catalogue workshops€¦ · innovation and co-creation. get the tools to manage innovation and...

530+Workshops in 13 cities across Europe,

the Middle East

and Asia

Leadership for Senior Managers

Learn the language of business MCE’s 5-Day Mini MBA → page 19

Develop new skills with one of our 10 Top Selling Workshops → page 3

21st Century Skills All Managers Need

MCE’s Annual Pass One Price. Unlimited Development.

See page 58 for details See page 9 See back cover

2013 - 2014

27 New World-class Workshops for High Performance Skills, including:

• Critical Thinking • Change Management• Leading with Emotional

Intelligence• How to Communicate with

Diplomacy, Tact and Credibility• Getting Results without

Authority → Page 4

LEADERSHIP

MANAGEMENT

STRATEGIC COMMUNICATION

BUSINESS TRANSFORMATION

CULTURE

ALIGNMENT

STRATEGY EXECUTION

Catalogue of Workshops

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 management development covering

management, leadership and business

skills and industry-specific topics

The following conditions apply: 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-refunda-ble, regardless of attendance. Prices are subject to change without notice.

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

This pass entitles

Ms Jane Johnson

to register and attend

unlimited regularly

scheduled MCE

workshops for 1 year

following the activation date

MCE ANNUAL PASS

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

MCE ANNUAL PASS

MCE ANNUAL PASS

9.950 €*

Start with one of our TOP 10 SEMINARS

MCE Workshops are available in 13 cities across Europe, the Middle East and Asia, from London and Brussels to Dubai and Kuala Lumpur

Managing and Leading PeoPLe in an internationaL environMentWORKSHOP 176Gain the tools to manage your people despite differences in culture, working styles and business experience. Organize yourself and your people to perform at their best and contribute to the success of the business. → Page 55

deveLoPing PersonaL infLuenCe and iMPaCtWORKSHOP 205Navigate 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. → Page 28

LeadershiP for senior ManagersWORKSHOP 2154Lead 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. → Page 58

fundaMentaLs of finanCe and aCCountingWORKSHOP 67Understand the role of finance and the basics of accounting. Be able to read and understand financial statements, and interpret and act on financial information. Learn the basics about the budgeting process and its impact on your role. → Page 45

CoMMuniCating to Your senior ManageMent and KeY staKehoLdersWORKSHOP 2185Frame your ideas in strategic business language, speak and understand the language of senior managers and communicate with them clearly. Link your activities to the creation of value, get commitment, and make a favourable impression. → Page 29

interaCting with others to get things doneWORKSHOP 180Learn how to improve your working relationships to expand your business results. Increase your interpersonal effectiveness by building a bridge to colleagues, direct reports or bosses with whom you are having difficulty.→ 3

ProjeCt ManageMent: the fundaMentaLsWORKSHOP 575Get a clear methodology, understand the people side of projects and deliver within time and budget. Feel more confident about accepting responsibility for new projects and increase your ability to stay in control during times of change. → Page 67

5-daY Mini MBa for the PharMaCeutiCaL industrYWORKSHOP 1429Increase the intellectual capital you need to excel as a high-performance manager in Pharma. Examine your business from a broad, generalist perspective and begin to think and act as business managers in pharma think and act.→ Page 113

5-daY Mini MBaWORKSHOP 1218Understand the core disciplines of general management and how organizations get work done. Gain the knowledge you need to prepare for a more senior position or to move into a function that is different from your educational background. → Page 19

deveLoPing LeadershiPWORKSHOP 2184Develop your leadership skills and lead your team to achieve results.Lead, enable and motivate your people to implement the company and departmental strategy. Manage the changes and their impact on your team.→ Page 59

Buy an MCe annual PassAttend unlimited regularly scheduled workshops over a 12-month period for only 9.950 €

Contact MCe today for more information.Telephone: +32 (0)2 543 21 20 Email: [email protected] Website: www.mce-ama.com

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CritiCaL thinKing → Page 18Learn solid techniques for analyzing problems, generating and evaluating solutions, selecting and implementing the best solutions. These techniques will help you with your immediate challenges and will continue to be valuable throughout your career.

risK ManageMent for Managers → Page 20Identify and understand the key elements of a modern Risk Management Process and the typical Risk Management organization that monitors the process. Gain a solid overview of the enterprise Risk Management concept and its influence on your areas of responsibility.

Managing Chaos: tooLs to set Priorities and MaKe deCisions under Pressure → Page 24

Get the most effective tools to plan your day and adjust to shifting priorities and demands—with less stress and greater clarity.

how to CoMMuniCate with diPLoMaCY, taCt and CrediBiLitY → Page 32

Learn how to choose and use the most appropriate words and emotional tone for every business situation. Gain insights into your communication style and skills for clearly and effectively receiving and transmitting information, ideas, thoughts, feelings and needs.

getting resuLts without authoritY → Page 35The ability to adapt quickly and work with anyone to achieve desired results is crucial—especially when you don’t have immediate authority to command their cooperation. Learn the key elements of influencing others using personal power, persuasion and negotiation.

assertiveness for Managers → Page 38Learn how to channel assertiveness skills to interact more effectively with people throughout your organization.

negotiating to win → Page 36Negotiation focuses on solving the problem and closing the gap between what both parties want. In this workshop, you will gain the skills, insights and competencies required in all negotiations—in every industry—at every level.

deveLoPing Your Creative thinKing → Page 52Creative thinking can create business value by generating fresh and innovative business ideas and by finding innovative solutions to tough business challenges. Acquire creative thinking techniques and learn how to manage the creative process in your team.

Managing innovation → Page 53Think of innovation as a growth strategy: build an innovation process and culture, and apply new forms of collaborative innovation and co-creation. Get the tools to manage innovation and create competitive advantage for your company.

Leading with eMotionaL inteLLigenCe → Page 56Intellect and business expertise can only carry you so far if emotional intelligence is lacking. This workshop helps you to develop the skills to ensure you are a highly effective, emotionally intelligent leader.

CoaChing sKiLLs for Managers → Page 60Discover the authentic and true power of coaching to increase your value as a Leader. Learn how to unlock and to enhance the potential of your people and of your teams. Gain the tools you need to get started.

Change ManageMent → Page 61Gain the skills you need to implement a proactive, leadership approach to change management and achieve the desired business outcomes of the change as fast as possible.

LeadershiP for senior Managers in internationaL PuBLiC organizations → Page 65

Acquire the combination of leadership skills you need to make changes and improve performance of your part of the organization, all delivered within the context of management in public organizations.

PreParatorY worKshoP for PMP® CertifiCation → Page 68

Get a solid grounding in the Project Management Body of Knowledge (PMBOK)® and standards and guidelines with an experienced, PMP®-certified facilitator.

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Contact MCe today for more information.Telephone: +32 (0)2 543 21 20 Email: [email protected]

27 New MCE Workshops

vaLue-Based seLLing → Page 70Learn how to use your business and selling experience to design and implement methods to define customer value, to communicate the value, and to increase call impact and overall sales performance.

ProduCt Life CYCLe ManageMent → Page 70Acquire a systematic approach for product introductions and the Go-to-Market actions that are applicable for both B2B and B2C markets.

fundaMentaLs of suCCessfuL seLLing → Page 72Get the essential skills and knowledge you need to improve your sales technique, from making effective and structured sales calls, to using the right behaviours and persuasive techniques to position your product or service and make the sale.

Managing and CoaChing Your saLes forCe for high PerforManCe → Page 72

Get the best out of your team and individuals, help them develop the abilities they need to reach their objectives, and apply your sales management and coaching skills effectively to drive business results.

negotiation and CLosing sKiLLs for saLes ProfessionaLs → Page 75

Equip yourself with sales negotiation tactics, influence your customer’s perception of products’ cost, value and benefits, and use tactics to close the sale by maintaining a flexible position that successfully counters your customer’s negotiating moves.

anaLYtiCs: tooLs and teChniques to taMe inforMation overLoad → Page 79

Learn how to productively handle the spreadsheets, reports and information that pile up in your inbox every day. Explore proven quantitative tools and methods for analyzing, interpreting and utilizing data to make more informed and reliable business decisions.

instruCtionaL design for trainers → Page 100Gain a practical, proven-in-action method for creating innovative and successful training programs.

WHAt’S NeW At MCetraining the trainer → Page 101Become a facilitator of learning, not just a presenter. Engage your audience from the beginning and leave your trainees praising your training abilities, get the practical platform skills and confidence you need to succeed.

5-daY Mini MBa for the oiL and gas industrY → Page 108

Prepare yourself for more senior responsibility in the Oil and Gas industry by examining the four key disciplines of management—Strategy, Leadership, Finance and Operations—and how they work together to provide value.

good ManufaCturing PraCtiCes in PharMa → Page 112

Build competitive advantage for your company over time through your high-quality, efficient manufacturing processes.

KeY aCCount ManageMent and saLes exCeLLenCe in the PharMa industrY → Page 118

Align the sales strategy to the corporate and marketing strategies, then optimize your efforts by using process-oriented approaches.

Patient CentriCitY in PharMa → Page 114Investigate approaches to drive growth by adopting customer-centric and patient-centric business models in Pharma.

Managing PharMa r&d ProjeCts for roi → Page 116Acquire the methodology you need to run pharma research and development projects smoothly and efficiently and to end them with the desired outcomes.

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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

A Strategy Implementation Programme is an enterprise-wide initiative for a major change, initiated by the CEO and the Group Executive Committee. It typically covers

a span of 1-3 years and often involves a major culture change.

CUSTOMER PROPOSITION

STRATEGY COMMITMENT

PERFORMANCE METRICS PROCESSES & STRUCTURE

LEADERSHIP BEHAVIOURCULTURE

Ensure skills, competences and resources to make the customer value proposition a reality.

Diffuse strategy via internal communications. Ensure feedback loop.

Ensure aligned KPI’s, competence maps, appraisals, comp & ben, rewards and

promotions.

Ensure aligned organizational design and cross functional processes.

Ensure leaders model the strategy, lead the people. Ensure right skills and

empowerment.

Shape culture by adjusting policy and initiatives in the five other dimensions.

StrAtegy IMPLeMeNtAtIoN ANd BUSINeSS trANSforMAtIoN

IN 10 StePS

There are 10 steps to business transformation that need to be addressed in order for your strategy to be fully implemented. MCE partners with you to throughout the process to provide expertise, tools and methods. Each step in the process is fully customisable to your context.

Clarifying the strategy’s impact on each part of the organization and planning the changeA business strategy sets goals and defines the customer value proposition and delivery. But it is not obvious to your managers what behaviour is expected from them. Top and senior management need to create an understanding that the change is needed now.strategy clarification and implementation planning workshopMCE helps you clarify your strategy, identify the key changes needed and plan an effective companywide Business Transformation Programme with your top management during a 1½-day workshop.

