ESMT OPEN ENROLLMENT PROGRAMS ESMT Executive Education

Transcription

1 ESMT OPEN ENROLLMENT PROGRAMS 2015 ESMT Executive Education

2 FOUNDERS AND BENEFACTORS OF ESMT ESMT. THE BUSINESS SCHOOL FOUNDED BY BUSINESS.

3 OPEN ENROLLMENT PROGRAMS 2015 ESMT Executive Education 5

4 ESMT CAMPUS 4

5 BUILDING TO LAST, LEADING TO ADAPT As new programs we introduce: IT Management in the Digital Age. This program delivers the knowledge, skills, and tools you need to be an effective IT leader, and to apply technology s new capabilities throughout your organization Innovation as a Corporate Model will help you apply design thinking and other leading-edge methodologies to drive the adoption of a creative, innovative, and entrepreneurial culture inside your company and teams Corporation 2050: Building to last leading to adapt was a fitting, unifying motif for the 2014 ESMT Annual Forum. It is also a prescient message for learning to lead in the 21st century. Tomorrow s organizations need forward-thinking leaders and sustainable strategies to ensure growth and success. At the same time, an increasing set of demands will change the role of managers, making them a critical force for enabling social change. Indeed, future business leaders will have numerous points of impact along a complex process: creating workplaces that address demographic change; developing innovative products; recruiting and retaining top talent and young high potentials; managing diversity; creating new jobs; and driving change processes to meet the competitive challenges and social expectations before us. In this highly competitive global business world, executive education will play a more vital role in building successful leaders than ever before. It will be a critical source of fresh insight and knowledge for managers as they prepare themselves and their employees to master tomorrow s demands. In today s fast-paced business landscape, it is difficult to find large blocks of time for focused learning. Fortunately, our program structure makes it simple to take advantage of ESMT course offerings. The Strategic Market Management program, for example, is now available in indi vidual modules. You may also combine German- and English-language modules to meet your individual needs. We thank our participants and corporate clients for the trust you have placed in us. If you are a returning participant, welcome back. If you are joining us for the first time, we look forward to introducing you to the ESMT experience in Sincerely, Prof. Dr. Olaf Plötner Dean Executive Education ESMT As an experienced, committed partner, ESMT stands behind you with a rich, interactive educational experience. Our programs have been expertly designed to support you and your organization as you build an adaptive, thriving Corporation

6 CONTENT OPEN ENROLLMENT PROGRAMS General Management Executive Transition Program NEW NEW Strategy Bringing Technology to Market Strategic Market Management Modern Sales Management Innovation as a Corporate Model Managing IT in the Digital Age Leadership Leading People and Teams Leading with Psychological Intelligence Leadership in Action Managing Errors and Crises Young Leaders Program Understanding and Leading Change 30 Finance Finance for the Non-finance Executive Decision Making and Negotiations Decision Making Mastering Negotiations Mastering Yourself as a Negotiator ESMT Teaching in 2015 Calendar and Fees ESMT Campus General Terms and Conditions 6

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8 OPEN ENROLLMENT PROGRAMS 2015 EXECUTIVE TRANSITION PROGRAM There are usually several transitions in a professional career. But the move from functional to general management requires a fundamental change in capabilities, skills, and attitudes. After the ETP, I was appointed chairman of the board. I am happy to have attended the ETP, which gave me the opportunity to learn, experiment, develop, and build a network of great people from very different backgrounds while preparing for my transition. Michael Kiesewetter, Chairman of the Board, Investitions- und Förderbank Niedersachsen NBank SUCCEED IN THE TRANSITION TO GENERAL MANAGEMENT RESPONSIBILITY The Executive Transition Program (ETP) is a modular threeweek program designed for experienced, functional managers who have recently moved, or are about to move, into positions with more general management responsibilities. The ETP delivers an integrative understanding of management insights, that is, the tools, skills, and attitudes participants will need to achieve greater levels of success and compe - tence as managers. They will return to their company with the broad strategic understanding necessary to seize business opportunities for long-term success. The course s three modules have been custom-designed to support mid- to senior-level managers in: Developing an in-depth understanding of the core managerial competencies required to manage across functions Mastering the general management perspectives and capabilities necessary to lead new business development or existing business transformation Learning how to do business with, or from within, Europe in a globalized world Evaluating, defining, and adopting the role of a responsible leader capable of collaborating with a broad range of internal and external stakeholders ACQUIRE THE LATEST MANAGEMENT BEST PRACTICES GROUNDED IN THE EUROPEAN HUMANIST TRADITION The program s design and philosophy are inspired by the principles and ideals of the Enlightenment of Continental Europe. Participants will draw on this tradition to: Engage in candid dialog supported by rational and critical thinking Embrace an open attitude toward people from diverse cultural, educational, professional, religious, and functional backgrounds Adopt technological and scientific discoveries and innovations KEY TOPICS The ETP offers a unique combination of residential modules with inter-modular activities. Spread over nine months, this intense learning experience will provide the powerful set of tools participants need to make the leap from a functional role to general management. Module 1: Core Managerial Competences Module 2: General Management Perspectives Module 3: Integrative Leadership in Action TARGET AUDIENCE Participants are professionals in their thirties or forties with a proven track record in their business from any educational background. They are leading a business unit or a regional subsidiary; in charge of a new product, market, or major project initiative. Typically employed by large groups operating globally or regionally, participants are confident in their Englishspeaking capabilities. 8

