . . . . English24-27 June 2013 . . . . . . . . . . . . . . . . . . Barcelona . . . . . . . . . . . . . . . . . . English19-22 August 2013 . . . . . . . . . . . . . . . . London . . . . . . . . . . . . . . . . . . . . English20-23 October 2013 . . . . . . . . . . . . . . . Dubai . . . . . . . . . . . . . . . . . . . . . English18-21 November 2013. . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English


Management Centre Europe

Dates & Locations

15-19 October 2012 . . . . . . . . . . . . . . . Paris . . . . . . . . . . . . . . . . . . . . . . English12-16 November 2012. . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English9-13 December 2012 . . . . . . . . . . . . . . . Abu Dhabi . . . . . . . . . . . . . . . . . English17-21 February 2013 . . . . . . . . . . . . . . . Dubai . . . . . . . . . . . . . . . . . . . . . English15-19 April 2013 . . . . . . . . . . . . . . . . . . Milan . . . . . . . . . . . . . . . . . . . . . English24-28 June 2013 . . . . . . . . . . . . . . . . . . Barcelona . . . . . . . . . . . . . . . . . . English19-23 August 2013 . . . . . . . . . . . . . . . . London . . . . . . . . . . . . . . . . . . . . English16-20 September 2013 . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English21-25 October 2013 . . . . . . . . . . . . . . . Paris . . . . . . . . . . . . . . . . . . . . . . English24-28 November 2013. . . . . . . . . . . . . . Dubai . . . . . . . . . . . . . . . . . . . . . English16-20 December 2013 . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English


Budgeting, Forecasting and Cash Flow Management WORKSHOP 85Gain the financial skills and tools to make realistic budgets, manage cash, and deliver results. Increase your ability to identify, plan and budget, measure, monitor, and achieve organizational objectives.


You will be better able to:• Pinpoint the key drivers of financial performance in your unit • Prepare a realistic budget and gain approval from senior management • Apply tools and methods to improve your financial performance • Base your business decisions on solid analysis of financial drivers


Budgets and forecasting • Preparing and presenting annual plans • Variance analysis and reporting

Sources of finance and cash flow • Raising new finance Managing cash flow • Short-term vs. long-term

Customers, clients & key activities • Segmenting customers by their real needs • Marginal costing and pricing decisions

New product development and launch • Buy or build decisions • Predictions of growth and profit

Capital expenditure decisions • Total costs of the proposed investment • Risk analysis

Insourcing and Outsourcing • Core vs. non-core activities • Preparing a business case

Profit Improvement Programmes • Setting must-win goals, must-do activities, milestones, measure-

ments and reporting mechanisms

Dealing with finance departments • Understanding finance basics • Managing the relationship

WHO SHOULD ATTEND

Senior managers of operational units, general managers, or department heads with budget responsibility.

TOP40

TOP40 Financial Planning and Analysis for Controllers WORKSHOP 84Examine accounting regulations, budgeting, forecasting and KPI tools to support your company’s financial reporting activities. Extend your focus and horizon in dealing with multiple aspects of your organization’s planned and actual performance.


You will be better able to:• Understand and perform the function of financial planning and

analysis in your organization’s planning and control cycle • Identify and understand the requirements of an effective controller

and manager


The role of the Controller • Controllership functions and organizational relationships • The controller’s role in management • Managing in a rapidly changing environment

Financial planning and budgeting systems • Strategic planning, business planning, and operational planning • Types of financial planning

Budgeting functions and systems • Sales, operations, and capital budgets • Beyond budgeting?

Budgeting process, procedures and behaviour • How to organise the budgeting process • Roles and responsibilities

Accounting regulations, KPI’s and analysing financial

performance • Management and economic performance • Interpreting and understanding outcomes

Reporting, risks, forecasting and actions • Identifying and managing risks • Rolling forecasting: Revenue, costs and capital forecasting • Reporting formats and the target audience

Action-oriented reporting • Why finance numbers alone are not enough • From financial reports to action-oriented reporting

WHO SHOULD ATTEND

Financial managers responsible for controllership, financial planning, budgeting and reporting.









Dates & Locations

19-20 November 2012. . . . . . . . . . . . . . Berlin . . . . . . . . . . . . . . . . . . . . . English27-28 May 2013 . . . . . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English21-22 October 2013 . . . . . . . . . . . . . . . Istanbul . . . . . . . . . . . . . . . . . . . English18-19 November 2013. . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English


Dates & Locations

19-22 November 2012 Berlin . . . . . . . . . English27-30 May 2013 . . . . . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English21-24 October 2013 . . . . . . . . . . . . . . . Paris . . . . . . . . . . . . . . . . . . . . . . English18-21 November 2013. . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English


IT STrATEgY

Gathering and Analysing Data to Uncover Business Intelligence and Trends WORKSHOP 2363

Apply business discovery techniques that help you to use your data for greater customer value.Try out a deep assessment of new business discovery techniques and apply your new skills through case studies and exercises.


You will be better able to:• Explore the basics of conceptualization of unstructured data • Assess the data that really matter for your competitive positioning • Make the business case for better business intelligence in your

organization • Understand the difference between business intelligence and data

mining


Competition based on data analytics • Data mining versus discovery• Approaches to discover “unknowns”

Conceptualization in data discovery• Data mining techniques • Open source tools for data discovery

Understanding process structures with process discovery • Process execution versus process structure • Apply machine learning for process understanding

Process variations and exceptions • Discover exceptional behaviour and interpret it • Tools for process discovery and analytics

Business process improvement• Patterns for process anomalies • Explore process alternatives

Combining data and process discovery • Analysing process clusters with formal concept analysis

Organize ICT for improved business intelligence • Data quality for business intelligence • Delivering customer understanding and value

WHO SHOULD ATTEND

Business functional managers who are faced with unknowns in their corporate data. No specific ICT knowledge is required to participate.

NEW! NEW! Managing Information as a Corporate Asset WORKSHOP 2364

Make the business case for information and communication management in your organization. Prepare yourself for the data and information governance problems that are predicted to be a major concern for ICT-organizations for the next 10 years.


You will be better able to:• Move towards information and communication governance • Assess the costs of information imperfections (for example, fraud) • Making the business case for information and communication

management • Deal with uncertainties and risks in interpreting information


Economic characteristics of information and communication • The seven laws of information and communication as an asset • Reducing subjectivity related risks

Problems with traditional ICT governance • Managing technology vs. managing meaning • Gaps in business-ICT alignment

Strategies and policies • Five information governance models • Economic imperfections

A governance framework • Managing uncertainty and interpretation • Information vs. knowledge and intelligence• A service-oriented architecture

Information and communication as an asset • Models for audits • Addressing imperfections • Data mining versus information discovery • Integration and master data management • Social networks and web communities

An information and communication-driven ICT department • Providing services • Systems versus software• New information functions • New application components

WHO SHOULD ATTEND

Senior, line and function managers related to information- or communication-intensive business functions, together with their ICT-colleagues in the organization.











IT STraTegy


Dates & Locations

10-12 December 2012 . . . . . . . . . . . . . . Dusseldorf. . . . . . . . . . . . . . . . . . English15-17 April 2013 . . . . . . . . . . . . . . . . . . Barcelona . . . . . . . . . . . . . . . . . . English19-21 August 2013 . . . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English14-16 October 2013 . . . . . . . . . . . . . . . Paris . . . . . . . . . . . . . . . . . . . . . . English


Aligning IT Strategy and Corporate Business Strategy WORKSHOP 2232

Discover the relationship between business strategy and IT strategy, how each drives the other. Learn how to use IT strengths to contribute to organizational strategy, manage resources wisely and create optimal services and products that contribute to competitive advantage.


You will be better able to: • Formulate an IT strategy that is well

aligned with the corporate business strategy

• Build internal partnerships between IT and business units

• Re-engineer IT as a business partner • Implement IT governance practices • Create outsourcing and off-shoring strategies


Using IT for business performance Starting from where you are: • Exploring the role of IT in your organization • Assessing the relationship with business units • Assessing the key issues and obstacles

Exploring the ways IT can contribute to corporate performance: • Considering the impact of IT on the “eco

system” • Different IT strategies to support different

business strategies • The commodity side of IT • IT as a source of value creation • IT as a competitive advantage

Establishing business partnerships

between IT and business units Defining the “ideal” relationship: • Why it matters • Setting the objective • Establishing the right dialogue and com-

munication channels • Clarifying respective accountabilities • Setting business accountability for IT

investments • Execution and monitoring for results

Managing the transition: • Assessing where you are • Determining necessary organizational

alignment

• Developing new skills for IT managers (Leadership and business)

• Building credibility gradually • Measuring progress and intermediate

results • Traps and pitfalls

Managing the impacts: • Possible impacts on the IT organisation • Possible impact on the business units • Determining necessary organisational

alignment • Establishing organizational agility

IT governance processes to help

alignment between IT and business Portfolio and investment management: • Why it is important • Some possible strategies to establish busi-

ness ownership and align spending with strategic priorities

• Measuring results in terms of business impacts



Balanced scorecards: • Focusing on things that really matter • Ensuring alignment further down into the

organization • From theory to practice - some practical

examples

WHO SHOULD ATTEND

CIOs and top managers of the IT organization and managers of functions across the organization.







Dates & Locations

8-12 October 2012 . . . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English14-18 October 2012 . . . . . . . . . . . . . . . Abu Dhabi . . . . . . . . . . . . . . . . . English5-9 November 2012. . . . . . . . . . . . . . . . Madrid . . . . . . . . . . . . . . . . . . . .Spanish19-23 November 2012. . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English10-14 December 2012 . . . . . . . . . . . . . . London . . . . . . . . . . . . . . . . . . . . English14-18 January 2013. . . . . . . . . . . . . . . . London . . . . . . . . . . . . . . . . . . . . English17-21 February 2013 . . . . . . . . . . . . . . . Dubai . . . . . . . . . . . . . . . . . . . . . English4-8 March 2013. . . . . . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English18-22 March 2013. . . . . . . . . . . . . . . . . Zurich . . . . . . . . . . . . . . . . . . . . . English8-12 April 2013 . . . . . . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English

13-17 May 2013 . . . . . . . . . . . . . . . . . . Istanbul . . . . . . . . . . . . . . . . . . . English17-21 June 2013 . . . . . . . . . . . . . . . . . . Barcelona . . . . . . . . . . . . . . . . . . English26-30 August 2013 . . . . . . . . . . . . . . . . London . . . . . . . . . . . . . . . . . . . . English16-20 September 2013 . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English14-18 October 2013 . . . . . . . . . . . . . . . Paris . . . . . . . . . . . . . . . . . . . . . . English18-22 November 2013. . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English16-20 December 2013 . . . . . . . . . . . . . . London . . . . . . . . . . . . . . . . . . . . English


lEAdErSHIp ANd pEOplE MANAgEMENT

Managing and Leading People in an International Environment WORKSHOP 176

Gain the tools to manage your people – despite differences in culture, working styles and business experience. Build on your team’s talents and contributions to create a performance culture. Organize yourself and your people to perform at their best and contribute to the success of the business.

TOP40


You’ll be better able to:• Build and manage a cohesive high-perform-

ing team in an international environment • Establish fair process for people manage-

ment: build trust, respect and accountability • Conduct performance reviews more effec-

tively and more confidently • Coach your people, give and receive feed-

back professionally • Manage performance: leverage high perfor-

mance and address low performance • Manage motivation and reward • Manage development, promotions and

mobility • Use more effectively your multicultural

competencies • Manage change and help your team deal

with it


Purpose • Role and responsibilities of an international

team manager • Your team’s key contributions to the organi-

zation and its strategy • Expectations of your team: how are they

measured? • Culture and management practices required

to fulfil the expectations • Requirements of you as the leader of the team

Behaviours and culture • Types of cultural differences • National/ethnic • Organizational • Functional • Team culture • Individual upbringing and culture• Recognizing differences and working to-

gether effectively

• Making cultural diversity an advantage

Building an international team • Creating a purpose-built team that meets

your objectives• Structure, organization, roles and responsi-

bilities• Defining team values, shaping team culture • Motivating people through setting the right

objectives and measurements• Aligning objectives with organizational

priorities

Managing an international team • Setting priorities, tracking performance and

dealing with slippages • Giving and receiving feedback, reviewing

achievements and setting future goals • Delegating and following up • Surviving and thriving in a matrix • Managing and developing talent, succession

planning • Managing change and maintaining motivation • Dealing with conflicts



Applying to your own team • Create an action plan for implementation

upon your return

WHO SHOULD ATTEND

Managers in charge of a team, department or function in an international company, who want to improve their ability to manage the people reporting to them. Participants may be new to the managerial role, or they may have held a managerial role for some time, but their goal is to improve their people management skills.






lEAdErSHIp ANd pEOplE MANAgEMENT

TOP40 Leadership for Managers: How to Implement Business Strategy WORKSHOP 2147

Lead your people to execute the strategy and achieve the desired results.Motivate and enable your people to work effectively towards organizational objectives and make a strategic contribution to the overall competitiveness of your company.




You will be better able to:• Lead and manage strategy implementation

and change in your team or unit • Get the collaboration and support you

need from people who don’t report to you • Make the strategy understandable and

accessible to your team, so they can decide and act accordingly, rather than waiting for your instructions

• Align departmental goals with the compa-ny strategy and cascade down to individual objectives

• Motivate and enable your people to achieve strategic objectives, and not inadvertently doing things that undermine those objectives

• Focus your team on creating value for the end customer or stakeholders

• Leverage processes and structures in the company that can help the strategy, and steer around or lobby to change the ones that obstruct it

• Monitor your own leadership behaviour and style, understand how it encourages or discourages people from implementing the strategy

• Manage the above as a system, rather than as a set of separate elements


Start with a clear strategy • Strategy and the leadership role • Elements of a clear strategy • Customer Value Proposition

• The MCE Leadership for Strategy Imple-mentation Model

• Creating a clear strategy implementation plan – the “Strategy House”

• Communicating strategy in a way people can understand, buy into, and know what to do

Align processes and people to strategy • Performance metrics • Processes and Structure • Keeping things simple • Measuring customer loyalty

You as leader • Culture, values and behaviour • Talent, competencies and attitudes needed

for different strategies • Change implementation • Building coalitions for change • Your leadership style and behaviour • Exemplary leadership practices • Motivating diverse teams, even at a distance

Getting into action • Create your plan with measures and

milestones • Practice communicating your implementa-

tion plan as you would to your team • Incorporate feedback • Finalize your action plan

WHO SHOULD ATTEND

Middle and upper-level managers who have responsibility for a single function or team of people, who would like to improve their leadership skills and implement change in their part of the business.

Dates & Locations

8-11 October 2012 . . . . . . . . . . . . . . . . Istanbul . . . . . . . . . . . . . . . . . . .Russian15-18 October 2012 . . . . . . . . . . . . . . . Warsaw . . . . . . . . . . . . . . . . . . . English19-22 November 2012. . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English19-22 November 2012. . . . . . . . . . . . . . Berlin . . . . . . . . . . . . . . . . . . . . German25-28 November 2012. . . . . . . . . . . . . . Dubai . . . . . . . . . . . . . . . . . . . . . English17-20 December 2012 . . . . . . . . . . . . . . Munich . . . . . . . . . . . . . . . . . . . . English13-16 January 2013. . . . . . . . . . . . . . . . Dubai . . . . . . . . . . . . . . . . . . . . . English18-21 February 2013 . . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English15-18 April 2013 . . . . . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English13-16 May 2013 . . . . . . . . . . . . . . . . . . Istanbul . . . . . . . . . . . . . . . . . . . English10-13 June 2013 . . . . . . . . . . . . . . . . . . Munich . . . . . . . . . . . . . . . . . . . German17-20 June 2013 . . . . . . . . . . . . . . . . . . Barcelona . . . . . . . . . . . . . . . . . . English

01-04 July 2013. . . . . . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English19-22 August 2013 . . . . . . . . . . . . . . . . Istanbul . . . . . . . . . . . . . . . . . . . English26-29 August 2013 . . . . . . . . . . . . . . . . Munich . . . . . . . . . . . . . . . . . . . . English16-19 September 2013 . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English14-17 October 2013 . . . . . . . . . . . . . . . Paris . . . . . . . . . . . . . . . . . . . . . . English18-21 November 2013. . . . . . . . . . . . . . Berlin . . . . . . . . . . . . . . . . . . . . German24-27 November 2013. . . . . . . . . . . . . . Dubai . . . . . . . . . . . . . . . . . . . . . English16-19 December 2013 . . . . . . . . . . . . . . London . . . . . . . . . . . . . . . . . . . . English







Leadership and peopLe ManageMent

Dates & Locations

15-19 October 2012 . . . . . . . . . . . . . . . Barcelona . . . . . . . . . . . . . . . . . . English19-23 November 2012 . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English17-21 December 2012 . . . . . . . . . . . . . . London . . . . . . . . . . . . . . . . . . . . English27-31 January 2013. . . . . . . . . . . . . . . . Dubai . . . . . . . . . . . . . . . . . . . . . English18-22 March 2013. . . . . . . . . . . . . . . . . Geneva . . . . . . . . . . . . . . . . . . . . English22-26 April 2013 . . . . . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English27-31 May 2013 . . . . . . . . . . . . . . . . . . Istanbul . . . . . . . . . . . . . . . . . . . English24-28 June 2013 . . . . . . . . . . . . . . . . . . Barcelona . . . . . . . . . . . . . . . . . . English19-23 August 2013 . . . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English7-11 October 2013 . . . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English2-6 December 2013 . . . . . . . . . . . . . . . . London . . . . . . . . . . . . . . . . . . . . English


Dates & Locations

14-17 October 2012 . . . . . . . . . . . . . . . Abu Dhabi . . . . . . . . . . . . . . . . . English15-18 October 2012 . . . . . . . . . . . . . . . Barcelona . . . . . . . . . . . . . . . . . . English19-22 November 2012. . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English19-22 November 2012. . . . . . . . . . . . . . Berlin . . . . . . . . . . . . . . . . . . . . German17-20 December 2012 . . . . . . . . . . . . . . Munich . . . . . . . . . . . . . . . . . . . . English13-16 January 2013. . . . . . . . . . . . . . . . Dubai . . . . . . . . . . . . . . . . . . . . . English25-28 February 2013 . . . . . . . . . . . . . . . London . . . . . . . . . . . . . . . . . . . . English18-21 March 2013. . . . . . . . . . . . . . . . . Zurich . . . . . . . . . . . . . . . . . . . . . English25-28 March 2013. . . . . . . . . . . . . . . . . London . . . . . . . . . . . . . . . . . . . . English8-11 April 2013 . . . . . . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English21-24 May 2013 . . . . . . . . . . . . . . . . . . Istanbul . . . . . . . . . . . . . . . . . . . English10-13 June 2013 . . . . . . . . . . . . . . . . . . Munich . . . . . . . . . . . . . . . . . . . German17-20 June 2013 . . . . . . . . . . . . . . . . . . Barcelona . . . . . . . . . . . . . . . . . . English19-22 August 2013 . . . . . . . . . . . . . . . . Istanbul . . . . . . . . . . . . . . . . . . . English16-19 September 2013 . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English21-24 October 2013 . . . . . . . . . . . . . . . Paris . . . . . . . . . . . . . . . . . . . . . . English18-21 November 2013. . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English18-21 November 2013. . . . . . . . . . . . . . Berlin . . . . . . . . . . . . . . . . . . . . German16-19 December 2013 . . . . . . . . . . . . . . London . . . . . . . . . . . . . . . . . . . . English


Developing Leadership: Build your Leadership SkillsWORKSHOP 2184Develop your leadership skills and lead your team to achieve results.Communicate the strategy effectively and then enable and motivate your people to implement it.


You’ll be better able to:• Align your department strategy to the organization’s strategy • Get your people’s understanding and buy-in to the strategy • Enable and motivate them to implement the strategy


Understanding strategy • Leadership and management: definitions • Understanding strategic choices; review of the four categories of

competitive strategy • Change management • MCE’s Leadership Framework

Leading and managing strategy implementation • Customer Proposition• Strategy Commitment • Leadership Behaviour • Performance Metrics • Processes and Structure • Culture

You as leader • Personal styles and leadership • Cultural differences • Five practices of exemplary leadership, and practical tools and tips

for each practice: • Linking leadership behaviours and practices to the type of strategy • Managing up: how to achieve strategic alignment with your boss

WHO SHOULD ATTEND

Managers leading a department or team whose function includes leading people.