Communicating and engaging people into the change visionBusiness transformation calls for a tailored and timely top-down and bottom-up communication with all internal and external stakeholders.designing the strategy communication planMCE helps you to design a solid strategy communication plan, with messages tailored to different audiences so that

everyone gains a deep understanding of your strategic goals and what everybody’s role in it is.Collecting and integrating feedbackMCE supports you in involving line management to communicate the strategic goals throughout the organization.

Selecting the right metricsWe work with you to decide how the right corporate and business KPIs can to be aligned horizontally and vertically within the company.defining and aligning the key metricsStarting from your vision and strategic goals, we identify the leading indicators that drive the change. aligning metrics and appraisal/evaluation measuresMCE supports your HR department to align HR metrics with the company’s key performance measures.Making better use of communication tools and technologiesMCE advises you on how to make a better use of existing and new internal communication tools and technologies.Personal communication coaching for the C-levelMCE provides your CEO and senior staff with a personal communication coach where needed.

STEP

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Aligning leadership behaviour with the strategyIt is important to get leaders on board with the strategy, so that they ensure the leadership model and encourage the behaviour expected from their people.Leadership development programmesMCE can conduct a series of leadership programmes for your managers in groups of 12-15. This starts with the top leaders because their decisions and behaviours set the context for everyone else.one-to-one coachingLeadership training is followed by a period of on-the-job implementation of business projects, with possible one-to-one coaching at set intervals.

Building the culture that supports the strategyIt takes about three to five years to completely shift the culture, depending on how well the above steps are implemented.Measuring the alignment of People (MaP)MCE’s MAP methodology measures how groups of people understand what the new strategy is, as well as how they perceive the current state of change.

Monitoring the progress of strategy implementationA Business Transformation Programme should have specific programme KPIs. In some cases we help the customer in putting in place a dedicated Transformation Monitoring Committee(s) structure.Putting in place a monitoring mechanismMCE helps you to define Business Transformation Programme specific quantitative and qualitative indicators and to put in place appropriate monitoring and evaluation processes.

Measurable successwhat you measure, you can manageMCE believes that the main reason for undertaking any kind of transformation or development is to achieve better business results. We will work with you to define the results you want to achieve and the metrics that will tell you whether it has been achieved. We will co-design a solution with you to achieve those results.

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Aligning performance appraisal and reward systemsDetermining the right evaluation criteria and motivators for different employee groups is essential for delivering on your strategic goals.integrating hr systems and line managers’ needsMCE helps you integrate HR performance appraisal and reward systems with line managers’ needs.

Building coalitionsWe help you identify allies with both the power and the potential for the cross-functional teamwork that is a major imperative for successful business transformation.identifying change agentsMCE helps you identify change agents and advises you on which role they can take up to ensure that there is enough commitment, focus and energy present in the company.

Defining the talent gapWhen leaders and managers are not equipped with the needed capabilities to deliver on their strategic goals, you will lose momentum, belief and focus.executive team developmentMCE helps your executive team to shift the practices, rituals and relationships so that change can really happen.executive mentoring and business coachingResults-oriented individual mentoring and coaching help your senior managers to gain vision, strategic insight and develop their leadership skills.job competency models and talent auditMCE helps you to define the competences needed to implement your strategy. We recommend the best tools from our different solutions partners.development of capabilities of managersMCE helps you to further develop the capabilities of your managers with leadership, functional or cross-functional workshops.

Building capabilities for process redesignProcesses must be re-aligned with the strategy and should contribute to your chosen value discipline: customer intimacy, product leadership or operational excellence.Building capabilities to redesign processesMCE provides your teams with the tools and capabilities to audit your processes, to define the needed improvements and to define actions for business process improvement.

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Contact MCe today for more information.Telephone: +32 (0)2 543 21 20 Email: [email protected] Website: www.mce-ama.com

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Transforming your business requires an integrated process

that includes all parts of the organization. Each part of the

process is connected to the others. A change in one part

requires a corresponding change in the others.

A PrAgMAtIC VIeW of MeNtorINg ANd CoACHINgAt MCE, we take a very pragmatic view of what mentoring and coaching can accomplish 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.

MCE Mentors have at least 20 years of experience in senior management roles in international organizations. In addition, they

are accredited for mentoring and business coaching.

tHe 3 MAJor BeNefItS of WorkINg WItH AN MCe MeNtor or CoACH: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 confronted 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.

Contact MCE today for more information about mentoring and business coaching.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: info@ mce-ama.com

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get HeLP froM AN exPerIeNCed BUSINeSS MeNtor.

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21St CeNtUry SkILLS yoU MUSt HAVe to SUCCeed

CrItICAL tHINkINgCritiCaL thinKing and ProBLeM soLving

CoLLABorAtIoNCoLLaBoration and teaMworK

CoMMUNICAtIoN CoMMuniCation sKiLLs

CreAtIVItyCreativitY and innovation

MCE helps you fill the C gapsin your organization.

Executives today say they need a workforce that is fully equipped with the 21st Century skills below, the Four Cs. MCE brings

you workshops that address each of the Four Cs. Turn to the corresponding page to read more about each workshop.

The four Cs are becoming increasingly important to organizations, according to a recent MCE/AMA survey. The four Cs are areas of business skills and competencies that are a priority for human capital development, talent management and succession planning in 21st Century organizations

Make decisions, solve problems and take actions as appropriate

Critical Thinking → page 18Business Strategy for Managers → page 87

see what’s not there and make something happen

Managing Innovation → page 53Developing Your Creative Thinking → page 52

work effectively with others, including those from diverse groups and with opposing points of view

Developing Personal Influence and Impact → page 28 Interacting with Others to Get Things Done → page 33Managing Conflict → page 37Consulting Skills for Managers → page 21

synthesize and transmit your ideas both in written and oral formats

Communicating to Your Senior Management and Key Stakeholders → page 29Strategic Negotiation Skills → page 31Developing and Presenting Business Plans → page 25Assertiveness for Women → page 34Communication and Influence for Executive Assistants → page 40Writing Skills for Executive Assistants → page 43

Contact MCe today for more information.Telephone: +32 (0)2 543 21 20 Email: [email protected] Website: www.mce-ama.com 9

to contact us about an event or meeting in the MCe Conference Centre in Brussels, please call: +32 (0)2 543 21 00Website: www.mce-ama.com/facilities

This exceptional, multi-functional centre is equipped with state-of-the-art audio-visual equipment and other amenities to guarantee the success of your meeting, seminar, conference

or event. The facilities include a main conference room, numerous meeting rooms for groups of

different sizes, a lobby for networking events, cocktails, lunches, dinners or exhibition space,

an open-plan restaurant staffed by professional chefs, a roof-top terrace for networking

events, and private parking.

The MCE Conference Centre and its staff are renowned across Europe for producing some of the

most prestigious conferences in the field of management and business strategy. With more

than 45 years of experience, the MCE Conference Centre staff are experts in organizing,

designing, developing, marketing and delivering seminars, conferences and events.

MCE guarantees a service of all-round quality. Your designated contact person will ensure the

success of the entire coordination of your event.

A tAILor MAde

10

rue de l’Aqueduc 118 1050 Brussels, Belgium

The Conference Centre has 7.800 m2 of comfortable space

38 rooms to welcome between 12 and 700 people

Reception and registration area

Exhibition area equipped for modern exhibits and conferences

Restaurant: Hot and cold buffet lunches, catering for a wide variety of tastes

Coffee lounge where participants can chat over a cup of coffee or tea

Every room is modular, has natural light, is fully and independently air conditioned

All rooms equipped with modern audio-visual equipment and high-speed secured internet connection

A terrace for welcoming events or cocktails

A main conference room that can be configured to your needs

Six translations booths in the main conference room

Office management and printing services

Technical assistance

Videoconferencing and other communication services

Parking garage

A professional, multilingual team of experts at your disposal to assist you before and during your events

CoNfereNCe CeNtre for yoUr eVeNtS

MCe CoNfereNCe CeNtre QUICk fACtS:

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MCe Senior AssociatesCandidates—all ex-senior line managers—are assessed on their ability to listen to the client and determine the root cause of a business problem. They are checked on their experience with adult learning, whether they were involved in teaching or training, or were active coaches and developers of their teams. They must be familiar with different management concepts and be able to translate these to real life. Upon joining MCE, associates are introduced to the MCE approach, methodology and quality criteria. MCE’s performance is closely monitored through customer evaluation and use of the Net Promoter™ Score (NPS).

Workshop groupsGroups are normally no more than 12 participants and are typically diverse, in terms of nationality and industry. This helps open up participants to different realities, perspectives and solutions. We carefully ensure good networking, bonding and confidentiality within the group.

group discussionMCE facilitators avoid lecture. Discussion is the bulk of plenary classroom activity. Participants are asked to help develop new concepts, map them to their existing knowledge and experience, debate ideas and share their thoughts.

Questioning and ChallengeMCE facilitators use questioning techniques to get to the heart of participants’ real-life issues and challenges and to examine issues from different perspectives.

Case StudiesMCE facilitators use short, pertinent business case studies where participants can explore an issue, practice problem-solving, or role-play behaviours.

Coaching and MentoringParticipants often work in peer coaching groups. MCE Associates also serve as mentors who challenge, advise and guide participants. Coaching and mentoring can continue after the workshop, if desired.

Action Learning ProjectsMCE encourages customers to include business projects as part of the learning. MCE Associates can guide project formulation and implementation for a multi-modular programme. They have experience with sponsoring, managing, and implementing business projects.

Business SimulationsAs appropriate, MCE uses business simulations to help individuals to develop business acumen and strategic management skills. The simulations, from IndustryMastersTM, require teamwork and collaboration among participants. For details, visit: www.industrymasters.com.

Assessments MCE uses assessments where they add value to a workshop. We offer assessments on inclination and ability—such as the Chally Assessment—that are correlated with success in a given role in sales, management, project management, etc. This is useful for individual development planning and for talent development planning for teams and departments. See www.chally.com for details.

360° feedbackThere are several 360° instruments we can work with. MCE also offers a standard, proprietary 360° feedback survey that is preferred by several of our large clients. It is also possible to tailor a 360° survey around the competencies required for your organization’s business strategy.

Contact MCe today for more information on the topics above. Telephone: +32 (0)2 543 21 20 Email: [email protected] Website: www.mce-ama.com

At the heart of MCE’s approach is collaborative learning for adults. Every workshop is situated in real life and real business problems and every participant is encouraged to be actively involved in the learning process. We adjust concepts and tools to fit each participant’s business situation. We ask participants to apply their knowledge and experience through exchanging ideas and peer coaching.