9 OPEN ENROLLMENT PROGRAMS CLIFFORD MOHALE KLAAS Executive Director HR, Corporate Affairs and Sustainability, Siemens South Africa Faculty Zoltán Antal-Mokos CB Bhattacharya Matthew S. Bothner Joe Peppard Program director Urs Müller Dates Module 1: Oct 2 9, 2015 ESMT Campus Schloss Gracht Module 2: Feb 26 Mar 4, 2016 ESMT Campus, field trip to Brussels Module 3: Jun 10 17, 2016 ESMT Campus Duration 3 7 days Tuition 19,900 More information 9

10 OPEN ENROLLMENT PROGRAMS 2015 AMEET MEHTA Chief Manager Customer Services, Digital Factory and Process Industries & Drives, Siemens India Faculty Jim G.S. Clawson Genfa Liu Olaf Plötner Mark Young Program director Olaf Plötner Dates Module 1: Jun 23 26, 2015 ESMT Campus Module 2: Sep 8 11, 2015 Darden School of Business, Charlottesville Module 3: Nov 3 6, 2015 Cheung Kong Graduate School of Business, Beijing; China Executive Leadership Academy, Shanghai Duration 3 4 days Tuition 10,900 More information 10

11 OPEN ENROLLMENT STRATEGYPROGRAMS BRINGING TECHNOLOGY TO MARKET Several years ago, BTM provided me with insights and concepts that have been highly valuable for improving my business and very beneficial for the development of my career. Today, Siemens India delegates each year top sales executives and general managers to this program so that they, too, may benefit from this exceptional experience. Sunil Mathur, CEO Siemens India Back in the late 1990s, six of the biggest international truck manufacturers were from the United States and Europe. Fast forward to today and Chinese and Indian companies occupy five of the top six places. New customer segments, emerging low-cost competitors, new business models, and innovative technologies are changing the landscape of global B2B markets. Accordingly, suppliers have to adjust their market approaches to these conditions. Similarly, managers responsible for a product and/or a region have to know how to profit from the new global developments. They have to generate competitive market strategies and establish the means for their implementation. This includes gaining the internal support of their corporation and motivating their teams to excel in new environments. Bringing Technology to Market (BTM) offers leadingedge insights for profitable revenue generation on global B2B markets. Each program module will be run in one of three major business areas of Europe, the United States, and China. Furthermore, the program will link each participant to the global peer network they need. KEY TOPICS Understanding the current drivers of market-oriented management Tackling low-cost competition on global B2B markets Making complex services a profitable business Developing market-based controlling systems Optimizing decision making in sales and marketing processes Negotiating sales success Achieving sales excellence through leadership Handling different cultural and political frameworks Understanding important links to the public and to policymakers TAKE-HOME VALUE Participants will return from this program with the right understanding, concepts, and tools for improving revenue generation within a global market field. Given the program s strong emphasis on impact learning, participants will be tasked with project work regarding their competitive strategies and debriefed by faculty and leading executives in the field. TARGET AUDIENCE Participants with a leading position in a technology-driven, globally active B2B company who are responsible for generating profitable business. In cooperation with: 11

12 OPEN ENROLLMENT PROGRAMS 2015 STRATEGIC MARKET MANAGEMENT What a wealth of experience. This program helped me to identify critical gaps, and allowed me to redesign my strategy accordingly. Thomas Knauel, Director Product Marketing, Bosch Security Systems Strategy and strategic thinking are core elements of business success a strong strategy sense is among the most important skills an executive can have. As competitive pressures grow across markets and new business models transform companies, these capabilities become more vital than ever, leading to a critical set of questions: Which are the best instruments for analyzing an organization s competitive environment and ability? Where can we find strategic opportunities in an increasingly globalized marketplace? Which strategies are likely to succeed, and which ones face the greatest implementation hurdles? The program Strategic Market Management tackles these questions from two perspectives: How to build a corporate strategy that aligns an entire organization within a relevant architecture How to design a competitive strategy capable of driving an organization s business activities in the right direction and manage both mature business lines and new enterprises KEY TOPICS Module 1: Corporate strategy How capital markets influence corporate strategy Optimizing a business portfolio Generating synergies between business units Module 2: Competitive strategy Analyzing current and future competitive forces Assessing strategic options in a global competitive landscape Convincing organizations that they need strategic transformation TAKE-HOME VALUE In Strategic Market Management, participants will sharpen their strategic acumen and learn how to apply strategy both to their individual role in the company and to the entire organization. In addition, participants may present concrete strategy questions and will receive feedback from faculty and input from their peers. Faculty Harald Hungenberg Olaf Plötner Program director Olaf Plötner Dates Module 1: Oct 5 6, 2015 Module 2: Oct 7 8, 2015 ESMT Campus Duration 4 days Tuition 4,200 2,100 per module when an individual module is booked separately More information The German version of this program may be found at TARGET AUDIENCE Managers involved in strategic decision making and implementation. 12

