Executive 'Mini-MBA'

This In-house executive development programme will supercharge your team’s business management skills to drive innovation and dynamic growth within your business using the MBA syllabus.

Course Overview

This intensive and practical In-house executive development programme is a concentrated way to focus the senior team on the core elements of an MBA; strategy and change, finance, people, leadership and marketing in a dynamic and applied learning environment and at a location of your choice.

If you have a team of high potential managers and executives who need to move to the next level then this In-house programme is for you. We can bring our experts to you and even adapt the programme to take into account your company culture, and what’s more it is extremely cost effective compared with public training programmes

If you are interested your next step is to call us now on +44 (0)20 7729 6677 or email us at info@falconbury.co.uk or use our contact form and find out how we can help. There are no commitments, and if we cannot help our advice and recommendations are free of charge.

Module one: Strategy and Strategic Change

Business strategy

Defining and demystifying strategy?

  • Strategy as warfare
  • Strategy as Ying and Yang
    • The creative and analytical sides of strategic thinking
  • Developing the “Helicopter” competence as a business leader
  • Differentiating strategy from operational excellence

The two different schools of strategy

  • Deliberate versus emergent strategies
  • Did we get lucky or was it planned?
  • How far does strategy apply in today’s world?
  • Managing complexity and discontinuity

The classic strategic planning process

  • Formulation
  • Definition
  • Implementation and execution

Assessing industry attractiveness and profitability

  • Applying Porter’s 5 Forces Model
  • Degree of competitive rivalry
  • Power of the buyers
  • Power of suppliers
  • Threat of new entrants
  • Threat of substitutes

Low cost versus differentiated strategies – where are you?

Understanding growth – what is driving future growth?

Understanding Classic Portfolio Analysis – The BCG Matrix

Blue Ocean Thinking – Applying the disciplines

Understanding the competition

  • Conducting a competitive analysis
    *Building a competitive profile map

Strategy feasibility checklist

Leading strategic change

The challenge of strategic implementation and execution

  • Classic change scenarios – reorganisations, mergers and acquisitions, systems implementation
  • What are the critical success factors in leading and managing complex organisational change?
  • Understanding the change curve – where are you?
  • Managing the ‘hard and soft’ aspects of change
  • Recognising the culture, organisation, people and systems linkages

Applying a change management tool kit

  • Planning the change process
  • Conducting a change readiness assessment
  • Dealing with resistance strategies
  • Conducting a detailed stakeholder analysis
  • Managing the politics or change – the really difficult stuff
  • Applying a change management template
  • Focusing on the critical success factors

Reviewing your change projects

Module two: Financial Management and Accounting

The finance model

  • How cash ‘flows’ in a business
  • Equity and Debt
  • How much Debt?
  • The difference between turnover, cash and profit
  • Capital expenditure (Capex) and operating expenditure (Opex)
  • Reserves

Financial terminology and policies

  • Margin versus mark-up
  • Gross and net margins
  • Depreciation and amortisation
  • Revenue recognition
  • Gearing and Leverage
  • Accruals and prepayments
  • Capitalisation of costs

Key financial statements

  • The key financial statements of a company (and their interpretation)
  • Income Statement (Profit and Loss)
  • Balance Sheet
  • Cash Flow Statement

Key financial ratios

  • Ratios that measure profitability, solvency and efficiency of a business
  • ROCE and ROI
  • Gross and Operating margins
  • Asset Turn
  • Working Capital ratios (debtor days and stock turn)
  • Budgeting and forecasting
  • Why budgeting often fails!
  • The difference between budgets and forecasts
  • Techniques to improve the budgeting process
  • The Balanced Scorecard
  • Profit improvement
  • The relationship between price, sales volume and costs
  • The Profit Improvement Model

Module three: Competitive Marketing

What is marketing?

  • Examples of different kinds of breakthrough marketing, the basis of their success and the impact on the traditional competitors
  • Group discussion of the ways successful companies differentiate themselves and the lessons we can learn

Examining the new competitive environment

  • Understanding the changing business environment and the pressures creating the imperative of market-driven strategy
  • Examples of modern and traditional marketing strategies

Defining markets, segments and targets effectively

  • Defining markets and market segments – the benefits of narrowing and broadening definitions of the market
  • Creative segmentation as the route to dominance and virtual monopoly
  • Different bases for segmentation and the supremacy of behaviour and benefits-based segmentation schemes
  • Segments of one, one-to-one marketing and mass customisation

Positioning and the 4 P’s

  • Positioning – the battle for your mind
  • How positioning impacts the 4 P decision
  • Current examples of clear and confused positioning

Product/service life cycles

  • Managing through the life cycle, matching life cycle stages to behaviour-based market segments
  • The cash flow implications of the life cycle and the creation of the Boston Matrix portfolio management tool

Customer life cycles and CRM

  • Retention Marketing versus Conquest Marketing
  • The economics of customer acquisition, retention, satisfaction and loyalty
  • Creating a CRM philosophy

Module four: Leadership and Managing People

  • The new leadership challenges
  • Reflecting on My Leadership Brand
  • Concepts of Push v Pull Leadership Strategies
  • The Compliance v Commitment dilemma
  • Motivating and influencing people effectively
  • Understanding your own individual preferences
  • Managing and influencing others
  • How to shape your style to suit:
    • Colleagues
    • Customers
    • Clients
    • Bosses
  • Reviewing your influencing strategies
  • Developing a flexible style
  • Reviewing your approach to performance

Recommended Trainer

Mark Thomas is an international business consultant, author and speaker specialising in, business planning, managing change, human resource management and executive development. Prior to becoming a Senior Partner with Performance Dynamics Management Consultants he worked for several years with Price Waterhouse in London where he advised on the business and organisational change issues arising out of strategic reviews in both private and public sector organisations. Whilst at Price Waterhouse he was responsible for the management of consulting teams along with the profitability of assignments. His business and consulting experiences have included major organisational changes including strategic alignments, mergers and acquisitions and restructuring.

His key areas of interest and business activity include strategic change management and the facilitation of business planning and top team events. He regularly designs, leads and facilitates top team sessions on a wide range of business planning issues and initiatives – re-organisations, change programmes and mergers. A highly accomplished facilitator he has designed and run many challenging and complex business workshops in a variety of industries and sectors. In addition he manages a whole series of executive development and organisation development initiatives that support wider organisational change – these include executive leadership, internal consulting and coaching programmes. He is a visiting Assistant Professor at the TiasNimbas Business School in Holland where he lectures on various post-graduate and in-company programmes. He also tutors and lectures at the GDFSuez Corporate University and previously at MCE in Brussels.