TOP40

TOP40 Leading International Teams

WORKSHOP 2149Manage complex communication, build collaborative trust and focus people on the results. Clarify your team’s role in achieving the company strategy, get everyone pulling together and track and measure outcomes.


You will be better able to: • Get your strategy implemented through an international team • Manage complex communication and build collaborative trust • Drive performance and focus people on the results • Manage the diversity of your team and use it to an advantage


Fundamentals and alignment to strategy • Different types of team structure• Aligning your team to your organization’s strategy and customer

value proposition • Setting team goals and objectives • Communication and technology • Remote communication

Processes and structure of a high-performance international

team • Roles and responsibilities • Work flow • Decision matrix • Conflict management • Team review

Leading and managing a high-performance international team • Key leadership attributes and behaviours • Talent management • Networking • The performance management process • Coaching and feedback

Culture and diversity • Understanding different types of culture • Turning the challenge of cultural and geographic diversity into an

advantage • Individual styles

WHO SHOULD ATTEND

Senior and middle managers who must mobilize teams to implement strategy. Teams may be co-located or dispersed, diverse or homogeneous, temporary or permanent.










TOP40 Leadership for Senior Managers: How to Get your Strategy Implemented throughout the Organization WORKSHOP 2154

Lead people across the organization to work together in support of your new strategy. Clarify your customer value proposition and define what your employees need to be able to deliver the value proposition. View leadership as a bigger system for delivering the customer value proposition and start to manage from that perspective.


As a result of participating in this workshop, you will be better able to:• Lead and manage change and strategy

implementation • Align your company or division to your

Customer Value Proposition • Make the strategy understandable and

accessible to people, so they can see what needs to be done and where to contribute

• Assemble the people with the skills and behaviours that move the strategy forward

• Set KPIs and goals that keep everyone focused on the strategy

• Streamline processes and structures to en-able your people to implement strategy

• Be aware of your own behaviour and how it encourages or discourages people to implement the strategy

• Manage the change process as a whole system


Start with a clear strategy • Global trends impacting strategy • Elements of a clear strategy • Customer Value Proposition• How do your customers experience your

company? • Implications of the Customer Value Propo-

sition for leadership• The MCE Leadership for Strategy Imple-

mentation Model • Creating a clear strategy implementation

plan – the “Strategy House” • Making your strategy crystal clear and

communicating it in a way people can understand, buy into and know what to do

• Segmenting your stakeholders and tailor-ing your strategy communication

Align processes and people to strategy • Performance metrics • Setting the right KPIs • Aligning compensation and reward systems • Processes and Structure • Best structures for different strategies • Business process improvement • Keeping things simple • Measuring customer loyalty

You as leader • Talent, competencies, and attitudes

needed for different strategies • New strategy implementation as a change

management programme • The role of the top team in setting the example • Building coalitions for change • Your leadership style and behaviour • Exemplary leadership practices • Motivating diverse teams and organizations

Getting into action • Practice communicating your implementa-

tion plan as you would to your staff

• How to make strategy actionable • Managing complexity, scale and pace • Managing multiple projects and setting

priorities • Managing risks to implementation

WHO SHOULD ATTEND

Senior executives who lead change and strategy implementation in their organizations. Their task is to align multiple levels, divisions and locations to achieve strategic objectives.

Dates & Locations

8-11 October 2012 . . . . . . . . . . . . . . . . Istanbul . . . . . . . . . . . . . . . . . . .Russian22-25 October 2012 . . . . . . . . . . . . . . . Istanbul . . . . . . . . . . . . . . . . . . . English26-29 November 2012 Brussels . . . . . . . English17-20 December 2012 . . . . . . . . . . . . . London . . . . . . . . . . . . . . . . . . . . English18-21 February 2013 . . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English18-21 March 2013. . . . . . . . . . . . . . . . . Istanbul . . . . . . . . . . . . . . . . . . .Russian24-27 March 2013. . . . . . . . . . . . . . . . . Dubai . . . . . . . . . . . . . . . . . . . . . English13-16 May 2013 . . . . . . . . . . . . . . . . . . Istanbul . . . . . . . . . . . . . . . . . . . English17-20 June 2013 . . . . . . . . . . . . . . . . . . Barcelona . . . . . . . . . . . . . . . . . . English

19-22 August 2013 . . . . . . . . . . . . . . . . London . . . . . . . . . . . . . . . . . . . . English24-27 September 2013 . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English7-10 October 2013 . . . . . . . . . . . . . . . . Istanbul . . . . . . . . . . . . . . . . . . .Russian21-24 October 2013 . . . . . . . . . . . . . . . Paris . . . . . . . . . . . . . . . . . . . . . . English16-19 December 2013 . . . . . . . . . . . . . . London . . . . . . . . . . . . . . . . . . . . English











Dates & Locations

8-11 October 2012 . . . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English5-8 November 2012. . . . . . . . . . . . . . . . Madrid . . . . . . . . . . . . . . . . . . . . English10-13 December 2012 . . . . . . . . . . . . . . London . . . . . . . . . . . . . . . . . . . . English27-30 January 2013 . . . . . . . . . . . . . . . Dubai . . . . . . . . . . . . . . . . . . . . . English15-18 April 2013 . . . . . . . . . . . . . . . . . . Milan . . . . . . . . . . . . . . . . . . . . . English17-20 June 2013 . . . . . . . . . . . . . . . . . . Istanbul . . . . . . . . . . . . . . . . . . . English21-24 October 2013 . . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English24-27 November 2013. . . . . . . . . . . . . . Dubai . . . . . . . . . . . . . . . . . . . . . English9-12 December 2013 . . . . . . . . . . . . . . . London . . . . . . . . . . . . . . . . . . . . English


Dates & Locations

8-11 October 2012 . . . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English5-8 November 2012. . . . . . . . . . . . . . . . Madrid . . . . . . . . . . . . . . . . . . . . English9-12 December 2012 . . . . . . . . . . . . . . . Dubai . . . . . . . . . . . . . . . . . . . . . English22-25 April 2013 . . . . . . . . . . . . . . . . . . Paris . . . . . . . . . . . . . . . . . . . . . . English17-20 June 2013 . . . . . . . . . . . . . . . . . . Istanbul . . . . . . . . . . . . . . . . . . . English1-4 July 2013. . . . . . . . . . . . . . . . . . . . . Barcelona . . . . . . . . . . . . . . . . . . English26-29 August 2013 . . . . . . . . . . . . . . . . Munich . . . . . . . . . . . . . . . . . . . . English7-10 October 2013 . . . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English8-11 December 2013 . . . . . . . . . . . . . . . Dubai . . . . . . . . . . . . . . . . . . . . . English


Developing Leadership: Special Edition for Women WORKSHOP 2266Lead your team and overcome resistance to ensure your voice is heard in the organization. Build a network of support among stakeholders and prepare yourself for the next step in career.


You will be better able to: • Lead your team to implement the strategy • Lead people using an effective leadership behaviour and style • Gain the external collaboration your team needs to achieve its mission


Understanding strategy • Understanding strategic choices• Review of the four categories of competitive strategy • Change management • Introduction to MCE’s Leadership Framework

You as leader • How women in leadership add value to organizations • Predominant style differences between men and women • Managing perceptions • Work/life balance• Managing your career

Incorporating personal and cultural styles • Personal styles and leadership • Cultural Differences • Five practices of exemplary leadership • Linking leadership practices to the type of strategy

Leading and managing strategy implementation • Customer Proposition• Strategy Commitment• Leadership Behaviour• Performance Metrics• Process and Structure• Culture

Getting into action • Build your action plan for leading strategy execution

WHO SHOULD ATTEND

Female managers leading a department or team whose function includes leading people.

TOP40

TOP40 Leadership for Senior Managers: Special Edition for Women WORKSHOP 2267

Find ways to handle the extra challenges women face when driving strategy in tough environments.Communicate your strategy clearly, get people to listen, buy in and take their responsibility to achieve the goals.


You will be better able to: • Lead people to implement the strategy • Use your strengths and leadership style effectively and powerfully • Create a culture for implementation and accountability • Handle the special challenges most women face


Leading with a clear strategy • Get clarity on your strategy • Customer Value Proposition as a focal point • Translate strategy into clear goals and key projects for implementa-

tion • MCE Leadership for Strategy Implementation Model • Exemplary female leaders

You as leader • Differences in leadership style between men and women • Variations by culture, industry, country, function • Identifying the obstacles in your context • Communicating as a key leadership skill • Delegating, motivating and insisting on accountability

Align processes and people to strategy • Aligning people to the Customer Value proposition • Changes required to achieve the strategy • Stakeholders and devising a communication plan • Performance metrics and rewards • Competencies and behaviours • Processes and structure • Culture

WHO SHOULD ATTEND

Senior female executives who have multiple levels, divisions and locations reporting to them. This leadership workshop is for women only.













Dates & Locations

27-28 January 2013. . . . . . . . . . . . . . . . Dubai . . . . . . . . . . . . . . . . . . . . . English24-25 March 2013. . . . . . . . . . . . . . . . . Dubai . . . . . . . . . . . . . . . . . . . . . English21-22 May 2013 . . . . . . . . . . . . . . . . . . Istanbul . . . . . . . . . . . . . . . . . . . English10-11 June 2013 . . . . . . . . . . . . . . . . . . Barcelona . . . . . . . . . . . . . . . . . . English20-21 October 2013 . . . . . . . . . . . . . . . Dubai . . . . . . . . . . . . . . . . . . . . . English8-9 December 2013 . . . . . . . . . . . . . . . . Dubai . . . . . . . . . . . . . . . . . . . . . English


Dates & Locations

3-5 February 2013 . . . . . . . . . . . . . . . . . Dubai . . . . . . . . . . . . . . . . . . . . . English19-21 August 2013 . . . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English20-22 October 2013 . . . . . . . . . . . . . . . Dubai . . . . . . . . . . . . . . . . . . . . . English8-10 December 2013 . . . . . . . . . . . . . . . Dubai . . . . . . . . . . . . . . . . . . . . . English


Successfully Managing People WORKSHOP 7727

Motivate and direct employees by using the appropriate delegation techniques for any given situation. Resolve conflicts, deal effectively with difficult people and get better results from your team.


You will be better able to:• Motivate and direct the employees you rely on • Adjust your management style to different situations • Use delegation techniques to get more done


The experience of being a manager • Specific challenges you face when motivating others

Values • Values and their impact on work life

Personal styles • Determine your own personal style profile • How to work more effectively with other personal profiles

Motivation • How to tailor your motivational efforts to individuals and situations

Listening, body language, giving feedback and dealing with

difficult people • Active listening for information and understanding • Applying positive and corrective feedback • Dealing with difficult employees

Conflict • Different conflict resolution styles for different situations

Delegation • Appropriate delegation styles for employees and situations

Understanding organizational culture and subculture • Identify and build on the strengths of your team’s culture

Emotional Intelligence • Gain an honest and accurate assessment of yourself

Ethical Leadership • Identify your group’s values • Your vision for ethical leadership

WHO SHOULD ATTEND

Managers and individuals with management responsibilities whose success depends on managing people successfully.© 2012 American Management Association

Leadership and Team Development for Managerial Success WORKSHOP 7730

Get leadership skills for managers to inspire and influence your people to achieve team goals. Learn how to work in a horizontal mode of operation, apply a consistent theory in leading your team and teach leadership skills to members of your team.


You will be better able to:• Understand leadership skills for managers to know when to man-

age and when to lead your team • Assess your leadership behaviour and determine the best style to

generate results • Clearly visualize your goals and communicate them to your team • Work in a horizontal mode of operation instead of managing only

one piece of the process • Develop a high-performance team by first developing leadership

skills • Use effective communication to motivate and coach


• Understanding leadership style and the situation • Emphasising the importance of vision in aligning team perfor-

mance • Integrating your leadership and managerial • Examining the leader’s role as motivator and coach • Distinguishing the four team types • Exploring the principles that make teams work • Diagnosing work-teams: a work-team simulation

WHO SHOULD ATTEND

New managers, team leaders and business professionals interested in acquiring effective leadership skills for managers.© 2012 American Management Association











Dates & Locations

22-25 October 2012 . . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English22-25 April 2013 . . . . . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English21-24 October 2013 . . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English


Dates & Locations

1 3-6 December 2012 . . . . . . . . . . . . . . Paris . . . . . . . . . . . . . . . . . . . . . . English8-21 March 2013. . . . . . . . . . . . . . . . . . Istanbul . . . . . . . . . . . . . . . . . . . English10-13 June 2013 . . . . . . . . . . . . . . . . . . Barcelona . . . . . . . . . . . . . . . . . . English28-31 October 2013 . . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English2-5December 2013 . . . . . . . . . . . . . . . . Paris . . . . . . . . . . . . . . . . . . . . . . English


Leadership for Managers: Special Edition for WomenWORKSHOP 2356Overcome obstacles, manage change and lead your team to implement your organization’s strategy. Strengthen and fine-tune your leadership skills and look at business issues in a structured, methodical way.


After attending this workshop, you will be better able to:• Lead people to implement the strategy • Handle challenging people and situations • Create a culture of accountability • Handle the special challenges most women face


Leadership and the MCE Leadership Model • Differences in leadership style between men and women • Aligning corporate structure, processes, metrics and rewards to the

strategy

Maximizing customer value • Customer Value Proposition • Effective customer communication in the digital age

Measuring performance – or “Show me the money” • Performance metrics, traditional and new • The power of referral economics

Effective communication • Purpose, audience and desired result of any business communica-

tion • The 3 C´s of Communication: Clear, Concise and Convincing

People management • Creating high-performing teams • Using cultural diversity for higher performance • Conducting difficult conversations

Personal development • Managing your own career • Overcoming obstacles

WHO SHOULD ATTEND

Seasoned female managers who have climbed the corporate ladder consistently and successfully and have occupied an upper middle management position for at least a few years. Also for business women who have just been promoted to a beginning senior position, with typically 20+ direct reports. This leadership workshop is for women only.

NEW! NEW! Leadership for Senior Managers in Public Organizations: Driving Performance in Complex Environments WORKSHOP 2368Challenge: achieve greater efficiency and value for money in providing public services. Identify options for moving forward.


• Establish a stakeholder value proposition for your organization • Select and agree on robust performance goals, objectives and KPIs • Minimise relationship challenges and improve cross-boundaries

collaboration


Stakeholder focus: mapping and value proposition • Major tendencies and trends and their impact on public organizations• Mapping the key stakeholders • Performance contractual expectations • Identification of expected outputs• Key performance indicators (KPIs) • Networking, influencing and collaboration across boundaries

Strategy execution • Stakeholder/customer orientation • Strategic commitment and clarity • Leadership behaviours in terms of motivating and inspiring staff • Performance measurements • Structures and processes and last but not least • The right culture

High performing team leadership • Senior leaders and the leadership team• Complexity and increasing demands on senior leaders

Breaking down organizational barriers to cooperation • The need to function as a collective• Promoting collaboration and alignment• Steps necessary to build a strategic leadership culture • Leadership team: catalyst for breaking down organizational silos

WHO SHOULD ATTEND

Senior managers, officials and civil servants who are responsible for leading the performance of public organizations or international institutions.














prOjECT MANAgEMENT

Project Management: The Fundamentals WORKSHOP 575

Get a clear methodology, understand the people side of projects and deliver within time and budget. Gain skills that will help you apply a consistent, pragmatic approach to project management in order to meet business objectives.

TOP40

Dates & Locations

22-26 October 2012 . . . . . . . . . . . . . . . Munich . . . . . . . . . . . . . . . . . . . . English19-23 November 2012. . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English10-14 December 2012 . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English13-17 January 2013. . . . . . . . . . . . . . . . Dubai . . . . . . . . . . . . . . . . . . . . . English4-8 March 2013. . . . . . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English15-19 April 2013 . . . . . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English27-31 May 2013 . . . . . . . . . . . . . . . . . . Istanbul . . . . . . . . . . . . . . . . . . . English17-21 June 2013 . . . . . . . . . . . . . . . . . . Barcelona . . . . . . . . . . . . . . . . . . English

19-23 August 2013 . . . . . . . . . . . . . . . . London . . . . . . . . . . . . . . . . . . . . English23-27 September 2013 . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English21-25 October 2013 . . . . . . . . . . . . . . . Paris . . . . . . . . . . . . . . . . . . . . . . English18-22 November 2013. . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English9-13 December 2013 . . . . . . . . . . . . . . . London . . . . . . . . . . . . . . . . . . . . English5 Days – Level: Mid-level ManagersPrice: 4550 €www.mce-ama.com/575


You will be better able to:• Use relevant consulting and change

management skills when dealing with your internal and external stakeholders

• Confidently accept responsibility for new projects and be better able to stay in control of projects

• Apply tools to stay in better control of projects

• Use best practice project management tools and techniques

• Gain people skills, including leading, team building and motivating

• Apply relevant consulting and change management skills when dealing with your internal and external stakeholders


Methods and tools • Business context• A systematic approach to the whole

project life cycle

Project management basics • Characteristics of projects

• Definition of a project, typology of projects, project lifecycle, project scope and WBS, project timeline, resources and cost

• Case study: Defining project lifecycle, project scope, WBS, organization chart, timeline and initial budgeting

Project roadmap, part 1: Project

definition • Project charter, project scope statement,

project organization and governance, team staffing, contracting, project infrastructure set-up, project office, project plan and budget development

• Case study: Project plan and budget development

Project roadmap, part 2: Execution and

closing • Project execution stages, project kick-

off, ‘to be’ design and build, gap and impact analysis, migration planning, data, capability transfer, training, testing, cut-over, quality management, risk management, communications management, progress tracking and reporting, cut-over management, support

• Case study: Project performance dashboard, progress reporting, issue management

People The People module during the second part of the workshop focuses on the skills project managers need for leading teams and managing project stakeholders.Leading a team • Ensuring team capability • Stages of team development, individual

development, leader development • Team exercise: Team development model

Stakeholder management • The consulting process from a project

manager’s perspective • Handling and managing your (internal)

clients, content vs. process consulting, needs analysis, information gathering, value chain

WHO SHOULD ATTEND

Project managers, project team members and technical team leaders in areas such as research and development.



This workshop is PMBOK certified by the Project Management Institute (PMI). PDUs offered for this workshop: 36 PDUs (Tools: 22 - People: 14)





Project ManageMent

Dates & Locations

1-3 October 2012 . . . . . . Brussels. . . . . . .English19-21 November 2012. . . Geneva . . . . . . .English15-17 April 2013 . . . . . . . Barcelona . . . . .English27-29 May 2013 . . . . . . . Istanbul. . . . . . .English26-28 August 2013 . . . . . London . . . . . . .English14-16 October 2013 . . . . Brussels. . . . . . .English

3 Days – Level: Mid-level ManagersPrice: 4150 €www.mce-ama.com/2234

Cost and Time Management in Projects WORKSHOP 2234

Increase your ability to manage the constraints of time, cost and scope monitoring, and control. Gain skills to help you be more effective and credible as a project manager.


You will better able to:• Manage time and costs in projects • Use tools and techniques to develop

project schedules • Develop project budgets • Track and analyze project costs


Time and cost management overview • Time and cost management • The project triple constraint • Time and cost and the project life cycle • Process overview

Project schedule development • Work breakdown structure • Network diagramming • Effort and duration estimating • Responsibility assignment • Schedule integration and optimization • Critical path analysis

• Contingency planning • Project scheduling tools and templates

Financial planning • Project budgeting tools and techniques • Internal and external human resource cost • Project budget plan and spend curve• Contingency planning • Cost tracking and analysis

Schedule management • Effort and duration tracking procedure • Time sheets • Variance analysis • Schedule index • Efficiency index • Taking corrective action

Cost management • Cost tracking • Variance analysis • Earned value management • Sunk costs • Taking corrective action

Progress reporting • Collecting project data • Project progress reviews • Key performance indicators • Project management dashboard • Steering committee reporting

WHO SHOULD ATTEND

Middle to Senior Managements responsible for major projects in the organization.

This pass entitles

Mr John Johnson

to register and attend

unlimited regularly

scheduled MCE

workshops for 1 year

following the activation date

Rue de l’Aqueduc 118, B-1050 Brussels, Belgium

Tel : + 32 2 543 21 20 Fax: + 32 2 543 24 00 Email: [email protected] Website: www.mce-ama.com

MCE Annual Pass One Price. Unlimited Development.