13 OPEN ENROLLMENT STRATEGYPROGRAMS ANDREW RUSSO Project Development Head Americas, Siemens Industrial Power Plant Solutions 13

14 OPEN ENROLLMENT PROGRAMS 2015 MODERN SALES MANAGEMENT This is a well-structured, practice-oriented program offering new insights on client satisfaction and including an international network of faculty and peers. Zoltan Ocsenas, Regional Head, Business Development CEE, Allianz Investmentbank ESMT CAMPUS 14

15 OPEN ENROLLMENT STRATEGYPROGRAMS Sales managers are facing difficult times: Customer demands are growing, competitors are constantly on the move, and the products and services to be sold are becoming more and more complex. At the same time it is becoming increasingly difficult to find and retain qualified sales personnel who are able to meet the challenge of this complexity. Against this backdrop, we will deal with the question of how to manage sales effectively. Participants will cover the main challenges that confront today s companies in the area of sales management. They will learn how to attract customers in competitive markets, win highly desirable contracts, and leverage customer-relationship management for sales leads that click and stick with sustainable customer loyalty. They will evaluate their leadership and management styles and understand the factors which are vital for a high-performance team. KEY TOPICS Current sales challenges Acquiring customers: customer analysis, customer orientation Retaining customers: drivers of customer loyalty, CRM systems Managing and leading the sales force: incentive systems, leadership techniques TAKE-HOME VALUE The knowledge gained during the program can be implemented on the first day back on the job. To ensure the best possible knowledge transfer, participants will take a critical look at their personal approach to sales management and the sales structures of their organization. In addition, participants will analyze best practice examples from highly successful sales divisions. Faculty Johannes Habel Olaf Plötner Jan Wieseke Program director Johannes Habel Date Dec 8 10, 2015 ESMT Campus Duration 3 days Tuition 3,300 More information The German version of this program may be found at TARGET AUDIENCE For managers with several years of professional experience and budget responsibilities in sales, marketing, or customer management seeking to structure their sales team to reflect the extensive demands of the marketplace. 15

16 OPEN ENROLLMENT PROGRAMS 2015 NEW INNOVATION AS A CORPORATE MODEL Creativity is thinking up new things. Innovation is doing new things. Ted Levitt Innovate or die. Today s business landscape is marked by an innovation culture, one that touches the most fundamental challenges that every business leader faces. The accelerated pace of globalization requires companies to improve processes, develop new products, and create new lines of business in ever shorter cycles. Disruptive technologies and increasing competition threaten revenue streams from existing lines of business. At the same time, digitalization and new forms of early-stage consumer involvement during the development process offer an unprecedented number of channels for interaction and exchange of ideas. Yet as many of the world s most successful companies have learned, innovation is not a product. It is a mindset. Tomorrow s winners will be those who embed innovation thought-processes inside their organization s DNA. Berlin embodies this new thinking. As a hub for the international start-up scene, the city is home to an entrepreneurial spirit that fosters innovation in both large and small organizations. It is an environment in which traditional businesses are learning from entrepreneurs about new collaboration and communication models. Building on ESMT s extensive network into prolific new ventures, this program breaks the boundaries of classroom teaching with a deep-dive learning experience. Participants will visit new forms of shared working environments. They will speak with start-up entrepreneurs and CEOs to gain insights into a new type of competitive mindset. They will acquire tools that enhance creativity and boost innovation inside their own business units. Finally, partici - pants will explore how to steer an organization towards greater agility and reap the benefits of methods like Design Thinking. KEY TOPICS Best practices: Creating platforms for internal idea generation Creativity techniques for each stage of the innovation process Decision-making in start-up teams Exposure to methods like Design Thinking and Scrum/Agile Transforming traditional businesses: Ambidexterity and beyond Incubators and boot camps: New approaches to fostering intrapreneurship, the practice of behaving like an entrepreneur while working within a large organization Open innovation: Setting new boundaries of the firm Dealing with resistance: Overcoming internal barriers the mental biases and hurdles to innovation Innovate to fail: A different culture of rewards and incentives TAKE-HOME VALUE Participants will master the fundamentals for successfully initiating and implanting innovation into their organization s DNA. Using experiential exercises, interactive lectures, peer coaching sessions, and a personal innovation action plan, participants will acquire the necessary toolkit and mindset to achieve new sources of revenue and competitive advantage. TARGET AUDIENCE Executives from business development, strategy, marketing, and sales who seek to initiate or lead innovation processes, as well as manage new innovation sources and channels within their business. 16

17 OPEN ENROLLMENT STRATEGYPROGRAMS ESMT CAMPUS Faculty Christoph Burger Linus Dahlander Joe Peppard Jens Weinmann Program director Jens Weinmann Date Nov 25 27, 2015 ESMT Campus Duration 3 days Tuition 3,300 More information 17