MCe’S WorkSHoP MetHodoLogy

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Contact MCE today and experience the MCE Advantage

go gLoBALWItH HIgH PerforMANCe

Develop your teams around the worldGlobal High Performance is vital to your organization’s future success

The secret to achieving exceptional results is your talent—the most valuable asset you have anywhere in the world. When teams of people from around the globe perform at the top of their potential every day, extraordinary things can be accomplished.

Management Centre Europe is the partner of choice for global organizations to unlock the full power of their talent.

We design solutions to help transform your talent, stimulate innovation and achieve high performance.

We help you define and deploy a common set of capabilities for your teams wherever they are located.

Our global reach extends from our headquarters in Brussels to development partners in Canada, the USA and Latin America, in China, Japan, Korea, the Philippines, Malaysia, Singapore, Thailand, Vietnam, Australia, New Zealand, Africa, the Middle East and Central Asia.

Find out how MCE can help your organization reach even greater levels of success.

GlobalHigh

Performance

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Culture

Comm

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

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CapabilitiesCom

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Contact MCe today and take the first step in building an agile organization.Telephone: +32 (0)2 543 21 20 Email: [email protected] Website: www.mce-ama.com

StrAtegIC SoLUtIoNS for StrAtegy IMPLeMeNtAtIoN ANd CHANge MANAgeMeNt

develop teams or groups of managers and high-potentials with workshops customized to your organization’s needs.

MCE aligns course materials and content with organizational objectives and links them to real-world situations.

We use business games and simulations, talent audits and assessments from leading providers, integrated into engaging, interactive and memorable workshops. When appropriate, we offer blended learning solutions and e-learning components in our workshops.

INdUStry-CUStoMIzed BUSINeSS SkILLS

equip talented professionals with management and leadership skills.

MCE has expertise in Pharmaceuticals, Medical technology and diagnostics, Banking, Chemicals, oil & gas, and telecoms.

All of our Senior Associates have years of experience in top leadership roles in these key industries. They help you develop your people and address the people and change management challenges facing your industry today.

froM tALeNt trANSforMAtIoN to BUSINeSS trANSforMAtIoN

How MCE Meets Your Needs

trANSforM yoUr tALeNt—oNe PerSoN At A tIMe—tHroUgH MCe oPeN-eNroLMeNt WorkSHoPS

world-class management development for business professionals

MCE can help professionals in your organization develop their skills through highly interactive open-enrolment workshops delivered in Brussels and in business capitals across Europe, the Middle East and Asia. We offer managers a complete, structured curriculum of skills in all areas of leadership and business, including specialized content for selected industries.

MeNtorINg ANd CoACHINg

Be effective in a new role more quickly withan MCe business mentor

Busy managers can often gain insights from the knowledge and experience of someone who knows their business and has faced similar issues. And that is where an MCe business mentor can make a difference: sharing ideas and drawing on years of relevant experience to stimulate thinking in new and challenging situations.

MCE business mentors are objective and knowledgeable advisors who have real expertise in your industry, market, function or issue.

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Contact MCe today and take the first step in building an agile organization.Telephone: +32 (0)2 543 21 20 Email: [email protected] Website: www.mce-ama.com

Universal Business Skills Workshops17

BUsiness ManageMent skillsNEW! Critical Thinking ..........................................................185-Day Mini MBA Best Seller .................................................19NEW! Risk Management for Managers .................................20Consulting Skills for Managers Best Seller ............................21Time and Stress Management for You and Your People ...........22Essentials of Management Best Seller ..................................23NEW! Managing Chaos: Tools to Set Priorities and Make Decisions Under Pressure ......................................................24Developing and Presenting Business Plans .............................25Managing Business Process Outsourcing ................................26

27 COMMUniCatiOn anD inFlUenCe

skillsDeveloping Personal Influence and Impact Best Seller ...........28Communicating to Your Senior Management and Key Stakeholders Best Seller .......................................................29Business Communication and Presentation Skills ....................30Strategic Negotiation Skills Best Seller ..................................31NEW! How to Communicate with Diplomacy, Tact and Credibility ..............................................................................32Interacting with Others to Get Things Done Best Seller ..........33Assertiveness for Women Best Seller ....................................34NEW! Getting Results without Authority.................................35NEW! Negotiating to Win .....................................................36Managing Conflict Best Seller ..............................................37NEW! Assertiveness for Managers ........................................38

39 exeCUtive assistantsCommunication and Influence for Executive Assistants Best Seller ...........................................................40The Professional Executive Assistant Best Seller ....................41The Fundamentals of Finance for Executive Assistants ............42Writing Skills for Executive Assistants Best Seller ..................43Project Management for Executive Assistants .........................43

44 FinanCe skillsFundamentals of Finance: Understanding the Balance Sheet and the Profit and Loss Account Best Seller .................................45Treasury and Cash Management ............................................46Budgeting, Forecasting and Cash Flow Management Best Seller ......................................................47Strategic Finance for Senior Finance Executives ......................48Financial Planning and Analysis for Controllers Best Seller ....49Project Management Accounting ...........................................50

51 innOvatiOnNEW! Developing Your Creative Thinking ..............................52NEW! Managing Innovation ..................................................53

54 leaDershiP anD PeOPle ManageMentManaging and Leading People in an International Environment Best Seller ...................................55NEW! Leading with Emotional Intelligence ............................56Developing Leadership: Special Edition for Women ................57Leadership for Senior Managers Best Seller ..........................58Developing Leadership: Build Your Leadership Skills Best Seller .................................................59NEW! Coaching Skills for Manager .......................................60NEW! Change Management .................................................61Leadership and Team Development for Managerial Success ....62

Leading International and Remote Teams Best Seller.............63Leadership for Senior Managers: Special Edition for Women Best Seller ...................................64NEW! Leadership for Senior Managers in International Public Organizations ..............................................................65

66 PrOjeCt ManageMentProject Management: The Fundamentals Best Seller ..............67Managing Risks in Projects Best Seller ..................................68NEW! Preparatory Workshop for PMP® Certification ..............68

69 sales & MarketingNEW! Value-Based Selling ....................................................70NEW! Product Life Cycle Management ..................................70Consumer Marketing Strategy Best Seller .............................71NEW! Fundamentals of Successful Selling .............................72NEW! Managing and Coaching Your Sales Force for High Performance .............................................................72B2B Sales and Marketing Strategy Best Seller .......................73Fundamentals of Consumer Marketing Best Seller ................75NEW! Negotiation and Closing Skills for Sales Professionals ..75Product Management in B2B Markets Best Seller .................76Consultative and Solution Selling ...........................................77International Key Account Management Best Seller ..............77Mini Master of Marketing Management - Part I & Part II Best Seller ....................................................78Managing Channels and Distributor Networks .......................79NEW! Analytics: Tools and Techniques to Tame Information Overload .............................................................79Product, Category and Segment Management in Consumer Markets Best Seller ..........................................80Principles of Value-Based B2B Marketing ...............................81

82 strategiC allianCes, Mergers & aCqUisitiOnsMergers and Acquisitions: Valuation of Companies and Due Diligence Best Seller ...........................................................83Leadership for Post-Merger and Acquisition Integration ..........84Mergers and Acquisitions: Integrating Operations and Consolidating Accounts .........................................................84Managing Strategic Alliances and Partnerships Best Seller ....85

86 strategy anD iMPleMentatiOnBusiness Strategy for Managers .............................................87Business Process Alignment Best Seller .................................88Profitable Customer Centricity Best Seller .............................89Business Performance Metrics and Management ....................90

91 sUPPly Chain ManageMentOperational Excellence in Supply Chain Management .............92Strategic Sourcing and Supply Chain Governance ...................92Procurement, Negotiations and Best Practices .......................93

94 talent ManageMent anD hrHR Management: The HR Business Partner Best Seller ...........95Compensation and Benefits ...................................................96Managing the Learning and Development Function ................96Influencing and Consulting Skills for HR Professionals Best Seller .................................................97Strategic HR: Aligning Your Strategy to the Business ...............98Talent and Performance Management ....................................98Organization Development Best Seller ..................................99NEW! Instructional Design for Trainers ................................100NEW! Training the Trainer ...................................................101

15www.mce-ama.com

TABLE OF CONTENTS

Industry Specific Workshops102

Banking inDUstry5-Day Mini MBA for the Banking Industry ............................103NEW! Outperforming on Bank Branch Sales Productivity and Service Delivery .............................................................104

105 CheMiCal inDUstry5-Day Mini MBA for the Chemical Industry ...........................106

107 Oil anD gas inDUstryNEW! 5-Day Mini MBA for the Oil and Gas Industry ............108

109 MeDiCal DeviCe inDUstryThe 5-Day Mini MBA for the Medical Devices Industry ...........110

111 PharMa inDUstryNEW! Good Manufacturing Practices in Pharma ..................112The 5-Day Mini MBA for the Pharmaceutical Industry Best Seller ............................................................113NEW! Patient Centricity in Pharma ......................................114Pharmaceutical Product Management: Building Your Brand in the New Healthcare Environment Best Seller ..................115NEW! Managing Pharma R&D Projects for ROI ....................116Medical Affairs ....................................................................117NEW! Key Account Management and Sales Excellence in the Pharma Industry .........................................................118Market Access in Pharma Best Seller ..................................119

120 teleCOM inDUstry5-Day Mini MBA for the Telecom Industry .............................121Retail Marketing and Sales in the Telecom Industry ...............122

Index ....................................................................................123

NOTE: For information about MCE’s General Terms and Conditions, Registration, Cancellation Policy and all other information related to MCE’s services, please visit: www.mce-ama.com/terms

This pass entitles

Mr John Johnson


unlimited regularly

scheduled MCE



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


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

- 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]

The following conditions apply: 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.



www.mce-ama.com

Management Centre Europe16 www.mce-ama.com

MCE ANNUAL PASS

9.950 €*

TABLE OF CONTENTS

“ Business, more than any other occupation, is a continual dealing with the future; it is a continual calculation, an instinctive exercise in foresight.”