• Ideal for managers advancing to new positions, for high-potentials and individuals who want to develop their managerial skills over a short period

• Attend unlimited regularly scheduled workshops over a 12-month period for only 9.950 €

MCE Annual Pass9.950 EUR

The MCE Annual Pass is issued for an individual staff member in your organization and it is not transferable.

Pass-holders can attend an unlimited number of regularly scheduled MCE open enrolment workshops over a

12-monthperiod. The12-monthperiodbeginson the startingdateof thefirstworkshop forwhich thepass is

applied.The12-monthperiodendsoneyearfromthedateonwhichtheannualpasswasfirstused.Allworkshops

must be completed before the expiration date of the annual pass. Full payment for the MCE Annual Pass must

bereceivedpriortoattendingthefirstworkshop.Ifleftunused,theMCEAnnualPasswillexpire12monthsfrom

the purchase date. The pass may only be used by the designated person and may not be sold, transferred or

assignedtoanotherperson.Therearenootherrightsgranted.Photoidentificationwillberequiredwhenattending

a workshop. MCE’s General Terms and Conditions for open enrolment workshops apply. Annual Pass fees are

non-refundable, regardless of attendance. Prices are subject to change without notice. The MCE Annual Pass

cannot be used for workshop 2263: Preparing for Your Future Senior Management Role.

Annual Passes are available to MCE clients. They are not available for purchase by organizations or individuals

in direct competition with MCE.

• MCE offers the widest range of world-class management

development covering management, leadership and business skills

andindustry-specifictopics

Contact us today for more information: +32 2 543 21 20 or [email protected]

MCE Annual Pass

This pass entitles

Mr John Johnson


unlimited regularly

scheduled MCE


following the

activation date

MCE ANNUAL PASS

One Price. Unlimited Development.MCE ANNUAL PASS

MCE ANNUAL PASS

9.950 €*

- Ideal for managers advancing to new positions, for high-potentials and individuals who want to develop their managerial skills over a short period

- Attend unlimited regularly scheduled workshops over a 12-month period for only 9.950 €*

- MCE offers the widest range of world-class management development covering management, leadership and business skills and industry-specific topics

- Contact us today for more information: +32 2 543 21 20 or [email protected]




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Project ManageMent

Dates & Locations

8-9 November 2012. . . . . . . . . . . . . . . . Madrid . . . . . . . . . . . . . . . . . . . . English17-18 December 2012 London. . . . . . . . English18-19 March 2013. . . . . . . . . . . . . . . . . Zurich . . . . . . . . . . . . . . . . . . . . . English22-23 April 2013 . . . . . . . . . . . . . . . . . . Milan . . . . . . . . . . . . . . . . . . . . . English27-28 May 2013 . . . . . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English27-28 June 2013 . . . . . . . . . . . . . . . . . . Barcelona . . . . . . . . . . . . . . . . . . English28-29 October 2013 . . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English9-10 December 2013 . . . . . . . . . . . . . . . London . . . . . . . . . . . . . . . . . . . . English

2 Days – Level: Executive AssistantsPrice: 2350 €www.mce-ama.com/872

Dates & Locations

26-28 November 2012. . . . . . . . . . . . . . Paris . . . . . . . . . . . . . . . . . . . . . . English17-19 December 2012 . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English18-20 March 2013. . . . . . . . . . . . . . . . . Zurich . . . . . . . . . . . . . . . . . . . . . English22-24 April 2013 . . . . . . . . . . . . . . . . . . Milan . . . . . . . . . . . . . . . . . . . . . English24-26 June 2013 . . . . . . . . . . . . . . . . . . Barcelona . . . . . . . . . . . . . . . . . . English26-28 August 2013 . . . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English16-18 September 2013 . . . . . . . . . . . . . London . . . . . . . . . . . . . . . . . . . . English21-23 October 2013 . . . . . . . . . . . . . . . Paris . . . . . . . . . . . . . . . . . . . . . . English25-27 November 2013. . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English16-18 December 2013 . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English


Managing Risks in Projects WORKSHOP 446Identify potential risks in large projects, plan for the unexpected and deliver within agreed parameters.


You will be better able to:• Identify and understand the key risks for projects• Recognize the factors that contribute to risk• Develop strategies for effectively dealing with project risks


Project risk management • Defining project risk • Risk assessment techniques • Project risk levels

Risk identification • Project key success factors • Most common project risks

Risk analysis • Qualitative and quantitative risk analysis • Risk scoring

Risk avoidance and mitigation • Root cause analysis • Risk aversion strategies

Risk monitoring and control • Risk watch list and exposure• Risk response plan execution • Corrective action

Risk management implementation • Risk management procedures • Supporting tools and technologies

Risk management tips and tricks • Supporting checklists • Risk process check • Risk management do’s and don’ts

Cost effectiveness of risk management • Risk cost/benefit • ROI

WHO SHOULD ATTEND

Experienced project managers in charge of large, complex projects.

TOP40

TOP40 Project Management for

Executive Assistants WORKSHOP 872

Act as a central partner, interact with various departments and monitor the budget and schedule.Understand what leads to project success, your customer’s requirements, and how to deal with the unexpected.


After attending this workshop, you will: • Feel more confident about accepting responsibility for new projects • Understand the importance of communication the project team • Use tools that will help you manage the process more effectively • Be better able to stay in control of your projects• Know how to deal with unexpected setbacks


• Factors that influence project success, and classic ways of managing them

• Understanding the customer’s requirements, leading to effective project initiation

• Planning, executing and controlling the project • Dealing with the unexpected, by risk and issue management • Communicating the right things to the right people, at the right

time • Closing the project in an orderly manner

WHO SHOULD ATTEND

Executive assistants and other support staff who carry out assignments in any business area or profession.

This workshop is PMBOK certified by the Project management Institute (PMI). PDUs offered for this workshop: 20 PDUs








Project ManageMent

Dates & Locations

Dates & Locations

3-5 February 2013 . . . . . . . . . . . . . . . . . Dubai . . . . . . . . . . . . . . . . . . . . . English21-23 October 2013 . . . . . . . . . . . . . . . Istanbul . . . . . . . . . . . . . . . . . . . English


10-11 December 2012 . . . . . . . . . . . . . . Dusseldorf. . . . . . . . . . . . . . . . . . English15-16 April 2013 . . . . . . . . . . . . . . . . . . Barcelona . . . . . . . . . . . . . . . . . . English16-17 September 2013 . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English9-10 December 2013 . . . . . . . . . . . . . . . London . . . . . . . . . . . . . . . . . . . . English


Dates & Locations

Dates & Locations

1-3 October 2012 . . . . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English19-21 November 2012. . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English10-12 December 2012 . . . . . . . . . . . . . . Dusseldorf. . . . . . . . . . . . . . . . . . English4-6 February 2013 . . . . . . . . . . . . . . . . . Munich . . . . . . . . . . . . . . . . . . . . English7-9 October 2013 . . . . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English9-11 December 2013 . . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English


10-14 December 2012 . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English4-8 February 2013 . . . . . . . . . . . . . . . . . Munich . . . . . . . . . . . . . . . . . . . . English13-17 May 2013 . . . . . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English1-5 July 2013. . . . . . . . . . . . . . . . . . . . . Barcelona . . . . . . . . . . . . . . . . . . English9-13 December 2013 . . . . . . . . . . . . . . . London . . . . . . . . . . . . . . . . . . . . English


Project Management for IT/IS WORKSHOP 740Learn people-management skills that help deliver projects on spec, on time and within budget.


• Select practical tools specific to the IT/IS environment • Handle the people-related aspects of PM


• Project initiation and planning• Risk management • Quality management • Closing projects • Leading your project team • Motivating individuals in your team

WHO SHOULD ATTEND

All professionals who take an active role in completing IT/IS projects.

Implementing your Strategy through a Portfolio of Projects WORKSHOP 2233Ensure that the right projects are followed throughout their entire life cycle to completion.


• Choose projects to implement the strategy • Guide projects through their whole life cycle


• Project portfolio management• Project portfolio creation• PPM governance• PPM requirements• Monitoring and tracking

WHO SHOULD ATTEND

C-level executives (CEO, CMO, CIO, CFO, etc.) and their direct reports.

quality Management in ProjectsWORKSHOP 2235Apply sound QM principles, set expectations and focus team efforts to avoid costly rework.


• Use quality management tools


• Quality standards, tools and templates • Deliverable quality control review process • Planning QM activities • Project documentation management • The quality management plan • Dealing with quality issues

WHO SHOULD ATTEND

Project Managers on middle to senior level.

Improving your Project Management Skills WORKSHOP 7718Build a solid foundation of project management knowledge, techniques and tools.


• Gather and document project requirements • Understand who does what in project management


• Key project management concept• Initiating the project• Identifying the work • Estimating the work• Scheduling the work• Creating the budget

WHO SHOULD ATTEND

Individuals who are new to project management.

This workshop is PMBOK certified by the Project management Institute (PMI). PDUs offered for this workshop: 35 PDUs














SaleS & Marketing


Certified Marketing Manager - Part I & Part II WORKSHOP 2178

Get a marketing education that supports both B2B and B2C marketing plans and campaigns. Speak the language of marketing, understand the processes, thinking, planning and launching of marketing campaigns.

Dates & Locations

Part I Part II 17-21 September 2012 in Paris . . . . . . . . . . . . . . . . . . . . .21-25 January 2013 in Brussels . . . . . . . . . . . English4-8 March 2013 in Brussels . . . . . . . . . . . . . . . . . . . . . . . .17-21 June 2013 in Brussels . . . . . . . . . . . . . English26-30 August 2013 in London . . . . . . . . . . . . . . . . . . . . . .16-20 December 2013 in London . . . . . . . . . . English


TOP40




• You will be better able to:• Analyse your market, your competitors

and your own organization’s strengths and weaknesses

• Write and implement a results-oriented marketing strategy and plan

• Ensure and measure the effectiveness of the plans you make

• Update your marketing department and operations to the practices that work today


NOTE: “Certified Marketing Manager” is a 10-day workshop consisting of two separate one-week modules.

Part I

The essence of marketing • The scope of marketing • Fundamental marketing concepts • How marketing has changed • Tasks necessary for successful marketing

Aligning the organization • The Customer Value Proposition • Getting alignment: The Leadership Model • Managing change

Organizing the marketing function • Ways to organize marketing • Principles of a creative marketing

organization • Ways to measure marketing • Global marketing

From strategy to marketing plan • Strategy House

Marketing planning fundamentals • Basis Planning Tools • Marketing Measures

Creating the value: Insight • Consumer behaviour and insight • Segmentation, targeting, positioning

Creating the value: Consumers and

shoppers • Market research and market intelligence • Consumer and Shopper

Creating the value: Product

development • Competitive analysis • Product strategy • New product development • Innovation

Creating the value: Pricing • Value-based pricing strategies

Part II

Communicating the value: Branding

and brand management • Building the brand • Managing the brand • Aligning the organization

Communicating the value: Media • Tools: advertising, sales promotion, events,

etc. • Media mix: new media, “guerrilla” -

marketing • E-marketing • Budgeting and agencies

Delivering the value: Selling • Direct marketing • Personal selling and key account

management • Category management

Delivering the value: Channels Distribution and channel management Retailing Supply chain management

Sustaining customer relations • After-sales service • Customer relationship management • Customer satisfaction

Communicating to stakeholders • Defining stakeholders • Communicating with stakeholders • RACI charting

Summary and presentations • The CMM – summary • Preparing the marketing plan presentation • Presenting the marketing plan • Feedback • Wrap-up and follow-up planning

WHO SHOULD ATTEND

Managers in the marketing function, or with ambitions to join this function, with no formal marketing education. Managers who want to update their marketing skills.






SaleS & Marketing

Dates & Locations

8-12 October 2012 . . . . . . . . . . . . . . . . Munich . . . . . . . . . . . . . . . . . . . . English17-21 December 2012 . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English15-19 April 2013 . . . . . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English27-31 May 2013 . . . . . . . . . . . . . . . . . . Istanbul . . . . . . . . . . . . . . . . . . . English17-21 June 2013 . . . . . . . . . . . . . . . . . . Barcelona . . . . . . . . . . . . . . . . . . English19-23 August 2013 . . . . . . . . . . . . . . . . London . . . . . . . . . . . . . . . . . . . . English16-20 September 2013 . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English21-25 October 2013 . . . . . . . . . . . . . . . Paris . . . . . . . . . . . . . . . . . . . . . . English


Dates & Locations

8-11 October 2012 . . . . . . . . . . . . . . . . Istanbul . . . . . . . . . . . . . . . . . . .Russian3-7 December 2012 . . . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English27-31 January 2013. . . . . . . . . . . . . . . . Dubai . . . . . . . . . . . . . . . . . . . . . English13-17 May 2013 . . . . . . . . . . . . . . . . . . Istanbul . . . . . . . . . . . . . . . . . . . English10-14 June 2013 . . . . . . . . . . . . . . . . . . London . . . . . . . . . . . . . . . . . . . . English16-20 September 2013 . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English21-25 October 2013 . . . . . . . . . . . . . . . Paris . . . . . . . . . . . . . . . . . . . . . . English16-20 December 2013 . . . . . . . . . . . . . . London . . . . . . . . . . . . . . . . . . . . English


Defining and Executing the Consumer Marketing Strategy: From Plans to Measurable Results WORKSHOP 2122Ask the right questions and involve others to implement focused and impactful marketing plans.


• Write a pragmatic marketing plan • Challenge marketing habits that can lead to the wrong focus • Involve other parts of the business whose support is crucial


Changes and choices • Trends in consumer markets • The disappearing middle market

Understanding the consumer • Insight-driven product development and marketing

From product to customer centric thinking • Differentiation in commoditized markets

Building a brand that truly connects • Identifying all the touch-points of your brand

Marketing communication and the new media landscape • Social interaction, communities and conversations • How your agency will have to adapt to the new realities

Aligning your company around the strategy and customer • Five dimensions of strategic alignment • Aligning other stakeholders around your strategy

The multi-channel world • Moving from channel-centric to customer-centric • Channel management in the new world

Positioning, pricing, promotions • Price: A checklist for better pricing decisions • Promotions – how they may hurt you

Accountability • Marketing ROI simplified

WHO SHOULD ATTEND

Marketing managers who want to ensure the successful implementation of the Marketing plan.

TOP40

TOP40 Product, Category and Segment Management in Consumer Markets WORKSHOP 2205

Differentiate your business to move from a product-oriented to a customer-centric business proposition. Explore the benefits of moving to a joint approach of category management with channel partners.


• Create value propositions based on consumer insights and decision drivers

• Validate new propositions on their uniqueness and viability in the market place

• Identify the implications for your business and value chain partners


The need for customer-centric product management • Trends in consumer markets • Your brand’s strategy vs. market place options

Moving from product to experience • Customer Value Propositions from the customer’s perspective

From product management to category management • Category management based on trust and mutual benefit

Creating value propositions that matter • Innovating “beyond” the product or service • Building a long-term customer relationship

Creating a business case and launch/development plan • Quantifying business opportunities • Your value proposition and the portfolio/lifecycle of your business

Aligning your company around the strategy – and around

the customer

Practice oriented • Plan for quick win actions to take back at your workplace • Consolidate your learning into an action plan

WHO SHOULD ATTEND

Product, brand, market, research, innovation and business managers who want to truly base their new propositions on the customer.















SaleS & Marketing

Dates & Locations

12-15 November 2012. . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English3-6 February 2013 . . . . . . . . . . . . . . . . . Dubai . . . . . . . . . . . . . . . . . . . . . English17-20 June 2013 . . . . . . . . . . . . . . . . . . Istanbul . . . . . . . . . . . . . . . . . . . English16-19 September 2013 . . . . . . . . . . . . . London . . . . . . . . . . . . . . . . . . . . English25-28 November 2013. . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English


Dates & Locations

15-19 October 2012 . . . . . . . . . . . . . . . Paris . . . . . . . . . . . . . . . . . . . . . . English19-23 November 2012. . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English17-21 December 2012 . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English4-8 February 2013 . . . . . . . . . . . . . . . . . Munich . . . . . . . . . . . . . . . . . . . . English13-17 May 2013 . . . . . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English1-5 July 2013. . . . . . . . . . . . . . . . . . . . . Barcelona . . . . . . . . . . . . . . . . . . English19-23 August 2013 . . . . . . . . . . . . . . . . Istanbul . . . . . . . . . . . . . . . . . . . English26-30 August 2013 . . . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English14-18 October 2013 . . . . . . . . . . . . . . . Paris . . . . . . . . . . . . . . . . . . . . . . English18-22 November 2013. . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English16-20 December 2013 . . . . . . . . . . . . . . London . . . . . . . . . . . . . . . . . . . . English


TOP40

TOP40Product

Management in B2B Markets WORKSHOP 2120

Maximize success by ensuring your marketing plan is customer-driven and can be executed by the entire organization. Understand the major trends and issues in B2B marketing and how they impact your markets, customers and competitors.


• Apply marketing planning to business planning challenges • Understand the impact of different value propositions • Create a marketing plan outline for your product or service


Major trends and issues in business markets • From supply chains to customer experience systems • The evolving role of Product Manager

Marketing and product management definitions • Customer value proposition • Market-driven planning approach

Customer focus and buying behaviour • Financial value of delighting your customers • Measuring and profiting from customer loyalty

Competition, positioning and brand management • Competitive analysis • Focusing, positioning and differentiation • Strategic and tactical brand management

Product and solution innovation • Innovation challenges and strategies • Emerging markets as sources of innovation

Managing the 4 P’s and the customer experience • New technologies and social networks • Solutions marketing

Leadership and marketing strategy implementation • Alignment of people and processes to execute strategy

WHO SHOULD ATTEND

Managers in B2B markets, including: product and brand managers, process managers, market and marketing managers.

Fundamentals of Consumer Marketing WORKSHOP 2130

Gain critical knowledge and acquire tools for making a contribution to your company’s marketing plans.


You will be better able to: • Apply the various elements of the marketing mix • Understand differentiation and positioning in highly competitive

markets • Use pricing strategies effectively


Definition of marketing

The 4 P’s: Pricing • Factors that affect Pricing• Price-setting models• Pricing strategies

The 4 P’s: Place (Distribution) • Retailing trends• How a distributor works• Concepts of merchandising • Influencing the consumer/ buyer at the point of sale

Brand segmentation, targeting and positioning • Objectives of segmentation and characteristics of effective

segmentation • Principles of targeting, and characteristics of segment attractiveness • Differentiated and meaningful positioning

Understanding your brand and information requirements • How strong is your brand?• How does your brand compare to your competitor’s brand?• Internal and external sources of customer insights• Becoming more strategic and accurate in planning and execution • Principles of market research • Characteristics of an effective market research brief

Executing an integrated marketing communication strategy • Communication touch points with the consumer • Seven secrets of effective communication

WHO SHOULD ATTEND

All managers working in Consumer markets who are without a formal marketing background.











SaleS & Marketing

Dates & Locations

Dates & Locations

14-17 October 2012 . . . . . . . . . . . . . . . Abu Dhabi . . . . . . . . . . . . . . . . . English10-13 December 2012 . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English15-18 April 2013 . . . . . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English10-13 June 2013 . . . . . . . . . . . . . . . . . . Barcelona . . . . . . . . . . . . . . . . . . English20-23 October 2013 . . . . . . . . . . . . . . . Dubai . . . . . . . . . . . . . . . . . . . . . English9-12 December 2013 . . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English


19-20 November 2012. . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English18-19 February 2013 . . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English17-18 June 2013 . . . . . . . . . . . . . . . . . . Istanbul . . . . . . . . . . . . . . . . . . . English19-20 August 2013 . . . . . . . . . . . . . . . . London . . . . . . . . . . . . . . . . . . . . English18-19 November 2013. . . . . . . . . . . . . . Paris . . . . . . . . . . . . . . . . . . . . . . English


Dates & Locations

Dates & Locations

19-22 November 2012. . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English17-20 December 2012 . . . . . . . . . . . . . . Paris . . . . . . . . . . . . . . . . . . . . . . English13-16 May 2013 . . . . . . . . . . . . . . . . . . Istanbul . . . . . . . . . . . . . . . . . . . English24-27 June 2013 . . . . . . . . . . . . . . . . . . Barcelona . . . . . . . . . . . . . . . . . . English19-22 August 2013 . . . . . . . . . . . . . . . . London . . . . . . . . . . . . . . . . . . . . English25-28 November 2013. . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English


19-21 November 2012. . . . . . . . . . . . . . Geneva . . . . . . . . . . . . . . . . . . . . English10-12 December 2012 . . . . . . . . . . . . . . London . . . . . . . . . . . . . . . . . . . . English18-20 February 2013 . . . . . . . . . . . . . . . Munich . . . . . . . . . . . . . . . . . . . . English21-23 August 2013 . . . . . . . . . . . . . . . . Istanbul . . . . . . . . . . . . . . . . . . . English25-27 September 2013 . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English18-20 November 2013. . . . . . . . . . . . . . Paris . . . . . . . . . . . . . . . . . . . . . . English


Managing and Servicing Global/International Key Accounts in B2B Markets WORKSHOP 2214Manage International accounts globally to maximise sales and create long-term customer relationships.