18 OPEN ENROLLMENT PROGRAMS 2015 MANAGING IT IN THE DIGITAL AGE Everyone here has the sense that right now is one of those moments when we are influencing the future. Steve Jobs ESMT CAMPUS 18

19 OPEN ENROLLMENT STRATEGYPROGRAMS NEW Without doubt, information and communication technology (ICT) is the biggest disruptive force confronting most organizations and their leadership teams today. It is not just large organizations, but organizations of all sizes including the public sector that are being impacted by the advances in technology. Most businesses today are or, at least, are becoming digital businesses. No industry, it seems, is immune to the realities where business models, business processes, value proposition, customer experiences, products, services, and management practices have been or are being transformed by the internet and other digital technologies. Yet our research reveals that many are struggling with the kind of leadership necessary to embrace the digital agenda and drive their organizations forward in the use of IT. This program is designed to address this challenge. It will equip participants with the knowledge, skills, and tools they need to be a dynamic IT leader, enabling them to improve their organization s effectiveness in how it uses IT. By the end of the program, participants will have developed their capabilities, positioning them to shape the strategic direction, innovation, and the value their organization derives from IT. KEY TOPICS Being an effective business leader Formulating and co-evolving business and IT/digital strategies Managing the IT investment portfolio Defining the business operating model and enterprise architecture Setting up and running IT projects that deliver Designing a workable IT governance structure Driving change and overcoming the barriers to achieving change TAKE-HOME VALUE Participants will expand their knowledge and enhance their personal performance as an effective IT leader. Developing their leadership capability to advance their career, they will learn new essential skills and competencies. This, in turn, will help them shape strategic direction, drive innovation, and optimize the value their organization derives from IT. They will gain valuable exposure to leading-edge practices, models, and ideas for immediate implementation. Program director and faculty Joe Peppard Date Oct 20 22, 2015 ESMT Campus TARGET AUDIENCE Executives with responsibility for IT; IT managers with leadership ambitions; chief information officers; chief digital officers; IT executives who seek an extra edge. Duration 3 days Tuition 3,300 More information 19

20 OPEN ENROLLMENT PROGRAMS 2015 LEADING PEOPLE AND TEAMS Perfect teaching, outstanding teamwork, great study material. Excellent, couldn t have been better. Sarven Pestemalcigil, Manager, Strategy and Business Development Group, Sabancı Holding This program is a leadership laboratory dealing with the why and how of behavior in organizations. Unlike many other programs, it goes beyond the obvious, conscious, and rational side of human function, adding the opportunity to explore productive and destructive drives that individuals subconsciously follow in organizations. The program s experiment-based structure will help participants investigate their own behavioral patterns in business situations and sharpen the awareness of their efficacy in dealing with others. Participants will receive input regarding their leadership styles and behaviors through a pre-program 360-degree feedback and debriefing during the program. The leadership laboratory s challenging but safe environment will provide the opportunity to learn new skills, experiment with different techniques, and receive feedback and support from faculty and peers. Participants individual learning experiences will be supported by group executive coaching and post-program follow-ups. KEY TOPICS The changing nature of leadership challenges Individual preferences in leadership interactions Making leadership transitions Functioning of teams Leading amid uncertainty Group leadership coaching Leadership and adaptive change Leadership toolbox A primer on sustainability for leaders TAKE-HOME VALUE Faculty Andreas Bernhardt CB Bhattacharya Konstantin Korotov ESMT executive coaches Program director Konstantin Korotov Dates Apr 14 17, 2015 ESMT Campus Nov 10 13, 2015 ESMT Campus Duration 4 days Tuition 4,500 More information By exploring methods of tackling the challenges they may face when attempting to create productive work environments, executives will gain a clear sense of the mindset, competences, and behaviors needed to be effective leaders. They will learn how to capitalize on and leverage their strengths and weaknesses, as well as those of their employees, peers, and superiors. Additionally, participants will enhance their emotional intelli - gence, learn influencing strategies, and discover the satisfaction that comes from a thriving leadership role, all supported by post-program follow-up coaching. TARGET AUDIENCE Executives with experience of leading employees and teams and who are concerned with increasing their effectiveness in reaching organizational goals through people. 20

21 OPEN ENROLLMENT LEADERSHIP PROGRAMS HUA ZHOU Head of Strategy, Marketing, and Business Development, Power Generation Division, Siemens China 21