– HENRY R. LUCE, EDITOR

new! Critical thinking. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18

5-day Mini MBa Best seller . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19

new! risk Management for Managers . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20

Consulting skills for Managers Best seller . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 21

time and stress Management for You and Your People . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22

essentials of Management Best seller . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23

new! Managing Chaos: tools to set Priorities and Make decisions under Pressure . . . . . . . . . . . . . . . . . . . . . . . . . 24

developing and Presenting Business Plans . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 25

Managing Business Process outsourcing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 26

9 Organize work and get things done efficiently and effectively

9 Develop skills as an internal consultant

9 Become more efficient, selective and productive with information usage and sharing

9 Improve problem-solving skills and consistently make on-target decisions

9 Write and convincingly present comprehensive plans to colleagues and senior management

9 Tailor presentations to your own style and to the expectations of your organization

9 Effectively manage vendors, consultants, subcontractors, free-lancers and dealers

9 Understand how to contribute your specialized knowledge and capabilities to the overall goals and strategy

9 Adapt to different cultures and business practices

9 Manage people, goals and projects in an international environment

9 Master the complete range of management skills required for advancement to a higher role

9 Gain greater control of your time and workload

9 Work with confidence, effectiveness and efficiency as an Executive Assistant

MCe also offers fully customized services for your organization. we offer our expertise to help you:

Get new insights, knowledge and skills in business management to help you in your career.

BUSINeSS MANAgeMeNt SkILLS


dates & Locations www.mce-ama.com/2410

22-23 July 2013. . . . . . . . . . . . . . . . . Milan . . . . . . . . . . . . . . . . . . . . . .English26-27 August 2013 . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . .English

4-5 November 2013. . . . . . . . . . . . . . Geneva. . . . . . . . . . . . . . . . . . . . .English17-18 March 2014. . . . . . . . . . . . . . . Dubai . . . . . . . . . . . . . . . . . . . . . .English

• Learn solid techniques for analyzing problems, generating and evaluating solutions, selecting and implementing the best solutions

• Apply critical thinking techniques to your immediate challenges and throughout your career

• Gain insights into how to make difficult decisions

Your iMMediate advantage>>

Develop your critical thinking skills for making better business decisions for your department, your business unit, and your company.

Critical thinkingWORKSHOP 2410

BUSINESS MANAGEMENT SkILLS

NEW!

who shouLd attendAll middle managers and supervisors who want to make better decisions and get better results.

how You wiLL BenefitAfter participating in this workshop, you will be better able to:•Take a structured approach for critical

thinking and problem solving in a complex environment

•Understand, structure and define options for innovative and realistic solutions

•Select the best options for implementation•Get better results by making better

decisions•Increase your value to your employer and

improve your career prospects

toPiCs in this worKshoPThe best way to learn critical thinking and problem-solving techniques is through practice. In this hands-on workshop, you will spend most of the time practicing the concepts and techniques, working in groups and alone. You will cover many tools and methods, including: root cause analysis (Ishikawa), decision tree analysis, 5 Times Why – the Kipling Method, force field analysis, risk assessment, cost-benefit and ROI analysis, Pareto analysis, and others.

2 days / 3024 €

Make better business decisions for your department, your

business unit, and your company

Module 1: Critical thinking and decisions•Identifying and defining problems•Organizations, teams and levels in

decision-making and your contribution•Ownership of problems and decisions•The decision-making process and cycle•Principles of Critical Thinking: a basis for

better decision-making•Decision-making models •The decision-making paradigm shift

Module 2: generating alternative solutions•The difference between problem solving

and decision-making•Problem-analysis models •Creative problem solving: how is it

different from problem solving•Barriers to creative problem-solving•Generating Creative Solutions - techniques•Developing your creativity skills using

vertical and lateral thinking

Module 3: evaluating, selecting and implementing solutions•Decision criteria•Modeling solutions •Implementation as a decision criteria •Getting buy-in for your decision•Communicating decisions: the right way

and the awkward way•Implementing and monitoring of decisions

“ Knowledge cannot be merely a degree or a skill… it demands a broader vision, capabilities in critical thinking and logical deduction without which we cannot have constructive progress.”

– LI KA SHING



Management Centre Europe 19www.mce-ama.com

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9-13 September 2013 . . . . . . . . . . . . London. . . . . . . . . . . . . . . . . . . . .English23-27 September 2013 . . . . . . . . . . . Paris . . . . . . . . . . . . . . . . . . . . . . .English27-31 October 2013 . . . . . . . . . . . . . Dubai . . . . . . . . . . . . . . . . . . . . . .English18-22 November 2013. . . . . . . . . . . . Paris . . . . . . . . . . . . . . . . . . . . . . .English16-20 December 2013 . . . . . . . . . . . . London. . . . . . . . . . . . . . . . . . . . .English20-24 January 2014. . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . .English27-31 January 2014. . . . . . . . . . . . . . Geneva. . . . . . . . . . . . . . . . . . . . .English17-21 February 2014 . . . . . . . . . . . . . Paris . . . . . . . . . . . . . . . . . . . . . . .English17-21 March 2014. . . . . . . . . . . . . . . Geneva. . . . . . . . . . . . . . . . . . . . .English

22-26 April 2013 . . . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . .English27-31 May 2013 . . . . . . . . . . . . . . . . Istanbul . . . . . . . . . . . . . . . . . . . .English10-14 June 2013 . . . . . . . . . . . . . . . . Venice . . . . . . . . . . . . . . . . . . . . .English17-21 June 2013 . . . . . . . . . . . . . . . . Barcelona . . . . . . . . . . . . . . . . . . .English1-5 July 2013. . . . . . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . .English15-19 July 2013. . . . . . . . . . . . . . . . . Munich. . . . . . . . . . . . . . . . . . . . .English22-26 July 2013. . . . . . . . . . . . . . . . . Milan . . . . . . . . . . . . . . . . . . . . . .English5-9 August 2013 . . . . . . . . . . . . . . . . Munich. . . . . . . . . . . . . . . . . . . . .English19-23 August 2013 . . . . . . . . . . . . . . Kuala Lumpur . . . . . . . . . . . . . . . .English2-6 September 2013 . . . . . . . . . . . . . Istanbul . . . . . . . . . . . . . . . . . . . .English

5-day Mini MBa WORKSHOP 1218

5 days / 4664 €

• Gain an all-around view of how business really works

• Be better able to speak the language of business

• Understand and support strategic goals from top management


Understand the core disciplines of general management and how different functions work together to achieve the strategy.Discuss competitive strategy, what it is and how it is formulated and translated throughout the organization, the Customer Value Proposition and its implications for management, processes, systems, and people. Broaden your understanding of finance and performance measures, learn how to budget and how to manage a P&L. Gain the knowledge you need to prepare for a more senior position or to move into a function that is different from your educational background.


who shouLd attendMCE’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.

how You wiLL BenefitBy participating in this workshop you will:•Be better able to read the business

environment and translate changes into competitive strategies for sustainable growth

•Increase your ability to translate strategic organizational goals for your area and implement them more efficiently

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

•Develop a personalized action plan for improving upon return to your job

toPiCs in this worKshoP

strategy implementation and leadership •Mission, vision, strategy and business

plans •Customer Value Proposition •Building the “strategy house” •Management versus leadership •MCE Leadership model

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

Enrich your business know-how with the best management methods

and tools

XXX


Gain a solid overview of the enterprise risk management concept and its influence on your areas of responsibility.

risk Management for Managers WORKSHOP 2422


NEW!

• Understand the importance of a culture of risk awareness

• Work with all of the key elements of a modern risk management process

• Identify the typical risk management organization that monitors the process


who shouLd attendSenior, Line and Functional Managers from any industry, who are confronted with strategy implementation, process enhancements, internal control processes, and who lead teams up to 150 people.

how You wiLL BenefitYou will be better able to: •Understand best practices in a risk

management process and approach •Set objectives for deploying a risk

management process and approach in your area of responsibility

•Proactively contribute to the creation of a risk-awareness culture in your organization

•Understand your organization’s risk management strategy and implement it efficiently in your area

•Become the sponsor of the risk management strategy of your organization

•Define the optimal risk management structure for your organization

toPiCs in this worKshoPBefore joining the workshop, consider the following question: What provisions are there for risk management in your company?

Module a: risk Culture awareness •The importance of culture •The elements of a risk awareness culture •How to create a risk awareness culture

Module B: setting objectives The risk management strategy has to be aligned with the strategic objectives of your organization to enable their achievement. •Strategy house •Customer value proposition •Strategic plan and budget

Module C: risk identification •The four categories of risk: •Strategic risks •Operations risks •Finance risks •Information and communication risks

Module d: risk assessment •Risk assessment tools (risk assessment

matrix) •Quantitative risk assessment •Qualitative risk assessment

Module e: risk response Four types of responses: •Risk avoidance •Risk transfer •Risk reduction •Risk acceptance

Module f: risk Monitoring reporting •Risk cycle diagram •Risk action plan and its components •Risk management organization


13-15 May 2013 . . . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . .English18-20 November 2013. . . . . . . . . . . . Berlin . . . . . . . . . . . . . . . . . . . . . .English

10-12 March 2014. . . . . . . . . . . . . . . Geneva. . . . . . . . . . . . . . . . . . . . .English

3 days / 4254 €

Help create a risk-awareness culture in

your company.

action Planning By the end of the workshop you will have created a top-line action plan via the risk register to better ensure that the changes you envision can become a reality for your business. The MCE Senior Associate will give feedback and recommendations at the conclusion of the workshop.

“ I learned to embrace risk, as long as it was well thought out and, in a worst-case scenario, I’d still land on my feet.”

– ELI BROAD



XXX


Best

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Analyze business problems and structure value-added solutions

from your area of expertise.

“ My greatest strength as a consultant is to be ignorant and ask a few questions.”

