Executive Trainings

Innovation Management: Foundations & Best Practices

1 day training - 2009/12/14 - EUR900 VAT excl.

• This is a practice oriented and hands-on programme about open and collaborative innovation.
  
• The programme is a mixture of lectures and recently developed cases on open innovations.
  
• Participants will learn what it takes to manage and organise open innovation in companies.

Blue Ocean Strategy and Outcome-Driven-Innovation

2 days training - 2010/01/26-27 - EUR1,650 VAT excl.

During the class the participants will:

• Learn how to incorporate innovation into corporate strategy, define challenges and develop new products
• Learn proven recipes of visualizing and creating strategies and new markets shaping with the use of Blue Ocean Strategy tools
• Discover how to create innovations based on systemic analysis of unmet customers’ needs with Outcome-Driven Innovation
• Experience an integrated overview of leading methodologies in practical applications on real business challenges
• Exchange ideas and experiences with other executives

Innovative organization: Strategy & Practices

1 day training - 2010/02/12 - EUR900 VAT excl.

• Innovation isn't a goal in itself, it is only an enabler of the organization’s strategy.
  
• Cultures, organizations and their managers can only enable or prevent innovation.
  
• Therefore, our approach is to train the managers in the art and science of managing an innovative organization..
  
• This Executive Training will look at the common attributes and practices of innovative organizations: ideas culture and politics, innovative leadership, knowledge management and capability development.

Negotiation: A Systemic Approach

3 days training - 2010/03/01-02-03 - EUR1,750 VAT excl.

Negotiation is a fundamental tool to achieve what we need yet research shows that 80% of executives leave value on the negotiation table.

Our integrated approach looks at negotiation beyond the traditional tactical view. We now understand that negotiation begins long before we seat at the table, and requires much more than an effective interaction.

In consequence we look at its architecture from three complementary perspectives:

• The Context, where our aim is to increase our leverage by looking at how we can strategically change the context in which the negotiation takes place;
• The Drawing Board, where by means of a systematic analysis we look for ways in which we can increase the amount of value that the parties (us in particular) can derive from the negotiation;
• The Negotiation Table, where we design the tactical means by which we can maximize the amount of value to be captured, both by creating and claiming value.