22 OPEN ENROLLMENT PROGRAMS 2015 LEADING WITH PSYCHOLOGICAL INTELLIGENCE Illuminating when it comes to understanding yourself, your relationship with others, and the influences involved. Thoroughly enjoyable as well. Suzanne Hayward, Managing Director, Corporate and Investment Banking, UniCredit Bank Leading with Psychological Intelligence responds to the increasing demand from executives looking to enhance their leadership efficacy through better connections with subordinates, peers, and superiors. Psychological research offers many insights into the human function. This program applies these research findings directly to the everyday behavior of the modern executive, helping them to build foundations for productive relationships with others, to recognize what motivates both themselves and others, and to learn the most effective ways of working with a diverse range of individuals. Bolstered by research, participants will discover how they perform as leaders through experi - ential exercises, mini-lectures, small group discussions, peer consul tations, and individual coaching sessions. The number of participants in this course will be significantly less than is standard in the executive education industry in order to encourage active, individual involvement and ensure personalized attention to each participant s needs. TAKE-HOME VALUE Participants will leave the program equipped with the concepts and tools needed to better understand the principles of human behavior within organizations. The knowledge gained from program activities will help executives increase acceptance of their ideas and work requests and establish productive working relationships with subordinates, peers, and superiors. Additionally, the insights gleaned into each individual s behavior will help them further develop their leadership skills and remain resilient in the face of work- and team-related challenges. Participants will be supported by a post-program follow-up as they put their new skills to practice. TARGET AUDIENCE Executives leading diverse individuals or teams whose ability to mobilize the talents and efforts of others directly affects the successful achievement of company goals. KEY TOPICS Overview of critical psychology findings relevant for leaders Emotional and social competencies of leaders Exploration of psychological challenges in decision-making Learning styles and their implications at work Handling psychologically challenging work-related situations Overcoming internal barriers to change Facing adversity with resilience and perseverance Individual leadership coaching session Faculty Francis de Véricourt Laura Guillén Konstantin Korotov Francine Espinoza Petersen ESMT executive coaches Program director Konstantin Korotov Date Oct 14 16, 2015 ESMT Campus Duration 3 days Tuition 3,900 More information 22

23 OPEN ENROLLMENT LEADERSHIP PROGRAMS LEADERSHIP IN ACTION The effective leader searches for the better question, accepts inexperience, stays in motion, crafts good stories, encourages improvisation. People who act in this way help others make sense of what they are facing; sense-making is about how to stay in touch with context. Karl E. Weick For an entrepreneur building a company or an entrepreneurial thinker strengthening an existing organization moving beyond the leadership comfort zone is more than an option: it is necessary for survival. Economies and industries are being turned inside out. Traditional corporate hierarchies are no longer sustainable. As a result, standardized approaches to leader - ship no longer work. In the absence of a roadmap and rulebook, today s managers need bold leadership skills to drive real change. They also need fresh paradigms for making effective decisions. Leadership in Action shows managers how to achieve both. A rigorous, three-day, total-immersion experience helps challenge, stretch, and push leadership skills in unexpected ways. Using the transitional approach to change, an action and review framework extends thinking beyond classic presentation and case-study methods. During the action program-segment, participants are challenged to move, perform, communicate, and create during an innovative set of experiential encounters. During the review segment, participants are then engaged in collaborative peer feedback. The combined elements work together to accelerate personal and professional growth breaking out of the leadership routine and into greater opportunity. KEY TOPICS Developing innovative leadership strategies for teams and industries affected by rapid change Cultivating greater followership and developing one s own strengths by focusing on the substance and character that people naturally want to follow Collaborating within a learning, cooperative laboratory environment that generates true innovation Fostering healthy group competition that enables achievement at both the personal and organizational levels Supporting communication strategies that reach across organizational, cultural, and gender barriers to motivate people and move companies forward Building teamwork concepts that transcend traditional hierarchies to address the diverse talent clouds that make up today s workforce TAKE-HOME VALUE Participants will learn to build bridges between people to generate greater value. Acquiring new strategies for leading and following during the program, managers will learn to better identify, define, and reinforce their interpersonal strengths. The program will also point out areas for further leadership development. At the same time, it will support participants pursuit of a critical balance in planning, action, and interaction during high-pressure situations. As valuable agents of change within their organizations, participants and their teams will thus be better able to see and seize opportunity in a business and economic environment marked by rapid change. Plus, they will do so with a fresh set of insights and skills. TARGET AUDIENCE Managers and independent collaborators interested in learning about leadership and followership. The diverse profiles, backgrounds, and learning goals of the participants enrich the learning from action. Faculty Andreas Bernhardt Nora Grasselli Program director Nora Grasselli Date Sep 16 18, 2015 ESMT Campus Duration 3 days Tuition 4,000 More information 23

24 ANJA HARTMANN OPEN ENROLLMENT PROGRAMS 2015 Business Development Global Smart Products and Sales, Siemens Healthcare Faculty Jan U. Hagen Zhike Lei Staff Captain Stephan Wrede Airline pilots and flight instructors Program director Jan U. Hagen Date Nov 9 11, 2015 ESMT Campus and Lufthansa Flight Training Center Duration 3 days Tuition 4,200 More information 24