– PETER DRUCKER

Consulting skills for Managers WORKSHOP 873

• Analyze business problems and structure value-added solutions from your area of expertise

• Develop closer, more professional relationships with your internal customers

• Further develop your individual potential as an internal expert


Gain the knowledge and skills you need to take a consulting approach and get to the heart of an issue. Then, design a solution that really helps your internal customers and senior management stakeholders.

who shouLd attendManagers and specialists in any support or staff function, such as HR, IT, finance, legal, logistics, marketing research, internal audit etc., who want to contribute higher value to their organisation, and recognize the need to take a consultancy approach to partnering with line or senior management.

how You wiLL BenefitYou will better be able to:•Conduct focused, productive consultancy

meetings, design and facilitate problem-solving workshops

•Successfully project-manage your solution and demonstrate results

•Manage demanding clients and those who are unclear in their expectations


understanding the consulting process•The task and process approach to

consulting•The consulting process and cycle•The critical issues for the internal

consultant role•Moving from colleague to client

perspective

initial client meetings•Managing initial client meetings

successfully•Developing the consultant questions

‘toolkit’•Building rapport and managing client

expectations•The essential success criteria for an initial

client meeting

defining a consulting assignment•What makes and breaks projects and

assignments•The critical factors in project management•Developing a project charter or terms of

reference as a value added document

information gathering meetings•Information gathering interviews•Handling difficult client scenarios•Developing the client assignment to the

next steps•Managing client expectations•Working as a consulting team

understanding client motivations•Developing your consulting antennae to

detect client preferences•Pacing your style to develop client rapport•Understanding your own preferences and

how they impact your clients

Managing organizational change•Understanding the dynamics of managing

organizational change•Assessing organizational change scenarios•Identifying the critical success factors•The role of the internal consultant in

managing change•Real life case study analysis and discussion

Presenting findings and recommendations•Communicating and reporting back to

clients•The key tasks and psychology involved•Using consulting tools to communicate

effectively

•Managing stakeholders and stakeholder analysis

•Making the client presentation - being credible and convincing

•Managing classic problems•Getting the presentation balance right•Planning the next steps

Managing client commitment•Keeping in contact with your client•Maintaining the client’s commitment•Confronting bad news issues•Closing the assignment and exiting

Marketing internal consulting services•Developing a marketing strategy•What are you selling?•Identifying who your key clients are•Defining what your clients want to buy•Organizing to deliver your services

action planning and discussion


2-5 December 2013 . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . .English10-13 February 2014 . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . .English

13-16 May 2013 . . . . . . . . . . . . . . . . Istanbul . . . . . . . . . . . . . . . . . . . .English3-6 June 2013 . . . . . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . .English21-24 October 2013 . . . . . . . . . . . . . London. . . . . . . . . . . . . . . . . . . . .English

4 days / 4459 €


Discover methods and tools that help you better manage your priorities and time.Increase your skills to manage time and stress levels. Learn how to manage your priorities and time to achieve your objectives, cope more effectively with everyday work demands and meet expectations. Communicate more efficiently with bosses, colleagues and team members. And empower your direct reports to manage their time better.

time and stress Management for You and Your People WORKSHOP 859



21-23 May 2013 . . . . . . . . . . . . . . . . Istanbul . . . . . . . . . . . . . . . . . . . .English15-17 July 2013. . . . . . . . . . . . . . . . . Munich. . . . . . . . . . . . . . . . . . . . .English23-25 September 2013 . . . . . . . . . . . Venice . . . . . . . . . . . . . . . . . . . . .English

4-6 November 2013. . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . .English17-19 March 2014. . . . . . . . . . . . . . . Geneva. . . . . . . . . . . . . . . . . . . . .English

3 days / 4049 €

• Prioritize the relentless demands on your time and energy according to those which lead to greater value creation

• Set SMART goals for yourself and your team - and stick to them

• Complete your projects on time and to the satisfaction of stakeholders


who shouLd attendThis workshop is for every manager who needs to gain greater control of his or her time and workload, to improve goal prioritization and achievement skills.

how You wiLL BenefitAs a result of participating on this workshop you will be more productive and more relaxed. You will be better able to:•Defend your goals from encroachment by

others•Manage your workload and energy,

avoiding eventual burn-out•Get your team members to manage their

time better and improve productivity•Handle work-life balance so your efforts at

work and at home are sustainable


defining your time challenges•Assessing your current time management

system and your own personal challenges •Identifying the real time wasters •Identifying some of the time-wasting

practices on your team •Identifying sources of stress •Determining your priorities for change

establishing goals and achieving them •Building business goals based on roles and

responsibilities •Identifying personal goals and priorities •Setting your business goals to support

the mission, objectives and values of your organization Learning to prioritize and re-prioritize to align with your goals and your company’s objectives

•Scheduling time for the important – avoid being driven by the urgent

•Cascading team goals to personal goals •Getting your people to prioritize

Managing your day•Planning and scheduling time to maximize

productivity •Effectiveness vs. efficiency •Maximizing your time and productivity

with people •Techniques to overcome procrastination •Managing focus and energy levels •Managing interruptions – e-mails, phone

calls, unscheduled meetings, crises, drop-in visitors, etc.

•Multi-tasking

Managing your team •Recognizing and managing your team

members’ time management styles •Delegating effectively •Structuring teamwork more efficiently •Manage meetings effectively – including

regular meetings and special meetings •Stop time abuse •Develop good time management habits

on your team

Leverage time by using communication tools and information technologies •Exploring communication options •Determining which medium to use •Tools and techniques for taming email and

voice mail

•Working with team members and managers in multiple time zones

•Time-saving telephone call management techniques

•Managing your time while travelling and away from your office

Managing stress •Recognizing stress •Work/life balance and handling pressure

and stress •Defining your specific challenges to career

and life balance •Discovering the relationship between

stress and performance •Reducing stress for your employees •Techniques for coping with and controlling

stress

Pulling it all together and developing an action plan •Highlighting skills and techniques that can

be implemented immediately •Developing a personal and professional

action plan •Committing to a new time management

approach •Coaching your team to manage their time

productively •Defending your plan assertively •Personal contract

Learn how to manage your time to cope with

everyday work demands.


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Master the basics of management to get things done and create value for your company.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.


essentials of Management WORKSHOP 190


14-17 October 2013 . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . .English12-15 November 2013. . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . .English16-19 December 2013 . . . . . . . . . . . . London. . . . . . . . . . . . . . . . . . . . .English20-23 January 2014. . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . .English17-20 March 2014. . . . . . . . . . . . . . . Paris . . . . . . . . . . . . . . . . . . . . . . .English24-27 March 2014. . . . . . . . . . . . . . . Geneva. . . . . . . . . . . . . . . . . . . . .English

27-30 May 2013 . . . . . . . . . . . . . . . . Milan . . . . . . . . . . . . . . . . . . . . . .English17-20 June 2013 . . . . . . . . . . . . . . . . Barcelona . . . . . . . . . . . . . . . . . . .English1-4 July 2013. . . . . . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . .English22-25 July 2013. . . . . . . . . . . . . . . . . Berlin . . . . . . . . . . . . . . . . . . . . . .English5-8 August 2013 . . . . . . . . . . . . . . . . Paris . . . . . . . . . . . . . . . . . . . . . . .English19-22 August 2013 . . . . . . . . . . . . . . Istanbul . . . . . . . . . . . . . . . . . . . .English23-26 September 2013 . . . . . . . . . . . Venice . . . . . . . . . . . . . . . . . . . . .English

4 days / 4459 €

• Prioritize goals and activities

• Organize workflow and processes

• Monitor results and take action where needed

Your iMMediate advantage>> Complete more tasks and projects and create real

value for your company.

“ Do more than is required. What is the distance between someone who achieves their goals consistently and those who spend their lives and careers merely following? The extra mile.”

– GARY RYAN BLAIR

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

how You wiLL BenefitYou will be better able to:•Improve the outputs from your area of

responsibility•Find more time to devote to leadership

and collaboration with other departments•Manage your budget and KPI cycle •Report results•Run effective meetings•Manage your schedule and energy levels•Manage your boss


Module 1: 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?

Module 2: the Management Cycle •Overview of the management cycle:

planning, organizing, communicating, controlling

•Planning and organizing

•Setting objectives and targets•Budgeting•Establishing working procedures for your

team•Effective communication: methods and

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

against targets

Module 3: Processes and workflows •Aligning your objectives cycle with the

senior management decision cycle •Translating objectives into strategies and

measures •Defining clear roles and responsibilities on

the team •Defining processes and workflows to

achieve objectives through your people •Learn from implementation and strive for

continuous improvement

Module 4: 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

Module 5: 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 further developing your skills and career

Module 6: Managing up •Analyzing your boss’s needs and interests

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

achieving goals•Keeping communication open

Throughout the workshop, you will capture ideas for implementation back at your workplace. At the end of the workshop, you will consolidate your ideas into a personal action plan to implement new behaviors and tools immediately upon your return.



NEW!

Get tools and techniques to manage confusion and disorder and transform chaos into controllable challenges.

Managing Chaos: tools to set Priorities and Make decisions under Pressure WORKSHOP 7740

• Learn fast, easy-to-use tools and techniques to manage unproductive confusion and disorder

• Transform chaos into controllable challenges

• Use the most effective tools to plan your day and adjust to shifting priorities and demands with less stress and greater clarity


Adjust to shifting priorities and demands with less stress and greater clarity.

who shouLd attendManagers with 5 to 15 years of experience who lead departments, units, functions and groups of up to 50 people; specialized senior experts.

how You wiLL BenefitAs a result of participating in this workshop, you will be better able to:•Reduce, clarify and eliminate chaos within

your control •Identify, analyze and determine priority of

your workday •Use a daily action plan to allocate time

and energy •Remain focused and act more decisively

when priorities shift •Become more assertive and strategic in

your communication •Manage interruptions and conflicts with

greater ease •Utilize the right tools to balance and

manage tough choices

toPiCs in this worKshoP•Define chaos you can control •Critical thinking and problem-solving tools

to make tough decisions

•Identify good decision-making considerations

•Assess problems before rushing to solution •Management issues: planning, workload

resources and micromanaging •How to manage changing priorities and

shifting demands •Understand proactive vs. reactive work

approach; time managers vs. priority managers

•Analyze and negotiate how you spend your time

•Employ assertive responses in all situations •Effectively decline requests from

managers, peers and customers •People issues: how to manage different

viewpoints and personalities

“ The role of leadership is to transform the complex situation into small pieces and prioritize them.”

– CARLOS GHOSN


16-18 September 2013 . . . . . . . . . . . . . . . . . . . . . . . . . .Brussels . . . . . . . . . . . . . . . . . . . . . . . . . . . English27-28 January 2014. . . . . . . . . . . . . . . . . . . . . . . . . . . . .Paris . . . . . . . . . . . . . . . . . . . . . . . . . . . . . English

2 days / 3024 €


Package your initiatives in a solid business plan that supports your company strategy.

developing and Presenting Business Plans WORKSHOP 2242

• Write a real business plan for your initiative

• Better estimate the resources your initiative will require, and the business benefits it will achieve

• Present your business plan persuasively to boss, board, peers, investors, direct reports and other stakeholders

Your iMMediate advantage>> Get your business plans approved and supported.


7-10 October 2013 . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . .English17-20 March 2014. . . . . . . . . . . . . . . London. . . . . . . . . . . . . . . . . . . . .English

27-30 May 2013 . . . . . . . . . . . . . . . . Barcelona . . . . . . . . . . . . . . . . . . .English1-4 July 2013. . . . . . . . . . . . . . . . . . . Barcelona . . . . . . . . . . . . . . . . . . .English15-17 July 2013. . . . . . . . . . . . . . . . . Berlin . . . . . . . . . . . . . . . . . . . . . .English

4 days / 4459 €

who shouLd attendAll managers who have to develop and present a business case to senior management

how You wiLL BenefitYou will be better able to:•Package your plan for presentation, written

proposal, and elevator pitch•Defend your idea without getting defensive•Get approval and negotiate real

commitment of resources•Have a better understanding of your own

business issues


day 1: Planning your strategy

different types of Business Plans What is a business initiative? Some are required reporting (budgets, forecasts, performance reports) some are new initiatives (proposals for new business initiatives, exploiting new opportunities or dealing with new threats, proposals for organizational or process changes, etc.)