• Identify and map your customers’ decision making structures • Organize your sales team to match the customer structure


• Managing global accounts as “mini business units” • Global and regional profitability of the account • Aligning the organization for global account support• Managing requirements on the customer side

WHO SHOULD ATTEND

Sales managers and teams responsible for global accounts.

B2B Business Intelligence for Customer Insights WORKSHOP 2171 Gain tools to analyse markets, customers and competitors, and anticipate new opportunities and customer needs.


• Use market research technologies effectively • Create an action plan focused on your new priorities


• Understanding market trends • Marketing research and beyond • Market research methods: a brief update • Business awareness • Definition of the problem • Extracting and presenting conclusions

WHO SHOULD ATTEND

Experienced managers who contribute to customer intelligence.

B2B Strategy Based on your Customer value PropositionWORKSHOP 383Understand B2B high-tech marketing, customer centricity, seller-buyer relations, innovation management, value chain integration and emerging markets.


• Create a value-based B2B marketing strategy • Evaluate new forms of collaboration with value chain partners


• Customer value marketing • Segmentation, targeting and positioning • Relationship marketing and key account management • Strategic brand management • Competing globally

WHO SHOULD ATTEND

Senior managers who manage marketing processes.

Principles of value-Based B2B Marketing WORKSHOP 2119Get marketing tools to create, communicate and measure customer value and to develop competitive advantage.


• Identify the link from marketing activities to corporate strategy • Understand the financial value of loyal customers


• Trends and issues in B2B marketing • Marketing and strategy • Customer value marketing • Key marketing activities

WHO SHOULD ATTEND

Managers in a non-marketing role in business-to-business markets.
















SaleS & Marketing

Dates & Locations

Dates & Locations

8-10 October 2012 . . . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English17-19 December 2012 . . . . . . . . . . . . . . Paris . . . . . . . . . . . . . . . . . . . . . . English27-29 May 2013 . . . . . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English24-26 June 2013 . . . . . . . . . . . . . . . . . . Barcelona . . . . . . . . . . . . . . . . . . English4-6 November 2013. . . . . . . . . . . . . . . . Paris . . . . . . . . . . . . . . . . . . . . . . English2-4 December 2013 . . . . . . . . . . . . . . . . London . . . . . . . . . . . . . . . . . . . . English


22-23 October 2012 . . . . . . . . . . . . . . . Paris . . . . . . . . . . . . . . . . . . . . . . English18-19 February 2013 . . . . . . . . . . . . . . . Munich . . . . . . . . . . . . . . . . . . . . English21-22 October 2013 . . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English


Dates & Locations

Dates & Locations

3-5 December 2012 . . . . . . . . . . . . . . . . London . . . . . . . . . . . . . . . . . . . . English21-23 January 2013. . . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English10-12 June 2013 . . . . . . . . . . . . . . . . . . London . . . . . . . . . . . . . . . . . . . . English14-16 October 2013 . . . . . . . . . . . . . . . Paris . . . . . . . . . . . . . . . . . . . . . . English2-4 December 2013 . . . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English


3-6 December 2012 . . . . . . . . . . . . . . . . London . . . . . . . . . . . . . . . . . . . .E nglish18-21 March 2013. . . . . . . . . . . . . . . . . Paris . . . . . . . . . . . . . . . . . . . . . . English17-20 June 2013 . . . . . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English7-10 October 2013 . . . . . . . . . . . . . . . . Istanbul . . . . . . . . . . . . . . . . . . . English2-5 December 2013 . . . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English


Leading and Working in a Multifunctional Team for Customized Solutions WORKSHOP 2334Discover different approaches to organization, processes and management for account teams selling custom-made solutions.


• Sell, plan and implement custom-made solutions • Lead and work in multifunctional accounts teams • Effectively increase customer experience and loyalty


• Custom-made solutions in B2B markets • Leading and working in multifunctional account teams• Customer focus • Matching the custom-made solutions buying and selling cycle • Selling in multifunctional account teams

WHO SHOULD ATTEND

Management committee members; division, business unit or department heads; key account managers and team leaders; project managers.

B2B Strategy Update for Senior Management WORKSHOP 2127Make your strategy and organization more market-driven and in line with current business trends.


• Gain insight from major global trends • Predict the impact of trends on B2B businesses • Create a customer-centred organisation


Major trends that will impact B2B companies in the near

future • Lessons and opportunities for your own business • Alternative strategies to deal with the trends • New key prerequisites for success with strategies • Innovation as a process • Effective strategy implementation

WHO SHOULD ATTEND

Company, division or business unit general managers; strategy and business development managers; senior marketing mangers; country managers.

Selling Through Different Channels in B2B Markets WORKSHOP 769Bridge the gap between customer needs and your value proposition to expand sales and profits.


• Profitably recruit, develop and support channel partners • Motivate your channel partners and reduce channel conflicts


• Customer value propositions and distribution channels • Selecting and managing channel partners • Innovation and solution development

WHO SHOULD ATTEND

Sales, marketing, channel and business development managers who want to further develop selling through channels.

Managing B2B Sales Teams for Solution Selling WORKSHOP 2213Use globalisation, new competitors, the Internet and increased customer demands to your advantage.


• Segment your customer base and focus on profitable customers • Build, develop and motivate your sales and support teams


• Solution Selling in B2B markets • Understanding your customer • Building the customer value proposition • Account planning and key account management • Sales team management

WHO SHOULD ATTEND

Sales or channel managers responsible for sales strategy formulation and management of direct sales teams.
















SaleS & Marketing

Dates & Locations

Dates & Locations

3-6 December 2012 . . . . . . . . . . . . . . . . London . . . . . . . . . . . . . . . . . . . . English24-27 June 2013 . . . . . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English2-5 December 2013 . . . . . . . . . . . . . . . . Paris . . . . . . . . . . . . . . . . . . . . . . English


8-11 October 2012 . . . . . . . . . . . . . . . . Istanbul . . . . . . . . . . . . . . . . . . .Russian14-17 October 2012 . . . . . . . . . . . . . . . Abu Dhabi . . . . . . . . . . . . . . . . . English10-13 December 2012 . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English25-28 February 2013 . . . . . . . . . . . . . . . London . . . . . . . . . . . . . . . . . . . . English20-23 October 2013 . . . . . . . . . . . . . . . Dubai . . . . . . . . . . . . . . . . . . . . . English9-12 December 2013 . . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English


Dates & Locations

Dates & Locations

3-6 December 2012 . . . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English15-18 April 2013 . . . . . . . . . . . . . . . . . . Barcelona . . . . . . . . . . . . . . . . . . English5-8 August 2013 . . . . . . . . . . . . . . . . . . Berlin . . . . . . . . . . . . . . . . . . . . . English2-5 December 2013 . . . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English


3-6 December 2012 . . . . . . . . . . . . . . . . London . . . . . . . . . . . . . . . . . . . . English21-24 January 2013. . . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English24-27 June 2013 . . . . . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English30 September-3 October 2013 . . . . . . . . Munich . . . . . . . . . . . . . . . . . . . . English2-5 December 2013 . . . . . . . . . . . . . . . . London . . . . . . . . . . . . . . . . . . . . English


Effective Customer Acquisition and Retention through Social Media Marketing WORKSHOP 2126Understand key digital and social media methods and ways to apply them in your business


• The key digital and social media tools • Costs, benefits and risks in digital and social media


• TOPICS IN THIS WORKSHOP• Changes in media consumption by consumers• Different ways trading partners connect• Risks in “two-way conversation” methods• Opportunities for your business• Implementing digital and social media projects• Briefing your advertising agencies to deliver what you seek

WHO SHOULD ATTEND

All marketing, communication and media executives who want to look beyond traditional media in brand communications.

Partnering with and Selling to Retailers: The Rising Power of Retailers WORKSHOP 2169Adapt your long-term strategy to retailers’ changing demands and co-manage product categories with retail customers.


• Create value for your brand, consumers and retailers • Implement key account management for each major retailer • Select the right strategy for your brand and private labels


• Globalization versus localization • Distribution and channel management • Value selling • Interpersonal skills • Strategy execution

WHO SHOULD ATTEND

Country, sales, marketing, channel and retail leaders who want to strengthen their relationship with retail trade.

Building Strong Brands in Consumer Markets WORKSHOP 2216Identify strategies to strengthen your brand, make line extensions and position them in the marketplace.


• Define the brand positioning • Define the strategy for each brand


• Changes in consumer marketing and branding• Segmentation• Media neutral brand / communication plan• Address all touch points for your brand• Online reputation management

WHO SHOULD ATTEND

Managers and Senior Executives who manage or can influence the branding strategy of the company.

Making Sense of Web 2.0 in B2B Markets WORKSHOP 2250Understand the benefits of word-of-mouth, online marketing and social media


• Understand B2B marketing media trends and their impact • Separate new media hype from reality • Identify costs, benefits and risks in using new media


• Key marcom trends and developments • The language, mind-set and metrics of new technologies • Building customer trust and loyalty • Measuring new media effectiveness

WHO SHOULD ATTEND

Marketing, sales, communication or other B2B executives who want to look beyond traditional media when communicating to the market.
















STrATEgIC AllIANCES, MErgErS & ACquISITIONS

Mergers and Acquisitions: valuation of Companies and Due Diligence WORKSHOP 782

Improve investment decisions by applying the best methods and tools for valuation and due diligence. Gain insights into merger and acquisition transactions including and the roles and responsibilities of members of the M&A team.

Dates & Locations

15-19 October 2012 . . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English3-7 December 2012 . . . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English4-8 February 2013 . . . . . . . . . . . . . . . . . London . . . . . . . . . . . . . . . . . . . . English13-17 May 2013 . . . . . . . . . . . . . . . . . . Istanbul . . . . . . . . . . . . . . . . . . . English17-21 June 2013 . . . . . . . . . . . . . . . . . . Barcelona . . . . . . . . . . . . . . . . . . English16-20 September 2013 . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English

18-22 November 2013. . . . . . . . . . . . . . Paris . . . . . . . . . . . . . . . . . . . . . . English16-20 December 2013 . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English


TOP40


You will be better able to: • Accurately analyze financial statements

and ratios and calculate future cash flows • Identify the factors that create business

value to better determine a company’s worth

• Put into practice a step-by-step method for obtaining information that will help support your valuation process

• Analyze valuations and ask the right questions to validate the results

• Communicate effectively with stakeholders about the results of the valuation

• Anticipate the other party’s valuation perception and prepare M&A negotiations accordingly

• Understand a broad view of M&A issues and procedures.

• Know how to conduct a M&A process form valuation through integration

• Identify issues and pitfalls in M&A Due Diligence procedures

• Improve understanding of M&A Accounting issues and concerns

• Use meaningful tools and systems to enhance your long-term career and provide a solution (for faster promotion)


The Merger & Acquisition process • Overview of M&A transaction types • Review of the M&A process • M&A as part of the corporate strategy • Defining key issues and concerns • Establishing goals and expectations

Target assessment and valuation • The implications of M&A activity on the

corporate strategy • How to obtain meaningful information

for assessing companies

• Tools for analysis and assessment of financial statements

• Best-practise valuation methodologies and procedures

• Cash flow and profit forecasting • How to address uncertainty in valuing

businesses • Identifying the gaps in knowledge and

information • Defining a valid basis for investment

Due diligence • Defining a due diligence plan • Staffing the team, who & what skills are

needed • Addressing real world information system

issues and requirements • Financial metrics and issues to address • Legal and regulatory concerns and pitfalls

Planning for action • Own company overview and assessment

• Group discussions and facilitator coaching

• Personal action planning and your next steps

• Post-programme reading list

WHO SHOULD ATTEND

All directors with responsibility for negotiating the sale or acquisition of a business, division or business unit.








Strategic allianceS, MergerS & acquiSitionS

Dates & Locations

26-28 November 2012. . . . . . . . . . . . . . Paris . . . . . . . . . . . . . . . . . . . . . . English25-27 February 2013 . . . . . . . . . . . . . . . London . . . . . . . . . . . . . . . . . . . . English27-29 May 2013 . . . . . . . . . . . . . . . . . . Istanbul . . . . . . . . . . . . . . . . . . . English25-27 September 2013 . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English18-20 November 2013. . . . . . . . . . . . . . Paris . . . . . . . . . . . . . . . . . . . . . . English


Dates & Locations

19-21 November 2012. . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English15-17 April 2013 . . . . . . . . . . . . . . . . . . Barcelona . . . . . . . . . . . . . . . . . . English21-23 August 2013 . . . . . . . . . . . . . . . . Istanbul . . . . . . . . . . . . . . . . . . . English21-23 October 2013 . . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English25-27 November 2013. . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English


Leadership for Post-Merger and Acquisition Integration WORKSHOP 2193

Efficiently integrate processes, structures and culture to ensure a merger or acquisition delivers its value. Gain techniques to improve your chances of success by anticipating and planning for potential pitfalls in mergers and acquisitions.


You will be better able to:• Integrate the companies and cultures involved in your merger or • Capture value by looking for the best capabilities both parties bring

to the table • Implement the new corporate strategy • Apply exemplary practices gained from case studies and the

experience of your fellow participants


Key concepts and frameworks for integration • Integration challenge• Life cycle of merger: impact on planning and integration• Aligning people to the new organization

Dealing with the toughest issues in integration • Cultural integration• Marketing and sales integration• Finance and admin integration

Best Practice and personal plans • Technology integration • Finalize group projects and presentations • Personal actions plans and checklists • Prioritizing actions • Critical path to delivering your merger benefits

WHO SHOULD ATTEND

Senior managers who are responsible for, or who anticipate managing the integration of two or more companies following a merger or acquisition.

Mergers and Acquisitions: Integrating Operations and Consolidating Accounts WORKSHOP 2221Identify the steps necessary for successful M&As, the issues to address and factors to avoid. Understand the issues and pitfalls arising from acquisitions and the critical operational concerns facing most companies following a merger or acquisition.


You will be better able to: • Develop successful integration plans and procedures • Address consolidation accounting and fair value assessment issues • Give meaningful acquisition presentations to senior management


The M&A process • Review of the M&A process • Building the integration team • Defining key issues and concerns

Strategic planning • Setting the strategic framework of the merged entity • Defining a timetable to long term objectives • Establishing effective communication strategy • Planning expected redundancy and cost reduction targets

The first 90 days • Short- to medium-term goals • Staff communication • Reporting systems and information requirements • Financial planning and budgeting • Workable and effective KPI’s and metrics

Getting down to business, the next 18 months • Operational changes and procedures • Branding and naming conventions • IT system integration • Financial and reporting system consolidation

Wrap up and review, 24 to 36 months • Post transactional financial assessment • Operational issues and concerns

WHO SHOULD ATTEND

Senior financial and non-financial executives involved in M&A activities and processes.












Strategic allianceS, MergerS & acquiSitionS


Dates & Locations

26-29 November 2012. . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English22-25 April 2013 . . . . . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English1-4 July 2013. . . . . . . . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English26-29 August 2013 . . . . . . . . . . . . . . . . Berlin . . . . . . . . . . . . . . . . . . . . . English24-27 September 2013 . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English

18-21 November 2013. . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English16-19 December 2013 . . . . . . . . . . . . . . London . . . . . . . . . . . . . . . . . . . . English


Managing Strategic Alliances and PartnershipsWORKSHOP 2247

Define the partnership, set goals and expectations, and manage the collaboration to your mutual advantage.Set up the alliance and manage the implementation of a common strategy to achieve your business objectives.

TOP40


You will be better able to:• Define your alliance or partnership and

agree on the terms with the other party • Set clear goals for success • Clarify roles, responsibilities and

expectations • Manage implementation of the shared

strategy and track performance • Identify and use the best practices each

party brings to the partnership for your mutual advantage


Start with a clear structure and

roadmap for success • What are you trying to achieve with the

alliance? • Different forms of alliances • Level of control vs. level of ownership • Roles and responsibilities of both sides • Remuneration of the partner • Risk sharing arrangements • Process for solving conflicts • Legal status and regulatory considerations • Exit clause and buy-out formulae

Managing the alliance • Leadership role of the alliance manager • Typical life cycle of an alliance • Aligning both sides to the customer value

proposition • Mapping the cultures of both

organizations• Communicating the alliance to employees

and stakeholders • Creating relationships of trust between the

respective organizations • Creating clear processes necessary • Setting clear performance goals for the

alliance • Tracking and analysing performance • Renegotiating unclear terms of the alliance

agreement

Handling problems • Likely sources of problems • Culture clashes and organizational politics • Keeping the lines of communication open

with the other side • Handling difficult conversations • Keeping clients happy until problems can

be solved • Recognizing when it’s time for an alliance

to end

Finalizing your alliance action plan • Finalize your plan and present it to fellow

participants • Peer coaching

WHO SHOULD ATTEND

All managers who are managing a joint venture, partnership or alliance with another organization.








Dates & Locations

8-11 October 2012 . . . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English27-30 January 2013. . . . . . . . . . . . . . . . Dubai . . . . . . . . . . . . . . . . . . . . . English18-21 February 2013 . . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English22-25 April 2013 . . . . . . . . . . . . . . . . . . Paris . . . . . . . . . . . . . . . . . . . . . . English24-27 June 2013 . . . . . . . . . . . . . . . . . . Barcelona . . . . . . . . . . . . . . . . . . English24-27 September 2013 . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English7-10 October 2013 . . . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English20-23 October 2013 . . . . . . . . . . . . . . . Dubai . . . . . . . . . . . . . . . . . . . . . English2-5 December 2013 . . . . . . . . . . . . . . . . London . . . . . . . . . . . . . . . . . . . . English


Dates & Locations

8-10 October 2012 . . . . . . . . . . . . . . . . Munich . . . . . . . . . . . . . . . . . . . English10-12 October 2012 . . . . . . . . . . . . . . . Istanbul . . . . . . . . . . . . . . . . . . .Russian3-5 December 2012 . . . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English4-6 February 2013 . . . . . . . . . . . . . . . . . London . . . . . . . . . . . . . . . . . . . . English22-24 April 2013 . . . . . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English10-12 June 2013 . . . . . . . . . . . . . . . . . . London . . . . . . . . . . . . . . . . . . . . English1-3 July 2013. . . . . . . . . . . . . . . . . . . . . Barcelona . . . . . . . . . . . . . . . . . . English19-21 August 2013 . . . . . . . . . . . . . . . . Istanbul . . . . . . . . . . . . . . . . . . . English30 September - 2 October 2013 . . . . . . . Munich . . . . . . . . . . . . . . . . . . . . English21-23 October 2013 . . . . . . . . . . . . . . . Paris . . . . . . . . . . . . . . . . . . . . . . English9-11 December 2013 . . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English


STrATEgY ANd IMplEMENTATION

Profitable Customer Centricity WORKSHOP 2196

Focus the organization on creating value for the customer while ensuring value is captured for the business. Use the right metrics to keep your people focused on creating loyal, high-value customers.

HOW YOU WILL BENEFITYou will be better able to:• Create a concrete implementation plan for customer focus• Implement or adjust processes that deliver value to customers• Manage internal services to support customer-facing roles


Business case for profitable customer centricity• Customer focus vs. profitable customer centricity• Understanding what customers need, want and value• What is loyalty and how can you measure it?• Calculating the lifetime value of a loyal customer

Mapping the customer journey• Understanding how your customers experience your company • Defining the customer experience be at each step in the journey• Getting staff to “connect with” customers and delight them

Where and what are the obstacles to achieving your vision?• Analysing the obstacles• Your processes • Your performance metrics • Your organization and people

Leading the Organization to Deliver • The MCE Leadership Model for Aligning People

Planning for implementation• Building your specific customer plan

WHO SHOULD ATTEND

Senior managers concerned with projecting and ensuring a return on investment in customer-centricity programmes.