25 OPEN ENROLLMENT LEADERSHIP PROGRAMS MANAGING ERRORS AND CRISES These were exceptional seminar days of discovering the road to control when faced with a crisis. Thank you for this very timely seminar. Amnon Sharabi, General Manager, ThyssenKrupp Elevator Israel In management we tend to focus on success stories. But based on what we read and hear each day, it may be more interesting to learn how strong organizations get themselves involved in disasters or bankruptcies, despite the fact that their managers have solid professional backgrounds. As we all know, mistakes are unavoidable. Yet, in most organizations, it is rare for them to be thoroughly examined. An exception is the high-risk aviation industry, whose members have established a behavioral concept called Crew Resource Management and a culture of open communication when dealing with error. Managing Errors and Crises (CRIS) draws on this experience to illustrate ways of proactively managing both errors and crises in complex organizations. It shows how a diagnostic concept is the first step toward a modern working environment in which mistakes serve as learning opportunities and corrections are applied as soon as errors become apparent. CRIS presents the best of ESMT thought leadership on error management and, unlike any other program, it offers participants practical exercises in real flight simulators under the guidance of professional airline pilots. KEY TOPICS Avoiding the blame game Identifying potential crises and maintaining control Assessing different crisis stages Managing communication Driving decision-making processes in dynamic and high-workload situations Leading teams during crises Understanding the prerequisites for error management Overcoming potential obstacles Application of learning in real flight simulators of Lufthansa Flight Training TAKE-HOME VALUE The program will help in understanding how errors and crises impact management at all hierarchical levels as well as provide support in developing strategies for mastering the dynamics of difficult situations. The various mindsets and behaviors involved in making mistakes will be identified, whether they are made by individuals, a division, or an organization. Approaches for learning how to channel them into productive, solution-oriented actions will be offered. In addition, the program will provide conceptual frameworks for leading crisis situations that can disrupt organizational flows, processes, and employee interactions. Participants will discover how to prioritize crisis activities at every stage in order to lead staff and other involved parties, and to communicate effectively. At the end of the program they will also have learned from each other and established a network to monitor their progress in error management at their job. TARGET AUDIENCE This program is for all professionals for whom the introduction of modern error and crisis management is vital and overdue, either because of the daily risks to a company s production lines or the need to change organizational behavior when dealing with crises and mistakes. The program is limited to twenty participants. In cooperation with A2B and Lufthansa Flight Training 25

26 OPEN ENROLLMENT PROGRAMS 2015 Talents assigned to their first significant leadership role are thrust into an authoritative position and tasked with creating an environment that promotes team growth and business success while mitigating conflict. They need to demonstrate leadership skills to their superiors, peers, and subordinates. But it takes a full set of skills and a leadership mindset to fully master the challenges and fulfill the high expectations faced by today s young leaders. The Young Leaders Program (YLP) is an introduction to the reality, the contexts, and the personal aspects of leading. Participants will first reflect on the contextual aspects of their roles, relating them to corporate and departmental strategies, teams they lead, cooperations and coalitions within and outside organizational boundaries. In the second part of the program, the young leaders will work on their personal approaches to leadership. They will become familiar and experiment with various leadership styles, explore their personal leadership ambitions, and reflect on the responsibilities they have taken on by accepting a leadership role. The conceptual backdrop of YLP allows for the co-existence of multiple leadership theories of which participants try and chose the one that suits them, their organization, their career objectives the best. KEY TOPICS Module 1: The context of leadership Leadership coupled with corporate strategy Understanding group dynamics and leading teams Exploring behavioral styles for successful cooperation Understanding and influencing decision makers Module 2: Personal leadership skills Discovering different leadership styles Managing change Acting and communicating as a leader Motivation to lead Responsible leadership Faculty Jamie Anderson Matthew S. Bothner Laura Guillén Ulf Schäfer Program director Nora Grasselli Dates Module 1: Apr 14 17, 2015 ESMT Campus Module 2: Jul 8 10, 2015 ESMT Campus Duration 1 4 days 1 3 days Tuition 5,900 More information TAKE-HOME VALUE Participants will leave this program equipped with tools, models, and handson experience directly applicable to their new leadership tasks. More importantly, they will gain a valuable sense of self-awareness and insight into the cognitive, emotional, and behavioral makeup of others. They will also develop a broad understanding of leadership that goes beyond the concept of managing others. TARGET AUDIENCE Managers recently appointed to a leadership position or high potentials before their first significant leadership role. We believe that the program is well designed to embrace diverse participants. 26

27 OPEN ENROLLMENT PROGRAMS YOUNG LEADERS PROGRAM ESMT has created an excellent environment to learn. We had a perfect mix of business cases, lectures, and outstanding activities. In addition, you feel welcome from the first moment. Adolfo Galán, Operations Director, ThyssenKrupp Encasa HUY THANH VO Assistant Vice President, Portfolio Manager, Allianz Global Investors Europe 27