Considering Your target audience Who is your target audience and what are their concerns? Who are the key decision makers? Who are influencers? Who do you have to persuade? What do they need to know to be reassured your idea is a good one?

Putting your idea in a Broader strategic Context Ensuring your proposal is clearly linked to the strategic objectives of your company.

Articulating concretely how your idea advances the corporate strategic agenda.

Being Clear on Your Personal goals Why are you proposing this business plan? It’s important that you set your own goals, what outcomes you would like to achieve for yourself and your team. Either you have been asked to present an idea, or it was your own initiative. Either way, it is an opportunity - you have a better chance of success when you set clear goals for yourself.

day 2: Packaging your business plan

Building the body of your business plan •Demonstrate clearly how your idea creates

value and contributes to corporate strategic objectives.

•Create a compelling executive summary / elevator pitch of your idea.

•Demonstrate the business benefits, cost-benefit analysis, estimated payback periods, opportunity cost, as appropriate. Describe how the success of your plan will be measured.

•Lay out your assumptions clearly and be prepared to remodel based on a change in assumptions; be ready to justify your assumptions.

•Be explicit about facts that are certain and predictions or assumptions that are uncertain.

•Create an implementation plan with timeline for your idea if it is approved.

•Scope out a project and identify resources required and organizational implications.

Preparing back-up analysis to effectively handle questions and objections •Estimate and illustrate different scenarios

and options, decision criteria behind why you selected the option that you did

•Test your assumptions for sensitivity •Reduce perceived risk - anticipate risks

to implementation and how risk can be mitigated Build in contingencies – time or money – to address uncertainties

•Benchmarking analysis – show best practice from other companies/industries

analysis/data presentation techniques Use management models to present your arguments, some of which could be:

•SWOT analysis •Gap analysis •Trends presentation •Charts and graphics •Gantt charts •PowerPoint tools and templates

Considering different Media for Proposing Your idea •Elevator pitch •Stand up and present •Written plan •Present over electronic media

Considerations Beyond Logical argument Are there likely to be emotional reactions from your target audience that might affect the decision? What do you have to present beyond logical arguments?

day 3: selling your business plan

good presentation techniques •How to open your presentation and set the

right mood •Introduce and roadmap your idea •Go into more detail on the main parts of

your argument •Summarize your argument •Make your closing request and call for

commitment / action •Avoid ramble and waffle •Defending your idea •Handle Q&A smoothly, using your back-up

data •Avoid getting distracted or sidetracked from

your goal •Defend your idea without being defensive

securing commitment and resources •Negotiating timeline and terms for

implementation •Following up, being persistent

day 4: finishing touches •Finalize a clear plan of action if the idea is

implemented, with milestone goals, and your accountability for actions and results clearly outlined




Gain a solid understanding of the issues surrounding the management of vendors, sub-contractors, distributors and outsourced activities that are vital to the success of your business unit or department.

Managing Business Process outsourcing WORKSHOP 2244

• Choose the most suitable providers of goods and services

• Set up workable arrangements with high service levels at an acceptable cost

• Communicate and collaborate to get the best out of your providers



13-16 May 2013 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .Brussels . . . . . . . . . . . . . . . . . . . . . . . . . . . English9-12 December 2013 . . . . . . . . . . . . . . . . . . . . . . . . . . . .London . . . . . . . . . . . . . . . . . . . . . . . . . . . English3-6 February 2014 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .Brussels . . . . . . . . . . . . . . . . . . . . . . . . . . . English

4 days / 4664 €

Productively manage vendors, contractors and

outsourced activities.

who shouLd attendManagers who need to maintain tight control over suppliers of goods and services. Note: This is not a workshop for Purchasing Managers who need to manage overall costs and contracts.

how You wiLL BenefitYou will be better able to:•Set up efficient sub-contracting

agreements, negotiate the terms•Manage internally-provided services

through formal SLA’s•Motivate and manage the performance of

your providers


day 1 – Be clear about what you’re trying to achieve why are you outsourcing – what advantages are you trying to achieve, and what are the implications for how you will structure and manage your deal? •To reduce unit cost – call centers, back

office shared services, functions not visible to customers, distribution, after sales service, purchasing, vehicle maintenance, catering, chunks of manufacturing, or the entire manufacturing process

•To borrow expertise – strategic consultants, engineering expertise, PR/media expertise, specific knowledge

•To keep fixed costs down – to organize an annual conference, or seasonal events,

travel management, volatility in customer demand

•To access resources – distributors and dealers, agents, headhunters

•Solution – bringing different pieces of a solution together, different activities and expertise

•Internal solution providers – contracting internal experts to build/implement for you

selecting a provider •Questions to ask yourself when selecting

a provider and questions to ask your provider

•Managing the bidding process

structuring the deal •Setting up the Service Level Agreement,

contracting the Terms and Conditions •Define performance quality: you can only

contract for what you can measure •Agreeing on performance targets and

what to do when the targets are not achieved, building in penalties

•Making sure the SLA and reason for outsourcing supports your strategic objectives

•especially those processes which are customer-visible

•Defining the escalation process •When to use your brand and when to use

your supplier’s brand (logos, uniforms, e-mail addresses, business cards, etc.)

•Researching the legal and tax implications of outsourcing, including liabilities to clients

day 2 – Managing the outsourcing •Involving provider employees in your

company meetings / activities to inform and create loyalty to your company and its strategy – when is this appropriate?

•Helping providers feel more like partners and less like transactional suppliers – to what extent is this useful?

•Tracking the performance of your provider and ensuring the benefits are greater than

the costs / problems •Regular formal performance reviews •Rewarding for good performance and

sanctioning poor performance •Benchmarking with other providers •Are there direct effects of the provider’s

performance on your company’s KPI’s? •Managing the touch-points between

your provider and your colleagues / your customers, managing the in-house politics on having an activity outsourced

•Managing outsourced employees directly vs. through a client-side manager. How do you influence the provider to behave the way you want?

•Managing processes vs. managing people

•Forming a relationship with a responsible contact person in the provider organisation

day 3 – dealing with Problems •Dealing with changes in demand for the

outsourced service •Dealing with poor performance •Dealing with breaches of quality, ethics,

security and safety •Conflict between providers or between

providers and your staff •Conflict between providers and your

customer •Get the facts, understand the issues

from all sides •Decide on a course of action •Involve the right people to come to a

resolution •Reach agreement •Document the decisions and

communicate to stakeholders •Involve the right people in implementing

the agreement •Manage and monitor to the new

milestones

day 4 – finalizing your action plan •Building management credibility and

authority

“ Take advantage of every opportunity to practice your communication skills so that when important occasions arise, you will have the gift, the style, the sharpness, the clarity, and the emotions to affect other people.”

– JIM ROHN

MCe offers fully customized services in Communication and influence skills that help you to:

Communicate clearly, concisely and effectively to sell your ideas, persuade others to take action and advance in your career.

CoMMUNICAtIoN ANd INfLUeNCe SkILLS

developing Personal influence and impact Best seller . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 28

Communicating to Your senior Management and Key stakeholders Best seller. . . . . . . . . . . . . . . . . . . . . . . . . . . . 29

Business Communication and Presentation skills . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 30

strategic negotiation skills Best seller . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 31

new! how to Communicate with diplomacy, tact and Credibility. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 32

interacting with others to get things done Best seller. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 33

assertiveness for women Best seller . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 34

new! getting results without authority . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 35

new! negotiating to win . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 36

Managing Conflict Best seller . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 37

new! assertiveness for Managers . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 38

9 Collaborate and build good working relationships

9 Communicate clearly and effectively

9 Propose real solutions in terms of costs, profits, customers, competitors and image

9 Use new communication media effectively

9 Present yourself professionally and promote your ideas assertively without being aggressive

9 Persuade others to adopt your ideas and viewpoint

9 Develop a reputation as a reliable, effective and high-performing manager

9 Negotiate contracts, agreements and processes

9 Communicate your technical expertise in a manner that non-technical colleagues can understand

9 Become aware of the emotional components of communicating

9 Learn how to respond to emotionally charged situations with empathy, respect and impact

9 Work effectively with others

9 Manage conflicts between people and groups

9 Improve your business writing skills

CommuniCation and influenCe SkillS



15-18 April 2013 . . . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . .English13-16 May 2013 . . . . . . . . . . . . . . . . London. . . . . . . . . . . . . . . . . . . . .English27-30 May 2013 . . . . . . . . . . . . . . . . Barcelona . . . . . . . . . . . . . . . . . . .English17-20 June 2013 . . . . . . . . . . . . . . . . Istanbul . . . . . . . . . . . . . . . . . . . .English24-27 June 2013 . . . . . . . . . . . . . . . . Barcelona . . . . . . . . . . . . . . . . . . .English1-4 July 2013. . . . . . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . .English8-11 July 2013. . . . . . . . . . . . . . . . . . Milan . . . . . . . . . . . . . . . . . . . . . .English5-8 August 2013 . . . . . . . . . . . . . . . . Munich. . . . . . . . . . . . . . . . . . . . .English19-22 August 2013 . . . . . . . . . . . . . . Kuala Lumpur . . . . . . . . . . . . . . . .English26-29 August 2013 . . . . . . . . . . . . . . Berlin . . . . . . . . . . . . . . . . . . . . . .English

2-5 September 2013 . . . . . . . . . . . . . Istanbul . . . . . . . . . . . . . . . . . . . .English23-26 September 2013 . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . .English14-17 October 2013 . . . . . . . . . . . . . Paris . . . . . . . . . . . . . . . . . . . . . . .English27-30 October 2013 . . . . . . . . . . . . . Dubai . . . . . . . . . . . . . . . . . . . . . .English18-21 November 2013. . . . . . . . . . . . Geneva. . . . . . . . . . . . . . . . . . . . .English2-5 December 2013 . . . . . . . . . . . . . . Milan . . . . . . . . . . . . . . . . . . . . . .English9-12 December 2013 . . . . . . . . . . . . . London. . . . . . . . . . . . . . . . . . . . .English16-19 February 2014 . . . . . . . . . . . . . Dubai . . . . . . . . . . . . . . . . . . . . . .English3-6 March 2014. . . . . . . . . . . . . . . . . Geneva. . . . . . . . . . . . . . . . . . . . .English17-20 March 2014. . . . . . . . . . . . . . . Paris . . . . . . . . . . . . . . . . . . . . . . .English

• Build and leverage your influence and power (and that of others) for value creation and strategy implementation

• Read contexts, situations and people more effectively

• Be better able to “pick your battles” and focus your energies on what’s important


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. Get results with others by collaborating, allocating resources, or harmonizing their operations with yours. Learn techniques for persuading others to do what you know needs to happen. Find and influence the power base in groups you work with. Identify ways to form a relationship network and build coalitions.

developing Personal influence and impact WORKSHOP 205

who shouLd attendManagers who need to implement the strategy and get things done, but who require the collaboration and support of people over whom they have no authority. They need to influence individuals and groups in order to get things done.

how You wiLL BenefitAs a result of participating in this workshop, you will be better able to:•Better navigate politics in your organization,

and between organizations•Understand yourself and others better:

business and personal motivators and drivers•Put your preferred influencing style to better

use, understand its strengths and limitations and build beyond your default style

•Be assertive without being aggressive•Manage difficult situations gracefully,

allowing others to save face•Build your informal network, internally and

externally•Build a reputation for credibility and

trustworthiness

4 days / 4459 €

Persuade others to do what you know needs to

happen.

toPiCs in this worKshoPYou will have many opportunities to practice your influence skills through a variety of case studies, exercises and role plays, with feedback from your facilitator and your fellow participants.