TOP40

TOP40 Business Process Alignment for Strategy Implementation WORKSHOP 2194

Streamline and align your business processes for more effective strategy execution.Design and implement the best processes and ensure they work together in the service of your strategic objectives.


You will be able to: • Set up processes that help people alignment and strategy

implementation • Measure and manage the critical points in these processes


Strategic foundation and business process management • Strategic challenges and directions• Implications of strategy for business processes• Key process principles

Improving and redesigning processes • Basics of process design• Value-driven process improvement • Customer centricity as a value driver • Selecting a methodology

From strategy to business process alignment and key metrics • Designing the processes and measuring them • Strategy assessment and mapping • Key success factors and performance indicators • Leading v. lagging measures • How to measure processes

Managing process changes to implement strategies • Your role as a leader of change • Selecting key performance indicators and managing timelines • Cascading objectives and measures • Ownership and accountability • Adapting the rewards system • Integrating the company culture • Adapting leadership and management

WHO SHOULD ATTEND

Experienced managers and project leaders who have the responsibility to create, improve and manage processes across functions.


www.mce-ama.eu/2196










TOP40 Business Performance Management: Measuring and Managing value Creation WORKSHOP 2197

Learn to set the right key metrics for your strategy so people can focus on realizing strategic goals.Set up a simple, robust and meaningful corporate performance management and reporting process.


You will be better able to:• Put in place the most appropriate

corporate performance measurement and management process and systems

• Create a common language around corporate performance management and get people’s buy-in


Context for performance management:

Value drivers and strategy• Analyze your own performance

management challenge• Deficiencies in classical accounting systems

for determining value• Short-term vs. long-term value, Intangible

vs. tangible• Shareholder value• Stakeholder value• The customer value proposition• The value of loyal customers

Strategy mapping and balanced

scorecards• Starting with the business plan• Mission, vision and the customer value

proposition• How to build a strategy map• How to determine the appropriate

Balanced Scorecard measures1• Methodology for identifying the real critical

success factors• Distinguishing between inputs and results• Distinguishing strategic and operational

factors• Strategic processes – setting milestones

and measures• Reconciling with existing internal control

processes

Identifying the best measures and

systems• Setting the right key performance indicators • How to set effective KPIs• Leading indicators, lagging indicators,

milestones• Performance management methodologies • Cascading measures • Assigning accountability for results • Performance review methodologies• Selection criteria• Information systems to support your

performance management system

Managing the delivery of business

performance• Identifying and overcoming performance

obstacles • Linking personal and business scorecards• Managing by individual objectives • Compensation and reward systems in line

with strategy

Dates & Locations

26-29 November 2012. . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English17-20 December 2012 . . . . . . . . . . . . . . London . . . . . . . . . . . . . . . . . . . . English3-6 February 2013 . . . . . . . . . . . . . . . . . Dubai . . . . . . . . . . . . . . . . . . . . . English18-21 March 2013. . . . . . . . . . . . . . . . . Geneva . . . . . . . . . . . . . . . . . . . . English27-30 May 2013 . . . . . . . . . . . . . . . . . . Istanbul . . . . . . . . . . . . . . . . . . . English24-27 June 2013 . . . . . . . . . . . . . . . . . . Barcelona . . . . . . . . . . . . . . . . . . English19-22 August 2013 . . . . . . . . . . . . . . . . London . . . . . . . . . . . . . . . . . . . . English

16-19 September 2013 . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English21-24 October 2013 . . . . . . . . . . . . . . . Paris . . . . . . . . . . . . . . . . . . . . . . English16-19 December 2013 . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English




• Talent management for performance• Building a performance culture• Your role as leader-manager

WHO SHOULD ATTEND

Senior managers, divisional line managers, finance managers and heads of function.

[1] Strategy Maps and Balanced Scorecard are based on the work of Robert S. Kaplan and David P. Norton of Harvard Business School






Business Strategy for Managers WORKSHOP 2195

Create greater value as a manager by thinking strategically about opportunities, resources and risks.

TOP40


You will be better able to: • Make business decisions that create value

for the whole organization • Help strategy implementation and use

appropriate tools to measure this


Introduction to strategy concepts • What makes a good strategy? • Implications of strategy for the business • Strategic management process

Strategic analysis • Classic strategic models • Customer value proposition • Environmental analysis • Product life cycle • Value chain

Strategic alternatives and selection • Conducting a SWOT Analysis • Generic strategies • Portfolio analysis • Generating strategic alternatives

Implementing your strategy • Aligning people to the strategy • Getting the customer value proposition clear • Clearly communicating the strategy • Aligning the behaviour of leaders to

support the strategy • Performance metrics and rewards • Processes that facilitate strategy

implementation• Building the culture that supports the strategy

WHO SHOULD ATTEND

Middle managers who need to understand strategy, strategic thinking and decision-making.

Dates & Locations

8-11 October 2012 . . . . Brussels. . . . . . . . . . English9-12 December 2012 . . . Abu Dhabi . . . . . . . . English17-20 December 2012 . . Munich . . . . . . . . . . English17-20 February 2013 . . . Dubai . . . . . . . . . . . English18-21 March 2013. . . . . Geneva . . . . . . . . . . English22-25 April 2013 . . . . . . Brussels. . . . . . . . . . English13-16 May 2013 . . . . . . Istanbul . . . . . . . . . . English17-20 June 2013 . . . . . . Barcelona . . . . . . . . English26-29 August 2013 . . . . London . . . . . . . . . . English24-27 September 2013 . Brussels. . . . . . . . . . English21-24 October 2013 . . . Paris . . . . . . . . . . . . English


Even the most accomplished manager can feel alone struggling with difficult issues. Perhaps you have recently been appointed to a new, more senior position and you feel overloaded with internal and external challenges, not knowing where to start. Or you may be looking for some guidance on your own long-term career planning.

A Pragmatic View of Mentoring and Coaching At MCE, we take a very pragmatic view of what mentoring and coaching can accom-plish in a business context. Our purpose is to help senior managers adapt and deal with concrete changes in their business environment. Our highly experienced Mentors enable managers on a one-on-one basis to successfully take up new challenges and roles by providing them with the specific skills and tools needed to get the job done.

There are three major benefits to working with an MCE Mentor: 1. The Mentor brings to the table the specific business and industry experience you

need. The MCE Mentor has successfully dealt with similar challenges you are con-fronted with today. He or she can help you to make ‘the jump ahead’.

2. You will benefit from his or her “fresh eyes” perspective. The MCE Mentor is not confined in thinking by your company’s way of doing things. Thus he or she can point out issues that you may have overlooked.

3. The MCE Mentor is completely “yours”. She or he has no political agenda. The MCE Mentor is simply a proven outside expert. His or her sole mission is to help you get the results you need for success.

Get help from an experienced mentor from your industry.

for more information about mentoring and business coaching at MCE, please visit: www.mce-ama.com/mentoring

To speak to an MCE representative about mentoring and business coaching, call: +32 (0)2 543 21 20, or contact us at: [email protected]

“MCE Mentors have at least

20 years of experience in

senior management roles in

international organizations.

In addition, they are MCE-

certified for mentoring and

business coaching.”




SupplY CHAIN MANAgEMENT

How to Use Supply Chain Management as a Competitive Advantage WORKSHOP 2141

Discover how a well-managed supply chain can provide “new” areas of competitive advantage. Use cutting-edge thinking to unleash the strategic value of the supply chain for the benefit of your organization.


You will be better able to: • Develop a framework for achieving a

competitive edge in the marketplace through the application of SCM principles

• Consider and implement the supply chain strategies that are most appropriate to your organization’s strategy

• Understand the impact of inventory is on the profitability of your company

• Use lead time reduction to compete at a totally different level

• Work with the Supply Chain Operations Reference (SCOR) model

• Assess your organization and estimate the most promising areas of improvement

• Apply the current benchmarks in supply chain management to your organization


The role of SCM in a global economy • New global trends in the business

environment

• Innovative SCM solutions • Measuring the positive business impact of

SCM

SCM strategies• Competing on price/ lean SCM • Competing through products and brands/

agile SCM • Competing through innovative products or

solutions/ flexible SCM • Competing through customer specific

solutions/ collaborative SCM

Links to SCM throughout the

organization• Marketing and sales/ customers • Finance • Manufacturing • Procurement/ external partners • R&D • IT

TOP40



Dates & Locations

21-24 January 2013. . . . . . . . . . . . . . . . . . . . . . . . . . . . . .Brussels . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .English1-4 July 2013. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .Barcelona . . . . . . . . . . . . . . . . . . . . . . . . . . . .English16-19 September 2013 . . . . . . . . . . . . . . . . . . . . . . . . . . .London . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .English24-27 November 2013. . . . . . . . . . . . . . . . . . . . . . . . . . . .Dubai. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .English


Interpersonal aspects of supply chain

strategies• Thinking beyond silos, companies and

cross-cultural barriers • Daring to think big yet remaining realistic • Managing change within and outside the

company • Measuring success and ensuring adherence

to new processes

WHO SHOULD ATTEND

Sales vice presidents and directors, CMO’s, marketing vice presidents and directors, strategy executives, CFOs, finance directors, supply chain vice presidents and directors, production vice presidents and directors and CIOs.





Dates & Locations

26-28 November 2012. . . . Paris. . . . . . . . .English11-13 March 2013. . . . . . . Paris. . . . . . . . .English21-23 August 2013 . . . . . . Istanbul . . . . . .English21-23 October 2013 . . . . . Brussels . . . . . .English2-4 December 2013 . . . . . . London. . . . . . .English



Procurement, Negotiations and Best Practices WORKSHOP 2228Investigate ways to bring procurement thinking and good negotiating habits in line with organizational needs.


You will be better able to:• Create win/win outcomes even in the most

difficult negotiations • Use different negotiation forms and tactics • Assess the value of your procurement team • Measure good long-term procurement

performance


Aligning procurement activities to

company strategy and goals • Understanding the company goals and

overall strategy • Objectives and target-setting for

procurement, KPIs’ impact • Suppliers segmentation and its impact on

the procurement relationship • Learning from suppliers

• Suppliers assessment • Case studies• Industry examples

Interpersonal and negotiation skills • Personal style • Negotiation skills • Win/win approach • Cross-cultural relationships • Conflict and crisis management • Influencing skills



Procurement ethics and regulations• Increasing demands for regulatory

compliance• Ethical and legal considerations• Environmental regulations

WHO SHOULD ATTEND

Procurement and purchasing managers, buyers.

This pass entitles

Mr John Johnson


unlimited regularly

scheduled MCE


following the activation date

Rue de l’Aqueduc 118, B-1050 Brussels, Belgium

Tel : + 32 2 543 21 20 Fax: + 32 2 543 24 00 Email: [email protected] Website: www.mce-ama.com

MCE Annual Pass One Price. Unlimited Development.

• Ideal for managers advancing to new positions, for high-potentials and individuals who want to develop their managerial skills over a short period

• Attend unlimited regularly scheduled workshops over a 12-month period for only 9.950 €

MCE Annual Pass9.950 EUR

The MCE Annual Pass is issued for an individual staff member in your organization and it is not transferable.

Pass-holders can attend an unlimited number of regularly scheduled MCE open enrolment workshops over a

12-monthperiod. The12-monthperiodbeginson the startingdateof thefirstworkshop forwhich thepass is

applied.The12-monthperiodendsoneyearfromthedateonwhichtheannualpasswasfirstused.Allworkshops

must be completed before the expiration date of the annual pass. Full payment for the MCE Annual Pass must

bereceivedpriortoattendingthefirstworkshop.Ifleftunused,theMCEAnnualPasswillexpire12monthsfrom

the purchase date. The pass may only be used by the designated person and may not be sold, transferred or

assignedtoanotherperson.Therearenootherrightsgranted.Photoidentificationwillberequiredwhenattending

a workshop. MCE’s General Terms and Conditions for open enrolment workshops apply. Annual Pass fees are

non-refundable, regardless of attendance. Prices are subject to change without notice. The MCE Annual Pass

cannot be used for workshop 2263: Preparing for Your Future Senior Management Role.

Annual Passes are available to MCE clients. They are not available for purchase by organizations or individuals

in direct competition with MCE.

• MCE offers the widest range of world-class management

development covering management, leadership and business skills

andindustry-specifictopics

Contact us today for more information: +32 2 543 21 20 or [email protected]

MCE Annual Pass

This pass entitles

Mr John Johnson


unlimited regularly

scheduled MCE


following the

activation date

MCE ANNUAL PASS

One Price. Unlimited Development.MCE ANNUAL PASS

MCE ANNUAL PASS

9.950 €*

- Ideal for managers advancing to new positions, for high-potentials and individuals who want to develop their managerial skills over a short period

- Attend unlimited regularly scheduled workshops over a 12-month period for only 9.950 €*

- MCE offers the widest range of world-class management development covering management, leadership and business skills and industry-specific topics

- Contact us today for more information: +32 2 543 21 20 or [email protected]




www.mce-ama.com





Dates & Locations

Dates & Locations

28-30 November 2012. . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English4-6 February 2013 . . . . . . . . . . . . . . . . . Munich . . . . . . . . . . . . . . . . . . . . English26-28 August 2013 . . . . . . . . . . . . . . . . London . . . . . . . . . . . . . . . . . . . . English14-16 October 2013 . . . . . . . . . . . . . . . Barcelona . . . . . . . . . . . . . . . . . . English25-27 November 2013. . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English


26-28 November 2012. . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English10-12 June 2013 . . . . . . . . . . . . . . . . . . London . . . . . . . . . . . . . . . . . . . . English25-27 November 2013. . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English


Dates & Locations

Dates & Locations

1-3 October 2012 . . . . . . . . . . . . . . . . . Munich . . . . . . . . . . . . . . . . . . . . .English26-28 November 2012. . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English18-20 February 2013 . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English15-17 April 2013 . . . . . . . . . . . . . . . . . . Barcelona . . . . . . . . . . . . . . . . . . English30 September-2 October 2013 . . . . . . . . Munich . . . . . . . . . . . . . . . . . . . . English25-27 November 2013. . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English


15-18 October 2012 . . . . . . . . . . . . . . . Barcelona . . . . . . . . . . . . . . . . . . English5-8 November 2012. . . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English24-27 March 2013. . . . . . . . . . . . . . . . . Dubai . . . . . . . . . . . . . . . . . . . . . English16-19 September 2013 . . . . . . . . . . . . . London . . . . . . . . . . . . . . . . . . . . English14-17 October 2013 . . . . . . . . . . . . . . . Barcelona . . . . . . . . . . . . . . . . . . English18-21 November 2013. . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English



Contract Life Cycle Management WORKSHOP 2301Understand the legal framework of contracts, their variations and the possible risks for each party.


• Identify legal needs among strategic partners and vendors • Apply the general principles of contract formulation • Manage projects within a legal framework


• Contracts and contract strategy in projects • Service level agreements (SLAs) • Legal aspects of strategic alliances • Manage outsourcing contracts • Project and contract management • Situations that nullify contract acceptance

WHO SHOULD ATTEND

Managers who manage projects involving contracts with different suppliers.

NEW! Operational Excellence in Supply Chain Management WORKSHOP 2199Select an optimization approach that is a “best match” for your company, industry, products and channels.


• Manage the key issues in warehouse, inventory and transportation management

• Create a roadmap for targeting improved SCM results


Excellence in supply chain and logistics processes • Demand management • Capacity planning • Inventory strategies • Transport and distribution • Data, transaction and information management

SCM Metrics• Introduction to SCOR model • Evaluation and diagnostic tools

WHO SHOULD ATTEND

Supply chain vice presidents, directors and managers; logistics and production managers.

Aligning your Supply Chain Management to your Corporate Strategy WORKSHOP 2224Learn how to align supply chain practices to your organization’s strategy.


• Align SCM to business strategy • Use outsourcing to achieve objectives


• SCM and four competitive strategies• Processes and practical solutions• Prioritising the actions • Selling the change to colleagues • Measuring success

WHO SHOULD ATTEND

Strategy executives, supply chain and production vice presidents and directors.

Strategic Sourcing and Supply Chain Governance WORKSHOP 2230Discover the skills and tools needed to form partner-ships with vendors to deliver competitive advantages


• Move from buyer-seller to a strategic partner • Use strategic approaches to vendors/suppliers • Comply with international rules and regulations


• Sourcing elements of SCM strategy• Segmenting your suppliers • SCM processes shared with your suppliers • Managing SCM risk

WHO SHOULD ATTEND

Supply chain vice presidents, directors and managers, strategy executives, logistics and production managers.















Dates & Locations

26-29 November 2012. . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English17-20 December 2012 . . . . . . . . . . . . . . London . . . . . . . . . . . . . . . . . . . . English17-20 February 2013 . . . . . . . . . . . . . . . Dubai . . . . . . . . . . . . . . . . . . . . . English11-14 March 2013. . . . . . . . . . . . . . . . . Paris . . . . . . . . . . . . . . . . . . . . . . English24-27 June 2013 . . . . . . . . . . . . . . . . . . Barcelona . . . . . . . . . . . . . . . . . . English21-24 October 2013 . . . . . . . . . . . . . . . Paris . . . . . . . . . . . . . . . . . . . . . . English25-28 November 2013. . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English16-19 December 2013 . . . . . . . . . . . . . . London . . . . . . . . . . . . . . . . . . . . English


Dates & Locations

15-18 October 2012 . . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English10-13 December 2012 . . . . . . . . . . . . . . Munich . . . . . . . . . . . . . . . . . . . English27-30 January 2013. . . . . . . . . . . . . . . . Dubai . . . . . . . . . . . . . . . . . . . . . English18-21 March 2013. . . . . . . . . . . . . . . . . Geneva . . . . . . . . . . . . . . . . . . . . English27-30 May 2013 . . . . . . . . . . . . . . . . . . Istanbul . . . . . . . . . . . . . . . . . . . English24-27 June 2013 . . . . . . . . . . . . . . . . . . Barcelona . . . . . . . . . . . . . . . . . . English26-29 August 2013 . . . . . . . . . . . . . . . . London . . . . . . . . . . . . . . . . . . . . English21-24 October 2013 . . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English


TAlENT MANAgEMENT ANd Hr

Organization Development: Driving and Supporting Strategic Implementation and Change WORKSHOP 2271

Create a systemic approach to organization development, keep change efforts on track and realize strategic goals. Explore ways to adapt your organization’s structure, people processes and policies to support strategic objectives.


You will be better able to: • Work with senior leadership to drive change initiatives • Design an organization structure aligned to your company’s

customer value proposition• Design processes that enable and motivate your people to achieve

business objectives


Business strategy • Business strategy options: customer value proposition • Consequences of strategic focus for your company

Organization design • Organization design options • Matching structure and strategy

Change management and change leadership • Phases of change and how to manage at each phase • Toolkit for in change management • Coaching the leadership team through the change

Driving organizational design and change management • Opportunity identification • Stakeholder analysis • Action planning

WHO SHOULD ATTEND

Human resources managers and other organization development / change management professionals who need skills in organization design and change management.

TOP40 Strategic HR: Aligning

your Strategy to the Business WORKSHOP 1287

Be an HR leader by creating an HR strategy that achieves the business strategy.


• Better understand your company’s strategy and its implications for internal management

• Be better able to partner with senior management to implement the strategy

• Create an action plan for aligning your human resources policies and processes to the strategy

• Acquire tools for aligning people to the strategy


Business strategy, the connection to people and HR’s

leadership role• Business strategy through the lens of competitive market strategies• HR’s role in supporting the strategy • The HR system as an organisational effectiveness and performance

improvement system

Diagnose and address organisation alignment problems • Global trends that affect strategy • The customer value proposition and HR’s role in delivering it • Getting commitment to the strategy • Leadership behaviour: its effect strategy execution

Understanding and applying the MCE Leadership

Framework • Performance and talent Management • Processes and structure • Organisational culture

Turn ideas into concrete actions • Present your HR solution to the case study business problem to the

CEO• Action planning: improving HR’s role in leadership and strategy

execution

WHO SHOULD ATTEND

Senior human resource/organizational development managers who must ensure the corporate strategy gets implemented at all locations in a multinational, complex organization.