28 OPEN ENROLLMENT PROGRAMS 2015 UNDERSTANDING AND LEADING CHANGE Change stimulates resistance because it challenges people s habits, beliefs, and values. It asks them to take a loss, experience uncertainty, and even express disloyalty to people and cultures. It also challenges their sense of competence. No wonder people resist. Ronald Heifetz and Marty Linsky This program prepares participants to meet the problems that come with initiating and implementing change. During the three-day program, participants will examine change processes and the psychological, political, and organizational issues they induce. They will learn to categorize different challenges: evolutionary vs. revolutionary change, technical vs. adaptive change, or anticipatory vs. reactive or crisis change. Using these categories, program participants will identify specific problems for initiators, implementers, and recipients of change. Case studies, simulations, and moderated personal reflections will be used to introduce numerous frameworks and tools for the successful implementation of change within organizations. Participants will have the opportunity to contribute their own experiences as case studies for discussion and to seek advice on current change challenges from peers and faculty. KEY TOPICS Understanding the need for change and the challenges accompanying it Archetypes and dynamics of change processes Why change initiatives fail Factors of successful change Dealing with resistance Influencing others to change Individual preferences in change interactions Understanding and leading technical and adaptive change Frameworks and tools for understanding and leading change TAKE-HOME VALUE Faculty Alberto Franichevich Ulf Schäfer Program directors Matthias Kleinhempel Ulf Schäfer Dates Sep 16 18, 2015 ESMT Campus tba IAE Business School, Buenos Aires Duration 3 days Tuition 2,800 More information In cooperation with: Participants will return to their organizations with a greater awareness of change processes, typical patterns, and their challenges. After the program, participants will have a deeper understanding of change as a major aspect of organizational life. They will also have frameworks and tools to initiate and successfully implement necessary change. TARGET AUDIENCE Executives concerned with initiating, accompanying, managing, or leading change initiatives. The German version of this program may be found at 28

29 OPEN ENROLLMENT LEADERSHIP PROGRAMS ULF SCHÄFER Program Director, ESMT 29

30 OPEN ENROLLMENT PROGRAMS 2015 FINANCE FOR THE NON-FINANCE EXECUTIVE It was a very interesting and informative week. I would especially highlight the sessions with Prof Lothian, because he manages to convey financial topics in a lively, humorous, and practical way. ESMT and Berlin are both well worth a visit. Bernhard Kuhnt, Director of European Operations, Jaguar Land Rover MATTHIAS SCHLIPF Project Manager, MAN Diesel & Turbo 30

31 OPEN ENROLLMENT FINANCE PROGRAMS Managers in multifaceted organizations are seldom encouraged to consider their value-chain position or the value created by all the players involved. Indeed, many executives are not confident in their knowledge of the underlying principles and practical applications of basic investmentappraisal techniques. This innovative, action-oriented, hands-on program is designed for nonfinancial managers who wish to learn how accounting and financial processes work, and how to interpret the powerful messages that can emerge from the numbers. The program focuses on identifying and removing financial management roadblocks and helps establish a sustainable program of financial discipline and awareness. KEY TOPICS Developing awareness of external financial markets and their effects on management decisions Explaining relationships between revenue and costs and asset management; how return on capital employed (ROCE) is built from these two components, and how profit differs from cash Forensic analysis of cash-flow statements to predict financial stress Understanding the basic valuation framework surrounding investment decisions; measuring consequences of time adjustment, amounts of relevant cash flow, and risks Introducing new techniques in cost measurement, such as activity-based costing and value-chain analysis; discussing the relevance of these tools Effective cooperation with internal and external financial specialists Faculty Niall Lothian Jörg Rocholl Program director Jörg Rocholl Date Nov 2 6, 2015 ESMT Campus Duration 5 days Tuition 5,500 More information TAKE-HOME VALUE Participants will gain a deeper understanding of profit-and-loss account, balance sheet, and cash-flow statement operations, and learn to identify relevant costs and revenues. TARGET AUDIENCE Senior or mid-level managers from a non-financial background interested in gaining a better understanding of financial principles. 31

32 OPEN ENROLLMENT PROGRAMS 2015 YUSHAN TAO Product Lifecycle Manager Global MRL, ThyssenKrupp Elevator 32

33 DECISION OPEN ENROLLMENT MAKING AND NEGOTIATIONS PROGRAMS DECISION MAKING The faculty members were enthusiastic and incredibly knowledgeable, and the wide variety, backgrounds, and experiences of my fellow students added great value, too. All this set in beautiful surroundings with historical significance. Ruth Beadle, Senior Business & Development Analyst, Gazprom Marketing & Trading Today s business leaders are increasingly forced to make quick decisions. Good managers instinctively set out to make reasoned, well-thought-out judgment calls, yet a rational approach to tackling decisions is only one side of the story. Too often, too much emphasis is placed on intuition, and personal biases begin to influence and fatally flaw the decision-making process. Doubtless, this process should be complemented with sound analysis. Decision Making looks at both sides of the equation. Combining an international peer group and a distinguished faculty, the program merges practical experience with up-todate theoretical concepts. In addition to discussing case studies and participating in individual and group exercises, participants will explore and tackle common decisionmaking challenges. The program is designed to help managers achieve greater insight and learn to exercise sound judgment by honing decision-making skills and designing more effective processes. Participants will learn to avoid common decision-making mistakes by breaking problems into manageable parts, effectively analyzing information, considering alternatives, and identifying the results they need to achieve. Finally, participants will gain a greater understanding of their own personal biases, how these affect the decisions they make, and how to avoid their influence on future decisions. KEY TOPICS Making good decisions Framing decisions Asking the right questions Making group decisions Creating effective decision-making processes Dealing with risk Structuring decisions Managing uncertainty Evaluating alternatives Valuing additional information Understanding decision-making psychology Identifying risk attitudes Recognizing personal bias Avoiding common pitfalls TAKE-HOME VALUE The program will help participants improve business performance by developing a deeper understanding of what drives effective versus ineffective decisions. Managers will learn to ask the right kinds of questions, use appropriate frameworks, and stop overanalyzing to avoid common decision traps. Additionally, participants will develop cooperative decision-making skills in situations where collaboration produces better results. Faculty Christoph Burger Jens Weinmann Program director Christoph Burger TARGET AUDIENCE Managers and consultants who make pivotal decisions on issues affecting market entry, production site closure, products, investments, or personnel. Date Sep 24 25, 2015 ESMT Campus Duration 2 days Tuition 2,300 The German version of this program may be found at More information 33