Module 1: You, influence and the Managerial Context Through case studies, self-assessment, role play, peer discussion, and reflection you will: •First, gain awareness of your own

influencing style and skill level •Build a deeper appreciation and

understanding of the role of influence in management

•Get a conceptual introduction to the essentials of influence - power, politics, persuasion, and strategy implementation/goal achievement

•Identify your own influencing challenge with respect to implementing your strategy

Module 2: navigate your organization’s politics •Developing situational awareness and

learning 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, and how to defend yourself against them

•How to construct an influence map as a basis for analysis and development of an influence approach

•Developing your own influence/political map including your own political, power and influence position

Module 3: Build networks and coalitions •The principles behind networking, the

power of an informal network, and how to leverage it for your strategy implementation

•Internal and external networks •The importance of credibility through

empathy, honesty, and trust – hard to build, easy to destroy

•Using the influence map to determine not only what you need, but what your potential coalition partners need in order to be successful – can you help them?

Module 4: Persuade, and win over the resistors •Creating presence and communicating

powerfully •Demonstrating credibility and authenticity

through facts, emotions/values and visuals •Persuasion techniques •Identifying resistance, the different types of

resistors, and how to handle them •Mini-course in conflict handling •Putting it all together •Work on your individual influencing

challenges •Develop an “influencing” action plan

that will help you with executing your department’s strategy

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24-27 September 2013 . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . .English21-24 October 2013 . . . . . . . . . . . . . Paris . . . . . . . . . . . . . . . . . . . . . . .English4-7 November 2013. . . . . . . . . . . . . . Geneva. . . . . . . . . . . . . . . . . . . . .English9-12 December 2013 . . . . . . . . . . . . . London. . . . . . . . . . . . . . . . . . . . .English20-23 January 2014. . . . . . . . . . . . . . London. . . . . . . . . . . . . . . . . . . . .English16-19 February 2014 . . . . . . . . . . . . . Dubai . . . . . . . . . . . . . . . . . . . . . .English17-20 March 2014. . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . .English24-27 March 2014. . . . . . . . . . . . . . . Geneva. . . . . . . . . . . . . . . . . . . . .English

21-24 May 2013 . . . . . . . . . . . . . . . . Istanbul . . . . . . . . . . . . . . . . . . . .English10-13 June 2013 . . . . . . . . . . . . . . . . Venice . . . . . . . . . . . . . . . . . . . . .English17-20 June 2013 . . . . . . . . . . . . . . . . Barcelona . . . . . . . . . . . . . . . . . . .English1-4 July 2013. . . . . . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . .English29 July -1 August 2013 . . . . . . . . . . . Milan . . . . . . . . . . . . . . . . . . . . . .English19-22 August 2013 . . . . . . . . . . . . . . London. . . . . . . . . . . . . . . . . . . . .English26-29 August 2013 . . . . . . . . . . . . . . Kuala Lumpur . . . . . . . . . . . . . . . .English16-19 September 2013 . . . . . . . . . . . Berlin . . . . . . . . . . . . . . . . . . . . . .English

4 days / 4459 €

• Link your activities to the creation of value

• Sell your ideas, report your results, raise issues that need to be addressed and ask for support

• Defend your ideas or data without getting defensive


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.

who shouLd attendAll middle and upper-level managers who propose strategies and ideas, or report performance to senior management or other influential stakeholders.

how You wiLL BenefitYou will better be able to:•Communicate in a way that senior

managers listen to, remember, and are willing to act upon

•Connect what you want to say to the strategic goals of the organization that senior management cares about

•Handle interruptions and tough questions•Move from approval to action•Improve your profile and credibility

toPiCs in this worKshoPYou will bring a key communication project to work on during this workshop During the workshop, you will practice, practice, practice in front of your fellow participants

and a video camera, in a variety of communication and presentation exercises. You will apply what you learn to your own situation and will have the opportunity to “rehearse” your own presentation and get feedback from the facilitator and your fellow participants.

Module 1: senior Management, strategic direction, Communicating and You •The customer value proposition and how

to achieve it as senior management’s key concern

•Crafting your message and linking it clearly to the strategic context to get senior management’s attention

•Implementation planning as an essential ingredient for any proposal

•Segmenting your different stakeholder groups and tailoring your message to the concerns of each

Module 2: Criteria for successful Communicating •Different types of message for different

situations •Including a clear call to action in your

communication •Effective listening for better

communication •Using questions strategically •Non-verbal communications •Storytelling

Module 3: Presenting your ideas Persuasively •Preparing your presentation •Assessing your audience and the context •Getting and keeping attention •Using visual aids, using your voice, using

movement for more impact •Handling tough questions and

interruptions •Managing meetings •Leveraging your personal style and

strengths

Module 4: finalizing your plan for communicating to senior management •Deliver your presentation and get

feedback •Different types of business presentations

you’ll face as your career progresses •Defending your idea assertively •Develop your personal action plan

for communicating to your senior management and key stakeholders

Sell your ideas, answer tough questions and ask

for support.

Communicating to Your senior Management and Key stakeholders WORKSHOP 2185

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6-8 May 2013 . . . . . . . . . . . . . . . . . . Milan . . . . . . . . . . . . . . . . . . . . . .English21-23 May 2013 . . . . . . . . . . . . . . . . Istanbul . . . . . . . . . . . . . . . . . . . .English10-12 June 2013 . . . . . . . . . . . . . . . . Barcelona . . . . . . . . . . . . . . . . . . .English29-31 July 2013. . . . . . . . . . . . . . . . . Milan . . . . . . . . . . . . . . . . . . . . . .English

12-14 August 2013 . . . . . . . . . . . . . . Paris . . . . . . . . . . . . . . . . . . . . . . .English19-21 August 2013 . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . .English18-20 November 2013. . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . .English17-19 March 2014. . . . . . . . . . . . . . . Geneva. . . . . . . . . . . . . . . . . . . . .English

• Improve your ability to formulate your communication for greater impact

• Give powerful presentations

• Develop your personal and authentic style of communicating as a leader


Increase 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.

Business Communication and Presentation skills WORKSHOP 2312

who shouLd attendAll managers whose work depends on interaction and exchange with partners, customers, superiors, colleagues, teams and external stakeholders, and who are using or considering using technology to communicate, sell, persuade, or collaborate.

how You wiLL BenefitAs a result of participating in this workshop, you will be better able to communicate and present with impact, using different media and channels including face-to-face, telephone, meetings and teleconferences, webinars, email and social media. This includes the ability to: •Keep attention and interest going during

your presentation•Choose communication channels best fit

for purpose •Leverage the advantages of different

channels and overcome the challenges •Be able to read your audience’s reaction

(even if you can’t see them) •Make an impact and get the results you

are aiming for •Save travel time, energy and expense

toPiCs in this worKshoPThis is a flexible workshop, adjusted to the needs of each participant group. You will get plenty of opportunity to practice your communication through different media.

3 days / 4254 €

Before the workshop, you will: •Complete some background reading on

the key concepts •Provide us with information regarding your

role, your challenges and expectations •Prepare and bring with you one to two

example presentations you have given or will give

Communication context •What is your communication purpose in

the organization? •What do you need to communicate about,

with whom and to what goal? •What tools are at your disposal? What do

you use and how effective is it? •How clear is communication in your

company? Why? •What can you do about it? •How does better communication help in

your career?

Being clear and effective •Setting clear goals for communication •Understanding needs of person to whom

you are communicating •Framing communications for improved

understanding •Active and effective listening •Questioning skills •Clear verbal and visual expression •Giving and receiving feedback •Testing for understanding

Communication styles and preferences •Personality Styles and Communication

Styles •Cultural factors affecting communication •Assessing communication effectiveness

understanding different media and choosing channels •Review of different media, e.g. face-to-

face, telephone, email, text messaging, video/web conferencing, webinars, blogs and social media. How they work – strengths and limitations

•What factors to consider when choosing media; what works well, in which circumstances

•Single or multiple channels? •How to manage when using less optimal

media •How to manage when things go wrong in

your communication •How to measure effectiveness

asynchronous communication skills •Smarter ways to use email •Being clear and simple •Group collaboration platforms •Getting others to contribute meaningfully •Smarter information storage and access

synchronous communication skills – presenting in real time! •Preparation and follow-up to maximize a

real-time gathering •Visual aids •Delivering with confidence •Voice and modulation •Inviting participation •Managing questions and discussion •Getting audience feedback even when you

can’t see them •Managing time

getting into action •How to establish team guidelines for email

and other communications •Scoping out your plan, set milestones and

key success criteria

Use a variety of media to communicate your ideas

with impact and style.