Dates & Locations

15-18 October 2012 . . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English26-29 November 2012. . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English17-20 December 2012 . . . . . . . . . . . . . . London . . . . . . . . . . . . . . . . . . . . English17-20 February 2013 . . . . . . . . . . . . . . . Dubai . . . . . . . . . . . . . . . . . . . . . English18-21 March 2013. . . . . . . . . . . . . . . . . Zurich . . . . . . . . . . . . . . . . . . . . . English15-18 April 2013 . . . . . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English21-24 May 2013 . . . . . . . . . . . . . . . . . . Istanbul . . . . . . . . . . . . . . . . . . . English17-20 June 2013 . . . . . . . . . . . . . . . . . . Barcelona . . . . . . . . . . . . . . . . . . English

19-22 August 2013 . . . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English21-24 October 2013 . . . . . . . . . . . . . . . Paris . . . . . . . . . . . . . . . . . . . . . . English16-19 December 2013 . . . . . . . . . . . . . . London . . . . . . . . . . . . . . . . . . . . English


TOP40 HR Management: The HR Business Partner

WORKSHOP 497

Connect HR functions to the business strategy so HR increases its value to the business. Guide your line management in aligning their people to the strategy and create a workforce and culture that is capable of executing the company’s strategy.


You will:• Better understand your company’s strategy

and its implications for HR • Be better able to partner with line

managers to help them implement their strategies

• Come away with an action plan for aligning your unit’s policies and processes to the strategy

• Take away tools to help you make your plan happen


Putting HR in the strategic context • The roles of HR: HR functions and issues • Picturing your organization in strategic

terms, and considering the impact of strategic choice on HR processes

• Understanding how HR adds value to the business and supports the business strategy

Key strategic HR processes • Selecting for talent and retaining talent • Performance management • Reward and recognition • Learning and development

Influencing your business • Coaching skills • Leadership styles • Change management • Organizational culture • Preparation for business case study

Putting it into practice • Present your HR solution to the business

case study problem – receive candid feedback from a senior line manager

• Prepare your own action plan for aligning



your HR department to support the business strategy

WHO SHOULD ATTEND

Mid-level human resources/organizational development specialists and generalists who want to understand the different HR functions and activities, and how all contribute to achieving the company’s strategic objectives.






Strategic Change Communication WORKSHOP 2324

Learn how to build clear, convincing change messages and communication plans, tailored to stakeholder groups. Discover tools and processes to get everyone on board and pulling together to make the change happen.

NEW!


You will better be able to: • Analyze driving and resisting forces to the

change • Develop strategic change communication

plans • Deliver substantial value to your

organization during a critical period


Change management • Operational impacts of the change on

people’s daily work • The MCE Leadership Model for strategy

implementation • Your internal consulting role managing the

communication

Stakeholders • Who are the allies and who are the

resistors? • What do stakeholders need to hear to be

convinced to change? • Senior management as a key stakeholder

Communication methods • Who should communicate what? • Crafting a compelling message with clear

goals and targets • Setting up feedback mechanisms

Presentation skills • Presentation skills basics for you • What makes a compelling change

presentation? • Coaching others on presentation skills

Dates & Locations

22-24 October 2012 . . . . . Paris . . . . . . . . . English27-29 May 2013 . . . . . . . . Istanbul. . . . . . . English21-23 October 2013 . . . . . Brussels. . . . . . . English


Project planning • Setting clear communication goals • Identifying and managing risks • Tracking and reporting progress

WHO SHOULD ATTEND

Managers who are involved in rolling out strategies and plans at national, regional or global level who are expected to play an important communication role in the success of a change process.

Even the most accomplished manager can feel alone struggling with difficult issues. Perhaps you have recently been appointed to a new, more senior position and you feel overloaded with internal and external challenges, not knowing where to start. Or you may be looking for some guidance on your own long-term career planning.

A Pragmatic View of Mentoring and Coaching At MCE, we take a very pragmatic view of what mentoring and coaching can accom-plish in a business context. Our purpose is to help senior managers adapt and deal with concrete changes in their business environment. Our highly experienced Mentors enable managers on a one-on-one basis to successfully take up new challenges and roles by providing them with the specific skills and tools needed to get the job done.

There are three major benefits to working with an MCE Mentor: 1. The Mentor brings to the table the specific business and industry experience you

need. The MCE Mentor has successfully dealt with similar challenges you are con-fronted with today. He or she can help you to make ‘the jump ahead’.

2. You will benefit from his or her “fresh eyes” perspective. The MCE Mentor is not confined in thinking by your company’s way of doing things. Thus he or she can point out issues that you may have overlooked.

3. The MCE Mentor is completely “yours”. She or he has no political agenda. The MCE Mentor is simply a proven outside expert. His or her sole mission is to help you get the results you need for success.

Get help from an experienced business mentor.

for more information about mentoring and business coaching at MCE, please visit: www.mce-ama.com/mentoring

To speak to an MCE representative about mentoring and business coaching, call: +32 (0)2 543 21 20, or contact us at: [email protected]

“MCE Mentors have at least

20 years of experience in

senior management roles in

international organizations.

In addition, they are MCE-

certified for mentoring and

business coaching.”




Dates & Locations


22-25 October 2012 . . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English19-22 November 2012. . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English13-16 January 2013. . . . . . . . . . . . . . . . Dubai . . . . . . . . . . . . . . . . . . . . . English13-16 May 2013 . . . . . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English26-29 August 2013 . . . . . . . . . . . . . . . . Berlin . . . . . . . . . . . . . . . . . . . . . English18-21 November 2013. . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English


10-13 December 2012 . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English11-14 March 2013. . . . . . . . . . . . . . . . . Paris . . . . . . . . . . . . . . . . . . . . . . English10-13 June 2013 . . . . . . . . . . . . . . . . . . Barcelona . . . . . . . . . . . . . . . . . . English20-23 October 2013 . . . . . . . . . . . . . . . Dubai . . . . . . . . . . . . . . . . . . . . . English16-19 December 2013 . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English


12-13 November 2012. . . . . . . . . . . . . . Geneva . . . . . . . . . . . . . . . . . . . . English17-18 December 2012 . . . . . . . . . . . . . . London . . . . . . . . . . . . . . . . . . . . English30-31 May 2013 . . . . . . . . . . . . . . . . . . Paris . . . . . . . . . . . . . . . . . . . . . . English19-20 August 2013 . . . . . . . . . . . . . . . . Munich . . . . . . . . . . . . . . . . . . . . English4-5 November 2013. . . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English16-17 December 2013 . . . . . . . . . . . . . . London . . . . . . . . . . . . . . . . . . . . English


Dates & Locations

26-29 November 2012. . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English17-20 December 2012 . . . . . . . . . . . . . . London . . . . . . . . . . . . . . . . . . . . English17-20 February 2013 . . . . . . . . . . . . . . . Dubai . . . . . . . . . . . . . . . . . . . . . English10-13 June 2013 . . . . . . . . . . . . . . . . . . Barcelona . . . . . . . . . . . . . . . . . . English25-28 November 2013. . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English16-19 December 2013 . . . . . . . . . . . . . . London . . . . . . . . . . . . . . . . . . . . English



NEW! Talent and Performance Management WORKSHOP 2167Best techniques for developing talent and improving workforce performance, in line with strategic goals of your organization.


• Develop and implement performance management systems • Prepare the organization to hold effective appraisals • Create appropriate development plans


• Performance management to align people to the strategy• Developing performance management systems: core elements• Performance appraisal• Progress review and coaching• Developmental planning

WHO SHOULD ATTEND

HR managers who have responsibility for managing performance management systems and/or assisting in the appraisal process.

Managing the Learning and Development Function WORKSHOP 2192Design and implement training initiatives that create value and lead to better performance and results.


• Design T&D programs to support strategic objectives • Measure results effectively


• Creating and measuring the value of training• Training needs analysis• Planning for evaluation• Design and delivery• Blended learning• Working with suppliers

WHO SHOULD ATTEND

Managers responsible for training and development, who want better results and want to measure and communicate them.

Compensation and Benefits: Dealing with New Demands, Expectations and Needs WORKSHOP 2357Move away from rises in base pay to incentives to drive profits and achieve goals.


• Link, tailor Comp and Ben programs to organizational strategy


• Compensation and benefits: changing environment • Building a total compensation and benefits plan • Building total reward planning

WHO SHOULD ATTEND

Experienced compensation and benefits professionals, senior HR managers who manage HR compensation and benefits teams.

NEW! Influencing and Consulting Skills for HR Professionals WORKSHOP 2241Learn to position yourself as an expert internal consultant on high-level HR and business decisions.


• Establish a consulting process, identify potential challenges • Plan and implement internal consulting projects


• Role of the internal consultant• Scoping the issue, gathering information• Analysing issues and making recommendations• Develop an implementation plan

WHO SHOULD ATTEND

Human resources professionals who need internal consulting skills.


















Dates & Locations

3-5 December 2012 . . . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English15-17 April 2013 . . . . . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English2-4 December 2013 . . . . . . . . . . . . . . . . Paris . . . . . . . . . . . . . . . . . . . . . . English


Dates & Locations

10-13 December 2012 . . . . . . . . . . . . . . London . . . . . . . . . . . . . . . . . . . . English22-25 April 2013 . . . . . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English9-12 December 2013 . . . . . . . . . . . . . . . London . . . . . . . . . . . . . . . . . . . . English


BANkINg INduSTrY

Designing a Client Centric value Proposition and Delivery for Retail Banks WORKSHOP 2372

Get your people to think, act and work in a customer-focused way to retain profitable customers. Explore ways to win customers back and retain existing customers by differentiating your bank with a clear value proposition.


You will be better able to:• Stand out from the competition with a meaningful value proposi-

tion• Create customer loyalty based on trust to drive revenues for the

long term • Create a concrete plan to become a more customer-focused com-

pany


Profitable customer centricity • Identifying needs, behaviours, and customer choices • Opportunities to exploit unmet needs

Innovating products and services to improve revenues • Acquire, cross-sell, (re)activate and retain clients • Using value-based strategic pricing for assets, liabilities and fee

Building a customer relationship • Think “what customer needs” rather than “what bank offers” • Get your staff to want to “connect with” your customers and

delight them

Innovating operations to improve efficiency and lower cost

base • Segmenting client service models • Aligning processes and metrics to the Customer Value Proposition

Leading the organization to deliver • Moving beyond “the way it has always been done” in banks • Align people to the Customer Value Proposition

Planning for implementation • Building your specific customer plan

WHO SHOULD ATTEND

Senior managers in the banking industry who are concerned with projecting and ensuring a return on investment in customer-centricity programmes.

NEW! NEW! Outperforming on Bank Branch Sales Productivity and Service Delivery WORKSHOP 2374

Identify the systems, processes, skills and behaviours your front service operations need to win back customers. Discover why “Good enough” is probably no longer good enough.


You will be better able to:• Implement a customer-focus approach for your front staff • Improve operational efficiency and lower cost base • Build customer loyalty and improve the customer experience • Create competitive advantage that is difficult to copy


Trends in bank customer behaviour • Move toward customer focus instead of product focus • Consumer preferences and unmet needs • Mature versus emerging markets

Service operations • Creating a more human touch • Building closer relationships with customers • End-to-end process simplification

Sales • Local sales and marketing for banks • Sales coaching and sales management • Adapting approach to customer lifecycle • Tools and approaches to optimize marketing costs

Managing performance • Putting customer metrics at the centre • Designing effective performance-related remuneration • Effective delegating and controlling

Enabling and motivating your people to change • Creating a customer-focus mentality • Enabling by streamlining processes and structures • Behaviour modelling by leaders

Action Planning • Planning your service and sales improvement project • Feedback and coaching by MCE Senior Associate

WHO SHOULD ATTEND

Bank managers responsible for improving sales, marketing and customer engagement on a tactical/operational level.














BANkINg INduSTrY

Dates & Locations

3-7 December 2012 . . . . . . . . . . . . . . . . London . . . . . . . . . . . . . . . . . . . . English18-22 March 2013. . . . . . . . . . . . . . . . . Istanbul . . . . . . . . . . . . . . . . . . . English26-30 August 2013 . . . . . . . . . . . . . . . . London . . . . . . . . . . . . . . . . . . . . English14-18 October 2013 . . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English2-6 December 2013 . . . . . . . . . . . . . . . . Paris . . . . . . . . . . . . . . . . . . . . . . English


5-Day Mini MBA for the Banking Industry WORKSHOP 2371

Learn core disciplines of general management and how functions work together to achieve the strategy.Prepare yourself to move into a more senior position on a career track in the banking industry.


By attending this workshop you will:• Gain an all-around view of how banks

really work • Be able to read the business environment

and translate changes into competitive strategies for sustainable growth

• Understand and support strategic goals from top and senior management

• Be better able to speak the language of your business

• Understand how senior managers in your industry think and act

• Gain the best management methods and tools appropriate for banking


Managerial finance and accounting • Financial reporting principles (IFRS) and

financial statements (Basel II and Basel III) • Key Performance Indicators in banking • Return on Equity and performance mea-

sures that lead to it

• Risk analysis • Equity and bond markets • How ratings agencies work• How to understand your bank’s financial

statements

The big picture • Business environment and mega trends • Opportunities and threats for your bank • Strategic choices

Strategy and implementation of

strategy • Strategic decision-making: Value-based

management • Components of strategy • Implementing strategy and change

through people

Leadership drivers of strategy

implementation • Strategy House for implementing strategy • Stakeholder mapping • MCE Leadership Model• Customer Value Proposition



Marketing and innovation • How marketing works • Gathering and using customer insights • Segmenting, targeting and positioning • Brand management and customer touch-

points • Metrics for measurement and improve-

ment • Innovation

Service operations excellence • The Service Value Chain • Align Service Operations to corporate

strategy • Service Operations tools and measure-

ments • ICT as competitive advantage and support

You as a leader • Leadership behaviour: being the model

and coach • Leadership styles • Organizational culture

WHO SHOULD ATTEND

Functional experts who are, or will soon be, appointed into broader management positions.






Building a Best-in-Class Multi-Channel Service Delivery for Banks WORKSHOP 2375Become the most convenient bank by offering seamless, high-quality service across all channels and products.


• Implement new approaches • Create a fully integrated customer experience


• Why integrate channels • Customers and their expectations • Issues in channel integration • Role of the physical branch • Aligning people to deliver

WHO SHOULD ATTEND

Bank managers who are responsible either for strategy implementation of banking services across the various delivery channels.

Dates & Locations

Dates & Locations

15-17 April 2013 . . . . . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English9-11 December 2013 . . . . . . . . . . . . . . . London . . . . . . . . . . . . . . . . . . . . English


3-5 December 2012 . . . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English15-17 April 2013 . . . . . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English2-4 December 2013 . . . . . . . . . . . . . . . . London . . . . . . . . . . . . . . . . . . . . English


Dates & Locations

Dates & Locations

15-17 April 2013 . . . . . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English2-4 December 2013 . . . . . . . . . . . . . . . . London . . . . . . . . . . . . . . . . . . . . English


10-12 December 2012 . . . . . . . . . . . . . . London . . . . . . . . . . . . . . . . . . . . English22-24 April 2013 . . . . . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English9-11 December 2013 . . . . . . . . . . . . . . . London . . . . . . . . . . . . . . . . . . . . English


BANkINg INduSTrY

Developing a Profitable Regional Bank Branch NetworkWORKSHOP 2373Learn how to differentiate branch formats depending on the segments of customers served.


• Assess the market in your region • Organize a coherent regional or network strategy • Control costs and maximize the ROI


• Opportunities to serve unmet needs• Selecting the best branch locations• Choosing the right metrics• Empowering branch staff to delight customers

WHO SHOULD ATTEND

Senior managers who are in charge of a national or regional branch network, either universal or segmented.

NEW!

NEW!

NEW!

Competing for Banks in the New Mobile Banking and Payments World WORKSHOP 2377Use innovative processes and services in mobile banking to stay ahead of the competition.


• Build a strategy for your bank • Manage risk and security issues


• Trends in payment systems• Choosing a strategy • Setting up and managing partnerships• How to differentiate your customer value proposition

WHO SHOULD ATTEND

Senior level managers in market strategy or in payment systems.

Focusing on the Business Client and Developing Long-Term Profitable Relationships in Corporate and SME Banking WORKSHOP 2376Build long-term, profitable relationships with key business clients by using a segmented approach.


• Segment your business clients based on needs, risk and value • Acquire, cross-sell and retain corporate and SME clients • Use value-based strategic pricing to drive customer profitability


• Customers and the customer value proposition • Improving services to all segments • Building relationships with key segments

WHO SHOULD ATTEND

Bank managers who are responsible for improving their corporate and SME service line performance.

NEW!




















CHEMICAl INduSTrY

NEW! value Selling in the Chemical Industry WORKSHOP 2350

Sell your products based on your customer value proposition, whether for commodities or specialty chemicals. Acquire tools for working with your customers at the global, regional and national level Prepare your sales team across regions to match the customer structure. Develop a holistic approach to global key account management.


You will be able to:• Understand the differences between

commodity and specialty in the chemical industry

• Segment your customer base • Build influential customer value proposi-

tions • Develop true value-based selling skills• Be more proactive, creative and innovative

in your sales style • Manage global key accounts in an effective

manner • Produce and execute key account plans • Build customer loyalty and long lasting

relationships


Commodity selling and solution selling

in the chemical industry • Markets and customer segmentation • Different strategies require different ap-

proaches

The sales context • Solution selling vs. commodity selling • Key account management • Buyer/vendor relationships

Understanding your customer • The changing world • Industrial buying behaviour • Competitive positioning

Making the sales funnel work • Buying versus selling cycle • Bidding process • New sales and marketing paradigm

Building the customer value

proposition • Understanding the customer need • Assessing the competition • Putting the proposal together

Sales as a system, multi-functional

account teams • The key account team • Managing virtual teams • Roles of team members



Dates & Locations

26-29 November 2012. . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English4-7 March 2013. . . . . . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English9-12 September 2013 . . . . . . . . . . . . . . London . . . . . . . . . . . . . . . . . . . . English


Account planning and key account

management • From strategic goals to sales tactics • The key account plan • Measurement and reporting

Teams for Solution Selling in Product

Offer Markets

Implementing the solution • Managing the sales process • Project management • Key account review

Customer centricity, alignment with

multi-functional account teams• Focus on the customer • The importance of WOM (word-of-mouth) • Customer relation management

Value based pricing • Pricing systems • Value based pricing

Negotiation: Quick review of the basics

The Negotiation process • Stages and challenges at each stage

Negotiation strategy and techniques • Choosing a negotiation style appropriate

for the situation

• Cross-cultural negotiations • Defending yourself against high-pressure

negotiation tactics

Handling yourself in a negotiation • Assertiveness and conflict management

skills • Managing the relationship • Managing your emotions and behaviour • Building credibility and reputation for fair

dealing

WHO SHOULD ATTEND

Sales and account managers and members of account management teams responsible for servicing international or global accounts.






Dates & Locations

1-5 October 2012 . . . . . . . . . . . . . . . . . Munich . . . . . . . . . . . . . . . . . . . . English3-7 December 2012 . . . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English25-29 March 2013. . . . . . . . . . . . . . . . . London . . . . . . . . . . . . . . . . . . . . English17-21 June 2013 . . . . . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English30 September-4 October 2013 . . . . . . . . Munich . . . . . . . . . . . . . . . . . . . . English2-6 December 2013 . . . . . . . . . . . . . . . . Paris . . . . . . . . . . . . . . . . . . . . . . English


CHEMICAl INduSTrY

The 5-Day Mini MBA for the Chemical Industry WORKSHOP 2354

Examine critical business aspects of the chemical industry and consider potential managerial scenarios. Understand the difficult choices ahead as the industry adapts to changes in the global economy and international markets.