34 OPEN ENROLLMENT PROGRAMS 2015 MASTERING NEGOTIATIONS ESMT means learning differently: from others, from experience, interactively in group exercises. Mastering Negotiations met all my expectations, with a professional preparation by the ESMT team and a group of qualified participants. Marty-Joern Klein, Director Institutional Clients, Allianz Global Investors KAG Negotiators rarely get a second chance at the same negotiation and often receive little or no feedback on the efficacy of their performance. Mastering Negotiations helps executives improve their conceptual understanding of the negotiation process with an intellectual framework to organize these interactions. Participants will learn the art of negotiation and value creation by using new concepts tailored to different types of deals. They will become aware of their particular negotiation style and discover how to capitalize on their strengths while mitigating their weaknesses. This program has been designed for accomplished professionals working for first-class companies who frequently conduct negotiations within the firm as well as with outside parties. KEY TOPICS Key principles and frameworks to employ when preparing for and conducting negotiations Strengths and weaknesses of various negotiation tactics and basic negotiation styles Techniques for goal-setting and the assessment of offers; evaluation of alternatives and walk-away situations Identification and removal of barriers to agreement, establishment of trust, conflict mitigation, and resolution; cooperation and negotiation in teams Multi-party negotiations, coalition dynamics, creation of lasting alliances, and sustainable agreements Game-theory approaches to strategic interactions and identification of power asymmetries TAKE-HOME VALUE This program will help executives enhance their conceptual, strategic, and practical understanding of effective bargaining situations and refine their critical negotiating skills. Participants will gain a crucial understanding of how to set up winning, value-added situations for all parties involved. TARGET AUDIENCE Senior or mid-level executives who wish to gain an additional boost in their negotiation skills. Past participants include division/department heads and vice presidents of large multinational companies who deal with complex negotiation challenges, as well as partners of professional services firms and heads of regional or country units. Faculty Matthew Mulford Program director Jens Weinmann Dates Apr 20 22, 2015 ESMT Campus Nov 16 18, 2015 ESMT Campus Duration 3 days Tuition 3,300 More information 34

35 DECISION OPEN ENROLLMENT MAKING AND NEGOTIATIONS PROGRAMS MASTERING YOURSELF AS A NEGOTIATOR Best training experience in my professional life! I am extremely grateful. Juan Tito, Sales Director, Siemens AG Mastering Yourself as a Negotiator has been designed for executives who are sure of their systematic, conceptual grasp of negotiation strategies and have mastered the particular skills needed to prepare and carry out successful negotiations. Nevertheless, they are rarely aware of how others perceive them, or how their negotiating style may have them leaving money on the table. For these executives, it may be time to refine their acumen with professional, unbiased, and constructive feedback on their individual negotiation behavior. Over two days of rigorous, intensive work sessions, participants will be presented with tough, role-based negotiation scenarios some with peers, others with actors and learn to be acute self-observers. Working in small groups of four to eight people, their performances will be monitored by faculty and/ or video. This powerful, transformative seminar will return participants to real negotiation tables and offer them a deeper understanding of how specific behaviors evoke certain responses from negotiation partners. They will also gain a deeper understanding of the role of emotion in negotiation: how to leverage it, channel it, and diffuse it in strategically beneficial ways. Armed with these insights, participants will be better able to self-monitor and guide their strategic behavior for future negotiation success. KEY TOPICS Receiving individual feedback on negotiation strategy, behavior, and style in different scenarios Using videos of negotiations to better understand options Receiving feedback on conflict-resolution style; expanding the options of how to cope with conflicts in negotiations Understanding how to interpret and deal with emotions during negotiation TAKE-HOME VALUE Executives will gain a precise understanding of the prevalent behavioral patterns that may undermine their positions at the negotiation table, exploring different behavioral options and learning to practice them as they fine-tune their negotiation skills. TARGET AUDIENCE Senior or mid-level executives who wish to focus on their individual negotiation styles and better understand the psychological make-up of the opposite side. Faculty Andreas Bernhardt Franziska Frank Matthew Mulford Program director Franziska Frank Date Nov 19 20, 2015 ESMT Campus Duration 2 days Tuition 3,200 More information 35