You will be better able to: • Understand how the different parts of the

business come together and where you fit in

• Adapt your job and career expectations to changes in the business environment

• Develop insights into how managers in your industry can effectively lead people and align teams to implement the strategy of their company

• Use the experiences and frameworks you discussed during the workshop for improv-ing your own contribution and decision-making

• Become an active contributor to the change processes of your company


Business environment and mega-

trends • Evolution of the chemical industry from

integrated conglomerates to specialized industries

• The new geopolitical repartition of chemi-cal industry:

• Demand shift to Asia• Competitive feedstock in Middle East• Changing markets patterns• Outsourcing of production and R&D • Mergers and acquisitions and control of

industries by financial groups• Growing sustainability concerns • New process engineering • New operational efficiencies • Sustainability as a new potential driver of

innovation

Strategy execution and leadership • Mission, vision, strategy and business plans • Building the “strategy house”: the MCE

Strategy Execution model • Alignment of organizations to new strat-

egy and business models • The leadership action plan

• Leadership styles • You as a leader • Leading multi-national and multi-cultural

teams

Marketing and sales • Building the Customer Value Proposition • Product Mix selection and optimization • Principles of B2B Industrial Marketing • Value Based Pricing • Managing Global key Accounts • Customer centricity • Negotiation Strategies and Techniques

Asset management and compliance • Operational excellence in chemical manu-

facturing • Selecting and implementing the right KPIs • Portfolio management and product mix • Strategic sourcing options • Procurement and Logistics • Regulatory Compliance

Financial management and control • Analytical tools for financial performance• Selecting and implementing financial KPIs • Investment and projects appraisals

• Costing and pricing methods • Financial planning • Budgets as management tool • Financial risk management and control • Regulatory requirements, compliance

WHO SHOULD ATTEND

Functional experts in the chemicals industry who are moving into a broader management position.








gAS & ElECTrICITY uTIlITIES

The 5-Day Mini MBA for the Electricity and Gas Utilities WORKSHOP 2290

Increase your knowledge and skills to excel as a high-performance manager in gas and electricity utilities. Understand the different aspects of the business and their impact on your present and future role in your company.


You will be better able to: • Understand how the different parts of the

business come together and how you play in that game

• Adapt your job and career expectations to the changing business environment

• Develop insights into how managers in your industry can effectively lead people and align teams to implement the strategy of their company

• Use the experiences and frameworks you discussed during the workshop for improving your own contribution and decision-making

• Become an active contributor to the change processes of your company


Analysis of the business environment

and trends: The past, the present, the

future • STEEP analysis and geopolitics • Growing environmental concerns • Climate change • The development of renewable energy

sources • Energy efficiency • Opening of European market: national to

international • Unbundling of grid activities • New regulatory environment • Consolidation, joint ventures, M&As … • Trends in energy technologies sources • From public service to private sector and

competition • The conflict between long-term thinking

vs. short-term profit

Strategy and positioning • In which part of the value chain are you

positioning your business? • Commodity and/or solutions provider • New infrastructures and replacement of

obsolete infrastructure • Build or buy

Dates & Locations

22-26 October 2012 . . . . . . . . . . . . . . . Paris . . . . . . . . . . . . . . . . . . . . . English17-21 December 2012 . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English25-29 March 2013. . . . . . . . . . . . . . . . . London . . . . . . . . . . . . . . . . . . . . English24-28 June 2013 . . . . . . . . . . . . . . . . . . Barcelona . . . . . . . . . . . . . . . . . . English19-23 August 2013 . . . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English

20-24 October 2013 . . . . . . . . . . . . . . . Dubai . . . . . . . . . . . . . . . . . . . . . English




• New business models: Impact on leader-ship and culture

Strategy execution and leadership • Alignment of the organization /people to

the new strategy/ business model • Leading multi-national and multi-cultural

teams • Leading joint ventures, networks, etc. • Post-merger integration • Agility in a complex product/service offering • Change management and managing in a

changing environment • The MCE Strategy Execution model

Marketing and sales • Selecting market segments you want to

be in • What is your product mix? • Competition • Branding • Align your offer to the needs of your customers • Solutions • Selling “less (optimized) energy” • Service and customer focus and its mea-

surement

Asset management and risk

management • Production mix: technology, fuels

• Multi-fuel sourcing, multi-country sourcing • Balancing the overall risk position• Role of trading • Procurement and Logistics • Organizational structure

Financial management and control • Risk management and risk control• Return on channel/ product/ brand • Regulatory requirements • Investments, working capital, cash man-

agement

WHO SHOULD ATTEND

Managers who need to understand the changing business environment in the electricity and gas utilities industry and its cross-functional impacts.






Dates & Locations

Dates & Locations

19-21 November 2012. . . . . . . . . . . . . . Milan . . . . . . . . . . . . . . . . . . . . . English22-24 April 2013 . . . . . . . . . . . . . . . . . . Paris . . . . . . . . . . . . . . . . . . . . . . English16-18 September 2013 . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English


10-12 December 2012 . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English27-29 May 2013 . . . . . . . . . . . . . . . . . . Paris . . . . . . . . . . . . . . . . . . . . . . English9-11 December 2013 . . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English


Dates & Locations

Dates & Locations

Part 1 Part 2 19-23 November 2012 in Brussels . . . . . 14-18 January 2013 in Brussels . English21-25 January 2013 in Brussels . . . . . . . 22-26 April 2013 in Paris. . . . . . . English10-14 June 2013 in Brussels . . . . . . . . . 14-18 October 2013 in Paris . . . . English


1-3 October 2012 . . . . . . . . . . . . . . . . . Munich . . . . . . . . . . . . . . . . . . . English22-24 April 2013 . . . . . . . . . . . . . . . . . . Paris . . . . . . . . . . . . . . . . . . . . . . English26-28 August 2013 . . . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English30 September-2 October 2013 . . . . . . . . Munich . . . . . . . . . . . . . . . . . . . . English


MEdICAl TECHNOlOgY

Life Cycle Management for Medical Devices WORKSHOP 2268Examine the issues of short development time span and prolonged adoption rates of products.


• Identify the potential for premium prices in innovative products • Innovate new products based on customer requirements • Use analytical tools to manage marketing spend


• Life cycle management• Perceived value – price – matrix for competing products• Revenue growth over the life cycle of medical devices• Quantification of services and other intangible value

WHO SHOULD ATTEND

Sales, product and marketing managers with several years of experience in the field.

Market Access for Medical Devices WORKSHOP 2276How can you best manoeuvre future products through the approval process?


• Defend your products against commoditization• Recognize opportunities and limits with regulatory authorities


• Technology and shortening of product life cycles• Effective innovation• Establishing critical product features and selling messages• Positioning and income models• The rise of compliance-based medicine• The decline of the accessories and reagent income models

WHO SHOULD ATTEND

General managers and senior managers with budget responsibility.

Certified Marketing Manager for the Medical Devices Industry - Parts I & II WORKSHOP 2335Gain marketing insights and support for a customised market-oriented culture in a company or department.


• Create and communicate proposals to senior management • Drive sales revenues by improving the marketing mix


The program is divided into two separate 5-day workshops. When you register for Module I, you should also register for Module II.• Organizing the marketing function• Creating the value: Customer insight• New product development• Pricing and brand management• Selling and channels

WHO SHOULD ATTEND

• Managers in marketing with no formal marketing educatio

NEW!Managing Innovation for Medical Devices - Evolution or Revolution? WORKSHOP 2265Explore and discuss the factors that contribute to marketable innovations in medical devices.


• Evolutionary vs. revolutionary product developments • Critical success factors for regulatory approval • Technical and financial project risks


Area and level of innovation for bottom line impact • Perceived value of products and customer expectations • Feature – performance – benefits matrix

Convincing business case for innovation project • Innovation premium matrix: how to target R&D • Cost – benefit analysis for accelerated reimbursement approval

Presentation of participants’ scenarios and discussion

WHO SHOULD ATTEND

Sales managers in diagnostics products with several years of experience in the field.

















MEdICAl TECHNOlOgY

The 5-Day Mini MBA for the Medical Devices Industry WORKSHOP 2277

Understand strategy and implementation, sales and marketing, managerial finance, leading people, supply chain/procurement and product development. Examine your business from a broad, generalist perspective and begin to think and act as business managers in MedTech do.

TOP40


You will develop a generalist view of how successful MedTech and Diagnostic Companies operate. You will be exposed to the insights of our Senior Associates who know and talk MedTech.


Strategy implementation and

leadership • Mission, vision, strategy and business plans • The customer value proposition • Building the “strategy house” for strategy

execution • Being a manager or a leader? • Corporate strategy implementation frame-

work: balanced score cards • You as a leader: what is your style? • Leading in a changing environment • Innovation: making engineers work with

marketers

Marketing and sales • Marketing in MedTech • Customer relationship management and

stakeholder mapping • Consolidating and clarifying customer

insights through customer activity cycles • Mapping the competitive landscape • Segmenting, targeting and positioning

your product offerings • Defining customer value propositions • Incorporating “market access” into your

commercial plans • The product launch process • Sales organisation and management • Sales models and procedures for invest-

ment goods (capital expenditure) • Sales force incentive plans and training • Metrics: which ones and how to use them

Financials • Accounting and finance • Financial statements

• Analytical tools for financial performance • Investment and development project ap-

praisals (NPV) • Product and service costing and pricing

methods • Financial planning and assumptions • Budgeting as a management tool

Supply chain • Manufacturing and supply chain challenges • Align manufacturing and supply chain to

corporate strategies • Supply chain tools and measurements • Quality control and service loops • Principles of warehousing and logistics • Measure supply chain operations • Trends in healthcare supply chains • The LEAN journey

Product development and product

roadmap planning • What is innovation? What does the market

need?

• Reconciling medical, commercial and regional requirements

• Managing cost, benefit and reimburse-ment expectations

• Dealing with clinical and regulatory proce-dures

• How to get the feedback loop from the commercial going

• Managing cross functional teams

Case study presentations • Case study presentations • Group discussions and facilitator coaching • Personal action planning and your next

steps • Post-programme reading list

WHO SHOULD ATTEND

Managers in the MedTech or Diagnostic sectors with 8-12 years of experience.

Dates & Locations

1-5 October 2012 . . . . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English19-23 November 2012. . . . . . . . . . . . . . Milan . . . . . . . . . . . . . . . . . . . . . English10-14 December 2012 . . . . . . . . . . . . . . London . . . . . . . . . . . . . . . . . . . . English18-22 March 2013. . . . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English10-14 June 2013 . . . . . . . . . . . . . . . . . . London . . . . . . . . . . . . . . . . . . . . English19-23 August 2013 . . . . . . . . . . . . . . . . Munich . . . . . . . . . . . . . . . . . . . . English16-20 September 2013 . . . . . . . . . . . . . London . . . . . . . . . . . . . . . . . . . . English

18-22 November 2013. . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English16-20 December 2013 . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English







Dates & Locations

19-21 November 2012. . . . . . . . . . . . . . Milan . . . . . . . . . . . . . . . . . . . . . English18-20 March 2013. . . . . . . . . . . . . . . . . Geneva . . . . . . . . . . . . . . . . . . . . English22-24 April 2013 . . . . . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English21-23 May 2013 . . . . . . . . . . . . . . . . . . Istanbul . . . . . . . . . . . . . . . . . . . English24-26 June 2013 . . . . . . . . . . . . . . . . . . Berlin . . . . . . . . . . . . . . . . . . . . . English26-28 August 2013 . . . . . . . . . . . . . . . . London . . . . . . . . . . . . . . . . . . . . English18-20 November 2013. . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English


Dates & Locations

19-23 November 2012. . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English25-29 November 2012. . . . . . . . . . . . . . Dubai . . . . . . . . . . . . . . . . . . . . . English17-21 December 2012 . . . . . . . . . . . . . . London . . . . . . . . . . . . . . . . . . . . English13-17 January 2013. . . . . . . . . . . . . . . . Dubai . . . . . . . . . . . . . . . . . . . . . English4-8 March 2013. . . . . . . . . . . . . . . . . . . Zurich . . . . . . . . . . . . . . . . . . . . . English27-31 May 2013 . . . . . . . . . . . . . . . . . . Istanbul . . . . . . . . . . . . . . . . . . . English24-28 June 2013 . . . . . . . . . . . . . . . . . . Barcelona . . . . . . . . . . . . . . . . . . English19-23 August 2013 . . . . . . . . . . . . . . . . London . . . . . . . . . . . . . . . . . . . . English18-22 November 2013. . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English


pHArMACEuTICAl INduSTrY

Pharmaceutical Product Management: Building your Brand in the New Healthcare Environment WORKSHOP 613

Identify and seize marketing opportunities offered by new stakeholders and channels, and become more customer-centric.


• Understand the mega-trends affecting pharma • Develop plans to adapt your organization to the new market needs,

including the new skills needed in pharma


Megatrends in the Environment • Demographics • New technologies • Healthcare costs • Market access • Stakeholders • Pharma markets: overview and trends

Trends, Challenges and Emerging Models in Pharma • Innovation, specialties and personalized medicine • Extension of use of existing assets

- Generics - OTC - Emerging markets

• Productivity increase - R&D productivity paradox - Marketing and sales - Evolving role of medical affairs - Future in supply chain management - Outsourcing - Industry consolidation

• New business models, summary

WHO SHOULD ATTEND

Senior managers with several years of experience in one or more functional areas in their companies.

TOP40

TOP40 Market Access, Pricing and Health Outcomes: The New Reality in the Pharmaceutical Industry WORKSHOP 2259Find, organize and deliver answers to the ever-increasing demands of your stakeholders.


• Understand the mega-trends affecting pharma• Adapt your market access strategies to meet the evolving require-

ments of your stakeholders • Organize the global and local roles and responsibilities in market access


Market access today and tomorrow • Healthcare environment • Demographics • New technologies • Healthcare costs • Mega-trends trends in the pharmaceutical industry • Market access: • Barriers to entry and to stay • Risk-sharing and pay-for performance

Market access: Addressing stakeholder needs from R&D to

marketing • Payers and the other stakeholders • Functions, concepts and strategies to overcome the fourth hurdle • Health economics and outcomes research • To QALY or not to QALY

Market access: High-performance organizations • Communications and value proposition • Collaborative approach and treatment guidelines • Orchestrating multifunctional groups • Global/local understanding and support • Embedding change

WHO SHOULD ATTEND

Senior managers with responsibilities in R&D, health economics and outcomes research, pricing and reimbursement, medical affairs, government relations, brand management and strategic and operational marketing.
















TOP40 The 5-Day Mini MBA for the Pharmaceutical Industry WORKSHOP 1429

Increase the intellectual capital you need to excel as a high-performance manager in this fast-moving industry.Examine your business from a broad, generalist perspective. Identify the changes and issues facing the pharma industry and begin to think and act as business managers in pharma think and act.


You’ll better be able to: • Understand unfamiliar aspects of business • Understand broader financial and strategic

contexts • Support strategic goals from top manage-

ment and implement them faster and more efficiently

• Translate healthcare environment changes into competitive strategies for sustainable growth

• Concentrate on customer value through cross functional improvements


The big picture • Environment and mega trends • The pharmaceutical market • The pharmaceutical value chain • Key strategies and new business model

Strategy development and strategic

leadership in pharma • Essentials of strategy • Portfolio management • MCE leadership approach • Collaboration and change management • Driving performance

Building the value proposition • Stakeholders mapping • From product development to supply chain • Medical affairs: two hats in action • Market access and pharmaco-economics • Marketing drive

Marketing excellence in pharma • Market definition and competitive land-

scape • Objectives and brand vision

• Powerful product positioning • Marketing plans driven by key issues • Marketing mix: from operational strategies

to tactics • Execution discipline and alignments of

sales forces and other relevant functions • Metrics to track the execution and monitor

outcomes

Finance • The role of accounting and finance • Accounting principles and concepts • Reading financial statements • Financial analysis • The business plan

WHO SHOULD ATTEND

Managers who need to understand cross-functional issues in the pharmaceutical industry.

Dates & Locations

14-18 October 2012 . . . . . . . . . . . . . . . Abu Dhabi . . . . . . . . . . . . . . . . . English22-26 October 2012 . . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English26-30 November 2012. . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English17-21 December 2012 . . . . . . . . . . . . . . London . . . . . . . . . . . . . . . . . . . . English13-17 January 2013. . . . . . . . . . . . . . . . Dubai . . . . . . . . . . . . . . . . . . . . . English18-22 February 2013 . . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English22-26 April 2013 . . . . . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English27-31 May 2013 . . . . . . . . . . . . . . . . . . Istanbul . . . . . . . . . . . . . . . . . . . English24-28 June 2013 . . . . . . . . . . . . . . . . . . Barcelona . . . . . . . . . . . . . . . . . . English

19-23 August 2013 . . . . . . . . . . . . . . . . London . . . . . . . . . . . . . . . . . . . . English23-27 September 2013 . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English20-24 October 2013 . . . . . . . . . . . . . . . Dubai . . . . . . . . . . . . . . . . . . . . . English25-29 November 2013. . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English16-20 December 2013 . . . . . . . . . . . . . . London . . . . . . . . . . . . . . . . . . . . English









Dates & Locations

Dates & Locations

10-12 December 2012 . . . . . . . . . . . . . . Munich . . . . . . . . . . . . . . . . . . . . English22-24 April 2013 . . . . . . . . . . . . . . . . . . Paris . . . . . . . . . . . . . . . . . . . . . . English16-18 September 2013 . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English9-11 December 2013 . . . . . . . . . . . . . . . London . . . . . . . . . . . . . . . . . . . . English


8-10 October 2012 . . . . . . . . . . . . . . . . Geneva . . . . . . . . . . . . . . . . . . . . English19-21 November 2012. . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English11-13 March 2013. . . . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English27-29 May 2013 . . . . . . . . . . . . . . . . . . Paris . . . . . . . . . . . . . . . . . . . . . . English18-20 November 2013. . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English


Dates & Locations

Dates & Locations

11-13 March 2013. . . . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English13-15 May 2013 . . . . . . . . . . . . . . . . . . London . . . . . . . . . . . . . . . . . . . . English7-9 October 2013 . . . . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English18-20 November 2013. . . . . . . . . . . . . . Paris . . . . . . . . . . . . . . . . . . . . . . English


19-21 November 2012. . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English25-27 March 2013. . . . . . . . . . . . . . . . . London . . . . . . . . . . . . . . . . . . . . English1-3 July 2013. . . . . . . . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English20-22 October 2013 . . . . . . . . . . . . . . . Dubai . . . . . . . . . . . . . . . . . . . . . English



Key Account Management in Pharma: From a General Approach to Targeted Sales and Company-Wide Selling WORKSHOP 342Get the skills you need for stronger team relationships, customer focus and stakeholder analysis.


• Segment customers effectively and optimize the marketing mix • Align your sales strategy to the marketing strategy


• Managing the sales and marketing strategy• Integrated strategy planning with sales involvement• Finding the optimal sales structure• Performance management• Reporting tools and priorities

WHO SHOULD ATTEND

Business unit directors, product managers / directors, district managers or sales managers / directors.

value-Based Marketing in the Pharmaceutical Industry WORKSHOP 2137Use an action-oriented toolkit to make immediate improvements in your value-added strategy.


• Identify opportunities for new value-added services • Use analytical tools to manage marketing spend • Evaluate customer-centric strategies and tactics


• Marketing strategy: roles and responsibilities • Marketing of clinical trials • Marketing and compliance (EFPIA Code)• Market access, product development and marketing interaction • Life-cycle and portfolio management

WHO SHOULD ATTEND

Managers who need to adapt their marketing strategies to market shifts and changes in the pharmaceutical industry.

Patient Centricity in Pharma: When Empowered Patients Become your Primary Focus WORKSHOP 2314Investigate approaches to drive growth by adopting customer-centric and patient-centric business models in Pharma.


• Describe the stakeholder mapping relevant to your business• Understand “patient empowerment” and “customer centricity”• Develop patient-centric plans, enhance your competitive edge


• Megatrends in pharma• From product-focus to satisfying customer needs• Patient-centrism: possibilities and limitations• Critical success factorsWHO SHOULD ATTENDBusiness unit heads, marketing managers, brand and product managers, medical directors, medical education managers.

NEW! NEW! Generics Markets and Big Pharma: Pure Player Going Hybrid? Old Models in New Markets? WORKSHOP 2315Consider options to enter the generic markets and their consequences on your operational model.


• Identify opportunities and threats in a generics business• Deploy a highly effective generics business action plan


• Operating in a generics market• Generic market growth: how and where?• Building a generics business• Generics strategic options

WHO SHOULD ATTEND

Executives at global and regional levels, country managers, business development directors, generics business unit heads.




















Dates & Locations

Dates & Locations

3-5 February 2013 . . . . . . . . . . . . . . . . . Dubai . . . . . . . . . . . . . . . . . . . . . English10-12 June 2013 . . . . . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English18-20 November 2013. . . . . . . . . . . . . . Paris . . . . . . . . . . . . . . . . . . . . . . English16-18 December 2013 . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English


10-12 December 2012 . . . . . . . . . . . . . . Munich . . . . . . . . . . . . . . . . . . . English11-13 March 2013. . . . . . . . . . . . . . . . . Paris . . . . . . . . . . . . . . . . . . . . . . English9 -11 December 2013 . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English

3 Days - Level: Senior ManagersPrice: 5250www.mce-ama.com/2257

Dates & Locations

Dates & Locations

10-12 December 2012 . . . . . . . . . . . . . . Munich . . . . . . . . . . . . . . . . . . . English3-5 February 2013 . . . . . . . . . . . . . . . . . Dubai . . . . . . . . . . . . . . . . . . . . . English27-29 May 2013 . . . . . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English21-23 October 2013 . . . . . . . . . . . . . . . Paris . . . . . . . . . . . . . . . . . . . . . . English9-11 December 2013 . . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English


10-12 December 2012 . . . . . . . . . . . . . . Munich . . . . . . . . . . . . . . . . . . . English5-7 August 2013 . . . . . . . . . . . . . . . . . . Berlin . . . . . . . . . . . . . . . . . . . . . English9-11 December 2013 . . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English



The New Business Model in Pharmaceuticals WORKSHOP 2255Consider and select strategies that could radically change the way your company does business.


• Understand the mega-trends affecting pharma • Develop plans to change and adapt your organization to the new

market needs


• Megatrends in the environment • Healthcare costs • Market access • Trends, challenges and emerging models in pharma • Innovation, specialties and personalized medicine

WHO SHOULD ATTEND

Senior managers with several years of experience in functional areas in their companies.

Development and Manufacturing: Strategic Choices Ahead in the Pharmaceutical Industry WORKSHOP 2257Investigate the plusses and minuses of small-scale, highly flexible manufacturing units versus large-scale, highly standardized units.


• Compare current and new business models in pharma manufactur-ing

• Successfully organize and manage pharmaceutical development


• Pharmaceutical development and manufacturing • Scenario thinking: future business models • Learning from other industries • Balancing profits, risks, cost and benefits • Critical success factors

WHO SHOULD ATTEND

Senior managers in pharmaceutical and chemical development andmanufacturing.

Managing Brands Regionally and Selling Locally: Efficient Marketing Matrix and Processes in Pharma WORKSHOP 2317Identify the challenges in achieving a balance between truly global and purely local marketing.


• Establish a regional business unit • Improve ROI of your marketing investments


• From global to regional pharma • New business models • Regional business unit • Balancing centralization and decentralization • Regional marketing in action • Marketing planning, product positioning, pricing

WHO SHOULD ATTEND

Global and Regional Business Unit Heads, Product Managers and Marketing Coordinators.

NEW!

NEW! Personalized Medicine: What it Means for Pharma WORKSHOP 2322Identify the challenges and changes personalizedmedicine will trigger.


• Identify opportunities and threats for personalized medicine products • Create a value proposition addressing key stakeholder requirements • Deploy an effective action plan for your personalized medicine business


• Personalized medicine: the basics • Personalized medicine: a new challenge for big pharma • Personalized medicine: perhaps more than “just a drug”

WHO SHOULD ATTENDManagers in corporate strategy, R&D, market access, marketing, brands and products, medical education and business development; business unit heads.


http://www.mce.eu/2257

















Dates & Locations

15-17 October 2012 . . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English10-12 December 2012 . . . . . . . . . . . . . . Munich . . . . . . . . . . . . . . . . . . . . English11-13 March 2013. . . . . . . . . . . . . . . . . Zurich . . . . . . . . . . . . . . . . . . . . . English17-19 June 2013 . . . . . . . . . . . . . . . . . . Istanbul . . . . . . . . . . . . . . . . . . . English21-23 October 2013 . . . . . . . . . . . . . . . Paris . . . . . . . . . . . . . . . . . . . . . . English9-11 December 2013 . . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English


Dates & Locations

19-21 November 2012. . . . . . . . . . . . . . Milan . . . . . . . . . . . . . . . . . . . . . English3-5 February 2013 . . . . . . . . . . . . . . . . . Dubai . . . . . . . . . . . . . . . . . . . . . English27-29 May 2013 . . . . . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English16-18 September 2013 . . . . . . . . . . . . . London . . . . . . . . . . . . . . . . . . . . English18-20 November 2013. . . . . . . . . . . . . . Paris . . . . . . . . . . . . . . . . . . . . . . English



“Commercial” Effectiveness in Pharma: Think beyond Sales Force Effectiveness WORKSHOP 2329

Discover ways to lower costs across the whole value chain and improve productivity and efficiency. Learn how to adapt to a new pharma environment that is more demanding than ever before.


You will be better able to: • Assess the current financial state of the market• Incorporate commercial excellence initiatives into your strategic

planning • Integrate marketing, medical-marketing and sales perspectives• Enhance your ability to roll-out excellence initiatives across your

company


Megatrends in pharma • Demographics, technology and health economics • Power shift towards payers and patients • Pharmaceutical market trends

Understanding potential and roles of commercial functions

in pharma • Marketing-driven coordination of commercial excellence • Market assessment and commercial strategy • Product and portfolio management through the life cycle

Delivering excellence in commercial operations • Customer-centric value proposition • New technologies and social media in pharma • Key metrics to drive and monitor commercial excellence

WHO SHOULD ATTEND

Business unit heads, marketing managers, medical-marketing managers, sales directors, commercial excellence managers and product managers in the pharmaceutical industry.

NEW! Medical Affairs in the Pharmaceutical Industry: Protecting vs. Supporting Roles and Keys to Success WORKSHOP 2258Find answers to the key challenges in medical affairs and maximize opportunities for your company. Learn how to help medical affairs expand beyond its traditional role, linking science to the market and providing market-based input into science.


You will be better able to:• Understand the mega-trends impacting the pharmaceutical industry • Compare current and new business models in medical affairs • Determine the critical success factors for making medical affairs key

to the success of your company


Key components of the new medical affairs department –

today and tomorrow • The new healthcare environment – key trends • Medical education • Medical information • Medical science liaisons • Clinical operations • Healthcare compliance considerations • Define current organizational and skill environment vs. future

requirements

Aligning medical affairs with research and development

and sales and marketing • From R&D to clinical operations and back • Integrating MSLs and sales and marketing: dos and don’ts • Aligning medical education and marketing • Building best-in-class medical affairs departments

Translating insight into action • Shaping pre-launch, growth and mature brands’ success through

best-practice medical affairs • Measuring the impact of the medical affairs department

WHO SHOULD ATTEND

Senior managers in medical affairs and senior managers who interface and interlink with this critical function















Dates & Locations

10-12 December 2012 . . . . . . . . . . . . . . Paris . . . . . . . . . . . . . . . . . . . . . . English18-20 March 2013. . . . . . . . . . . . . . . . . Istanbul . . . . . . . . . . . . . . . . . . . English13-15 May 2013 . . . . . . . . . . . . . . . . . . London . . . . . . . . . . . . . . . . . . . . English21-23 October 2013 . . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English8-10 December 2013 . . . . . . . . . . . . . . . Dubai . . . . . . . . . . . . . . . . . . . . . English


Dates & Locations

3-6 December 2012 . . . . . . . . . . . . . . . . London . . . . . . . . . . . . . . . . . . . . English17-20 June 2013 . . . . . . . . . . . . . . . . . . Istanbul . . . . . . . . . . . . . . . . . . . English16-19 September 2013 . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English4-7 November 2013. . . . . . . . . . . . . . . . Paris . . . . . . . . . . . . . . . . . . . . . . English2-5 December 2013 . . . . . . . . . . . . . . . . London . . . . . . . . . . . . . . . . . . . . English


TElECOM SErvICES INduSTrY

Retail Marketing and Sales in the Telecom Industry WORKSHOP 2340

Understand the economics of a retailer and manage your channels to maximize traffic and revenues. Learn techniques for motivating the team, selling to retailers and ensuring that the products attributes are making it to the end customer.


• Understand the economics of a retailer • Use your customer value proposition to do value selling to retailers • Manage your own channels to maximize traffic and revenues • Prepare a retail channel action plan


Understanding the basics of telecom retail • Principle of telecom retail shops • Economics and KPI’s used to manage a shop • Principles of floor plan, shelves spaces • Defining a telecom retail strategy

Extend the customer value proposition to retail • Understanding the customer value proposition • Extending your brand attributes to the retail shops • Value selling to retailers

Negotiation skills for telecom retailers • Questioning techniques and golden rules • Listening skills and golden rules • Interpersonal styles: how to communicate better with each style • Negotiating with different styles

Develop a telecom retail plan • Establishing your telecom retail plan • Managing people and processes • Leading the team • Learning from mistakes

WHO SHOULD ATTEND

Marketing, channel and brand managers responsible for managing the retail chain in the telecom service industry.

NEW! Stakeholder Management in the Telecom Service Industry: How to Manage the Network of Interested Parties WORKSHOP 2293

Explore stakeholder dynamics and gain insights into how telecom can successfully lead the orchestration of networks. Create a highly dynamic environment where all stakeholders interact with and influence each other’s decision-making process.


• Identify all stakeholders and their interactions• Define critical success factors for stakeholder relationships • Assess the specific role of key opinion leaders for your business • Organize and manage cross-organizational developments


Key developments in the telecom service marketplace • External trends • Analyze parallel situations in other industries • Likely marketplace scenarios for the next five years

Define a stakeholder management plan • Stakeholder strategy setting • Long lasting partnership • Tactics for marketing together • Customer-centric strategy • Assessing emerging new models in telecom services • Define current market approach vs. collaborative approach

Lead and execute on time • How to activate the network? • Motivating stakeholders that are not part of your company • KPIs for steering and reporting to the board of your company • Can we calculate the ROI of a partnership?

WHO SHOULD ATTEND

General and senior managers with several years of experience in boundary roles.















Dates & Locations

8-12 October 2012 . . . . . . . . . . . . . . . . Istanbul . . . . . . . . . . . . . . . . . . Russian19-23 November 2012. . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English18-22 March 2013. . . . . . . . . . . . . . . . . Istanbul . . . . . . . . . . . . . . . . . . . English24-28 June 2013 . . . . . . . . . . . . . . . . . . Barcelona . . . . . . . . . . . . . . . . . . English26-30 August 2013 . . . . . . . . . . . . . . . . Munich . . . . . . . . . . . . . . . . . . . . English18-22 November 2013. . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English


Dates & Locations

10-12 December 2012 . . . . . . . . . . . . . . Paris . . . . . . . . . . . . . . . . . . . . . . English3-5 February 2013 . . . . . . . . . . . . . . . . . Dubai . . . . . . . . . . . . . . . . . . . . . English13-15 May 2013 . . . . . . . . . . . . . . . . . . London . . . . . . . . . . . . . . . . . . . . English21-23 October 2013 . . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English9-11 December 2013 . . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English


TElECOM SErvICES INduSTrY

The New Face of Sales and Account Management in the Telecom Service Industry WORKSHOP 2294

Skilfully make difficult ROI calculations for your customers while monitoring P&L levels for you company. Explore the new face of consultative selling. Learn to select partners and providers that are able to bring them cost-effective, “ready to wear” solutions.


• Identify ways to propose “ready-to-wear premium” offerings to your customers

• Manage the relationship over long term by keeping an eye on CAPEX and OPEX evolutions

• Enlarge and enrich the service portfolios in order to grow the busi-ness profitably

• Work effectively with other service partners and other stakeholders


Company, marketing, sales – cascading the strategy • External trends • Role of sales manager within company/industry context • Managing the strategy • The marketing process

Managing the resources and customer-centricity • Corporate goals and strategies, markets and human resources • Evaluation process • Templates for organizational situation analysis • Consultative selling techniques • Selling with partners

Leading the Team • Managing performance • Understanding key elements of individual performance manage-

ment as part of the sales strategy execution • Objective setting and connected incentive schemes, reporting tools

and priorities

WHO SHOULD ATTEND

Senior and upper-middle sales managers with several years of experience in the telecom service industry.

The 5-Day Mini MBA for the Telecom Service Industry WORKSHOP 2298

Increase the knowledge and skills you need to excel as a high-performance manager in Telecom. Identify the changes and issues facing the telecom industry and begin to think and act as business managers in telcos think and act.


• Develop a rounded view of how successful telecom organizations operate

• Know how to implement strategies through people and depart-ments

• Become an active contributor to your company’s change process


Telecom industry past and present • Overview of the evolving telecoms business world• Business environment for telecoms today• Threats and opportunities for telecoms

Technology outlook and service delivery platforms • Major technology changes taking place • Impact of technology on tomorrow’s telecom businesses• What customers want

Strategy implementation and leadership • Mission, vision, strategy and business plans • Customer value proposition • Strategy implementation framework • You as a leader

Marketing and sales • Segmenting, targeting and positioning • Sales organization and management • Customer focus and measurement

Managerial finance and accounting • Financial statements • Analytical tools for financial performance • Budgets as management tool

Telecom’s Future and Industry Outlook

WHO SHOULD ATTEND

Managers who need to understand the changing business environment in the telecom service industry.












INdEx Of wOrkSHOpS BY SuBjECT

AAssertiveness for Women ......................... 18

BB2B Markets ........................................ 41-46 Account management .............................. 44 Business intelligence ................................. 44 Certified marketing manager ..................... 41 Channels .................................................. 45 Customer value proposition ...................... 44 Customised solutions teams ...................... 45 International account management ........... 44 Product management .............................. 42 Social media marketing ............................. 46 Strategy ...............................................44, 45 Web 2.0 in ................................................ 46B2C Markets .................................. 41-43, 46 Brands, building strong ............................. 46 Certified marketing manager ..................... 41 Fundamentals ........................................... 43 Product, category management ................. 42 Retailers, selling to ................................... 46 Segment management .............................. 42 Social media marketing ............................. 46 Strategy .................................................... 42Banking Industry ................................. 60-62 5-day mini MBA for banks ........................ 61 Branch sales productivity .......................... 60 Business client focus ................................. 62 Client centric value proposition .................. 60 Corporate and SME banking ..................... 62 Mobile banking and payments .................. 62 Multi-channel service delivery ................... 62 Regional bank branch network ................. 62 Retail banks ............................................. 60Budgeting and Controls ..................... 24-27Business Management Skills ............. 10-15 Business plans .......................................... 13 Consulting skills ........................................ 12 Critical thinking ......................................... 15 Information overload, managing ................ 15 International business, managing in ........... 15 Mini MBAs ............ 11, 61, 64, 65, 67, 69, 74 Operational management ......................... 10 Operational, people and networking management ........................... 14 Outsourcing, managing .............................. 14 Preparing for senior management ............. 14 Staff function manager ............................. 15 Time and stress management ..................... 13

CChemical Industry ............................... 63-64 5-day mini-MBA for .................................. 64 Value selling ............................................. 63Coaching and Mentoring.....................38, 54Communication Assertiveness for women ........................... 18 Communicating clear goals ....................... 21 Conflict resolution ..................................... 21 Emotional intelligence ............................... 20 Influence, persuasion ................................. 17 Interpersonal skills ................................19, 20 Interpersonal skills for technical .professionals 20 Negotiation skills ....................................... 16 Presentation skills using different media ....................................18, 20 Stakeholder communication ...................... 16 Team communication ................................. 21 Writing skills ............................................. 20Consumer Markets .......................... See B2CCritical Thinking Skills ............................. 15Customer Centricity ................................. 50

EEmerging Global Organizations ........ 22-23 Japanese expats working in Europe ........... 23 Russian expats working in Europe ............. 22Emotional Intelligence ............................ 20

Executive Assistants Communicating with colleagues ................ 20 Fundamentals of finance ........................... 24 Professional executive assistants ................ 12 Project management .................................. 39 Writing skills ............................................. 20

FFinance Balance sheet, understanding ................... 25 Budgeting ................................................ 27 Cash flow management ............................ 27 Controllers ..........................................26, 27 Financial management .............................. 26 Financial planning and analysis ................. 27 For executive assistants ............................. 24 Forecasting ................................................ 27 Fundamentals ......................................24, 25 IFRS and US GAAP ................................... 26 Mergers and acquisitions .....................47, 48 Project management accounting ............... 26 Treasury and cash management ................ 24

GGas and Electricity Utilities .................... 65 5-day mini-MBA for .................................. 65

HHuman Resources ................................ 56-59 Aligning to strategy ................................... 56 Compensation, benefits ............................. 59 Consulting skills for HR .............................. 59 HR business partner ................................... 57 Influencing skills for HR ............................. 59 Learning & development ............................ 59 Organization development ......................... 56 Strategic change communication ................ 58 Strategic management ............................... 57 Talent & performance management............ 59

IInfluence, expanding ............................... 17International Public Organizations ........ 36IT Strategy ............................................ 28-29 Aligning IT to business strategy ................. 29 Data analysis for business intelligence ....... 28 Information as a corporate asset ............... 28

LLeadership Complex environments ............................. 36 Developing leadership .............................. 32 Developing leadership for women .............. 34 Driving performance ................................. 36 Implementing business strategy ................. 30 International environment, leading people in ....................................... 30 International public organizations .............. 36 International teams .................................. 32 Leadership for managers ............................ 31 Managing people ..................................... 35 Strategy implementation ......................31, 33 Team development and leadership ............ 35 Women in leadership ................................. 34

MManagement Developing leadership .............................. 32 Developing leadership for women .............. 34 Implementing business strategy ................. 30 International public organizations .............. 36 International teams .................................. 32 Leadership for managers ............................ 31 Managing value creation ........................... 51 People management ................................. 35 Strategy implementation ......................31, 33 Team development and leadership ............ 35 Women in leadership ................................. 34Medical Technology ............................ 66-67 5-day mini-MBA for .................................. 67

Certified marketing manager for ............... 66 Life cycle management of devices ............. 66 Managing innovation for .......................... 66 Market access for ..................................... 66Mergers & Acquisitions ...................... 47-49Mini MBAs ............. 11, 61, 64, 65, 67, 69, 74

O Organization development ........................ 56

PPartnerships & Alliances .......................... 49Performance Management ................36, 59Pharmaceutical Industry .................... 68-72 5-day mini-MBA for .................................. 69 Brand management .................................. 71 Commercial effectiveness .......................... 72 Development and manufacturing .............. 71 Generics markets ...................................... 70 Key account management ......................... 70 Market access and pricing ......................... 68 Medical affairs .......................................... 72 New business models for .......................... 71 Patient centricity ....................................... 70 Personalized medicine ............................... 71 Product management ............................... 68 Value-based marketing ............................. 70Project Management .......................... 37-40 Cost and time management in .................. 38 Executive assistants, for ............................ 39 Fundamentals ........................................... 37 IT/IS projects ............................................. 40 Portfolio of projects, management of ......... 40 Quality management ................................ 40 Risks in projects, managing ....................... 39 Skills improvement for projects ................. 40 Strategy implementation projects .............. 40

SSales and Marketing ........................... 41-46 B2B markets ........................................ 43-46 B2C markets .................................. 41-43, 46Strategic Alliances, Mergers & Acquisitions ...................................... 47-49 Account consolidation ............................... 48 Alliances, managing ................................... 49 Due diligence ........................................... 47 Mergers & acquisitions ........................47, 48 Operations integration .............................. 48 Partnerships, managing ............................. 49 Post-merger integration ............................ 48 Valuation of companies ............................. 47Strategy and Implementation ........... 50-52 Business performance management ........... 51 Business process alignment ....................... 50 Business strategy ....................................... 52 Customer centricity ................................... 50 Implementation through projects .............. 40 Managing value creation ........................... 51 Strategy .................................................... 52Supply Chain Management ................ 53-55 Aligned to corporate strategy .................... 55 Best practices ........................................... 54 Competitive advantage, for ....................... 53 Contract life cycle management ................ 55 Governance .............................................. 55 Negotiations ............................................. 54 Operational excellence in .......................... 55 Procurement ............................................. 54 Strategic sourcing ..................................... 55

TTalent & Performance Management ...... 59 Telecom Services Industry .................. 73-74 5-day mini-MBA for .................................. 74 Retail marketing and sales ........................ 73 Sales and account management ................ 74 Stakeholder management ......................... 73

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