16-18 September 2013 . . . . . . . . . . . Istanbul . . . . . . . . . . . . . . . . . . . .English23-25 September 2013 . . . . . . . . . . . Venice . . . . . . . . . . . . . . . . . . . . .English28-30 October 2013 . . . . . . . . . . . . . Paris . . . . . . . . . . . . . . . . . . . . . . .English16-18 December 2013 . . . . . . . . . . . . London. . . . . . . . . . . . . . . . . . . . .English20-22 January 2014. . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . .English3-5 March 2014. . . . . . . . . . . . . . . . . Geneva. . . . . . . . . . . . . . . . . . . . .English

15-17 April 2013 . . . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . .English6-8 May 2013 . . . . . . . . . . . . . . . . . . Milan . . . . . . . . . . . . . . . . . . . . . .English17-19 June 2013 . . . . . . . . . . . . . . . . Barcelona . . . . . . . . . . . . . . . . . . .English1-3 July 2013. . . . . . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . .English22-24 July 2013. . . . . . . . . . . . . . . . . Milan . . . . . . . . . . . . . . . . . . . . . .English12-14 August 2013 . . . . . . . . . . . . . . Paris . . . . . . . . . . . . . . . . . . . . . . .English9-11 September 2013 . . . . . . . . . . . . Paris . . . . . . . . . . . . . . . . . . . . . . .English

3 days / 4254 €

• Analyze and appraise negotiation situations

• Use effective bargaining techniques and strategies

• Create win-win outcomes for your team and the other negotiating party, thus creating higher value and better relationships


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

who shouLd attendExperienced managers of every function, both line and support, who recognize the need to negotiate their way to achieving objectives in today’s complex organizations. Participants should already have a basic level of negotiation skill to get the most out of this workshop.

how You wiLL BenefitYou will be able to better influence the environment around you and come to workable deals that lead to better business results by:•Preparing a cohesive negotiation strategy

for important deals•Defending yourself against aggressive

negotiating tactics•Dealing with different cultures and

negotiation styles•Managing your emotions and behaviour•Keeping everyone focused on positive

outcomes throughout the negotiation process

toPiCs in this worKshoPThe workshop is largely practice-oriented. You’ll be able to practice the techniques in engaging role plays and business simulations, with feedback from your

facilitators and fellow participants on your effectiveness.

day 1

quick review of the basics •Skills and competencies of a good

negotiator•Different types of negotiation situation•Basic concepts (win-win vs. win-lose,

BATNA, ZOPA, etc) •Evaluating the situation: when to

negotiate and when not

the negotiation Process You know negotiation is a process, but it’s easy to lose sight of the different stages and techniques for each stage when you’re in the heat of the discussion. We look at the challenges of each stage, what tends to go wrong and best practice in setting it right. •Stage 1: Setting goals •Stage 2: Research interests and

alternatives of both parties •Stage 3: Plan strategy •Stage 4: Exchanging information •Stage 5: Opening the negotiation •Stage 6: Bargaining to create highest

value •Stage 7: Closing with real commitment to

the deal

day 2

negotiation strategy and techniques •Negotiating/conflict handling styles - you

vs. others and how the styles interact •Choosing a negotiation style appropriate

for the situation •Creative bargaining – identifying

opportunities for win-win •Negotiation tactics and techniques for

different situations (strong hand, weak hand, etc.)

•Cross-cultural negotiations

•Defending yourself against high-pressure negotiation tactics

•Team negotiation exercise

day 3

handling Yourself in a negotiation Through some theory and more practical application you will learn: •Assertiveness and conflict management

skills •Managing the relationship •Managing your emotions and behaviour,

and keeping everyone focused on positive outcomes throughout the negotiation process

•Building credibility and reputation for fair dealing

•Different schools of ethics •Complex, multi-party negotiation exercise

Create win-win outcomes, higher value and better

relationships.

strategic negotiation skills WORKSHOP 781

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“ If you come to a negotiation table saying you have the final truth, that you know nothing but the truth and that is final, you will get nothing.”

– HARRI HOLKERI



NEW!


1- 2 July 2013 . . . . . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . .English12- 13 November 2013 . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . .English

18-19 November 2013. . . . . . . . . . . . Geneva. . . . . . . . . . . . . . . . . . . . .English3- 4 March 2014 . . . . . . . . . . . . . . . . Geneva. . . . . . . . . . . . . . . . . . . . .English

• Communicate efficiently and tactfully with clients, direct reports, colleagues, your boss and senior management

• Strengthen your communication effectiveness with active listening

• Gain insights into your communication style and that of others


Choose and use the most appropriate words and emotional tone for every business situation.

how to Communicate with diplomacy, tact and Credibility WORKSHOP 7736

who shouLd attendProfessionals who want to advance their credibility with diplomatic communication should attend this valuable communication skills seminar.

how You wiLL BenefitHow well you communicate can make or break your professional image, influencing how others view your work, your performance…even your technical skill sets and your prospects for career mobility. This communication skills seminar will teach you how to choose and use the most appropriate words and emotional tone for every business situation. In just two days, you’ll gain insights into your communication style and that of others, while providing you with skills for clearly and effectively receiving and transmitting information, ideas, thoughts, feelings and needs. As a result of participating in this workshop, you will be better able to:•Respond in a professional manner, even

when you’re out of your comfort zone •Elicit cooperation and respect by modeling •Improve your image through the increased

self-awareness you will gain in this communication skills seminar

2 days / 3024 €


how diplomacy, tact and Credibility influence how others Perceive You •How “image” impacts others’ perception

of you, your credibility and your job performance

•Use diplomacy, tact and credibility to positively impact your image

•Communication-based components of image

Communication style differences: the insight inventory® •Develop awareness of your

communication style •How stress negatively impacts how you

communicate •“Read” others so that you can

communicate more effectively •Utilize diplomacy, tact and credibility when

communicating across styles

effective and Powerful Communication skills •How to positively impact the visual, verbal

and vocal components of communication

Listening for effective Communication •The barriers and obstacles to effective

listening •How good listening is critical as a

“receiver” of a communication message •Build rapport through good listening skills •How to use active listening skills •Using listening skills to build and improve

your “image”

using diplomacy, tact and Credibility •Understand how and when to use

diplomacy •How and when to be tactful •The concept of credibility: what it is, how

to use it when communicating •Five actions for credible communication •How to handle difficult situations with

diplomacy, tact and credibility

Your Communication action Plan •Create an action plan to follow at

work after you’ve completed this communication skills seminar

•Sign a “follow-up” contract

Have thoughtful and diplomatic interactions in

difficult situations.

“ Tact is the art of making a point without making an enemy.”

– ISAAC NEWTON






13-16 May 2013 . . . . . . . . . . . . . . . . Istanbul . . . . . . . . . . . . . . . . . . . .English17-20 June 2013 . . . . . . . . . . . . . . . . Barcelona . . . . . . . . . . . . . . . . . . .English1-4 July 2013. . . . . . . . . . . . . . . . . . . Amsterdam. . . . . . . . . . . . . . . . . .English5-8 August 2013 . . . . . . . . . . . . . . . . Paris . . . . . . . . . . . . . . . . . . . . . . .English19-22 August 2013 . . . . . . . . . . . . . . Kuala Lumpur . . . . . . . . . . . . . . . .English26-29 August 2013 . . . . . . . . . . . . . . London. . . . . . . . . . . . . . . . . . . . .English

23-26 September 2013 . . . . . . . . . . . Venice . . . . . . . . . . . . . . . . . . . . .English28-31 October 2013 . . . . . . . . . . . . . Paris . . . . . . . . . . . . . . . . . . . . . . .English25-28 November 2013. . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . .English16-19 December 2013 . . . . . . . . . . . . London. . . . . . . . . . . . . . . . . . . . .English13-16 January 2014. . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . .English9-12 March 2014. . . . . . . . . . . . . . . . Dubai . . . . . . . . . . . . . . . . . . . . . .English

• 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 key to your success


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.

interacting with others to get things done WORKSHOP 180

who shouLd attendAll managers who feel the need to increase their business effectiveness by improving their relationships with others

how You wiLL BenefitRelationships matter for getting things done. Even if your business skills are sharp, it may still be difficult to achieve your objectives because collaboration with others is difficult. This workshop equips you with the skills to improve your business contribution by improving your collaboration and relationship skills. You will develop more constructive interactions and better working relationships with the people you need to get your job done. More specifically, you will be better able to:•Approach difficult people and collaborate

with them to get the job done•Know your own style, how you are

perceived by others•Recognize other styles in your colleagues

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

toPiCs in this worKshoPThis workshop is not only limited to our time together in the classroom. You will be in contact with your facilitator before and

4 days / 4459 €

after you come to MCE, and will also have a follow-up meeting on line with your fellow participants to report on progress.

Before the workshop You will do some light reading about key concepts in the workshop. You will have a confidential telephone conversation with your workshop facilitator to share some of the key areas of interpersonal skills you would like to develop or improve.

during the workshop

Context and purpose •Attributes of interpersonally effective

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

workplace conflicts in the context of your overall strategy and objectives.

•Setting shared goals to work toward

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 •Clashing 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 bridge across different styles to collaborate more effectively.

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

exemplary practice in interpersonal relations •Better communication and listening

techniques •Influencing skills •Negotiating your way to better

relationships – techniques and exercises •Resolving conflicts in the spirit of win-win

and achieving company objectives •Conducting difficult conversations with

tact, candor, and aiming for results

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

personal action planning

after the workshop You will implement your action/development plan to improve your key working relationships. Your facilitators will follow your progress and will contact you during the implementation period for a coaching conversation.

Collaborate more effectively with others to achieve your objectives.

“ Unity is strength… when there is teamwork and collaboration, wonderful things can be achieved.”

– MATTIE STEPANEK




24-27 June 2013 . . . . . . . . . . . . . . . . Barcelona . . . . . . . . . . . . . . . . . . .English22-25 July 2013. . . . . . . . . . . . . . . . . Milan . . . . . . . . . . . . . . . . . . . . . .English9-12 September 2013 . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . .English

18-21 November 2013. . . . . . . . . . . . Paris . . . . . . . . . . . . . . . . . . . . . . .English27-30 January 2014. . . . . . . . . . . . . . Geneva. . . . . . . . . . . . . . . . . . . . .English

• Assert yourself gracefully, even in a male dominated business environment

• know your purpose and goals and communicate this clearly to your key stake holders

• Use your own assertiveness and personal style to advantage


Learn how to assert yourself and compete productively without being aggressive.

assertiveness for women WORKSHOP 2348

who shouLd attendFor women at any level who would like to make better arguments, get listened to, sell their ideas, and make their impact while still retaining their own (female) style.

how You wiLL BenefitMany women have difficulty asserting themselves because they don’t want to appear as too aggressive. But this can cost in lost productivity and in slowing down your career progression. Being assertive is a core management skill. You need it to ensure your team gets a fair chance for resources and for influencing the decisions that affect you.After this workshop you will be better able to: •Build your profile and reputation, gain

visibility for your work •Use different techniques and types of

power •Know your core competences, and use

them to advantage •Remain authentic even in challenging

situations •React mindfully rather than through blind

instinct or emotion •Influence others to collaborate toward

shared goals, or your goals •Handle aggressive people •Build a network, and coalition of

supporters •Manage your stakeholders •Become a better communicator •Have a concrete action plan to strengthen

your assertiveness skills even further in the future

4 days / 4459 €

toPiCs in this worKshoPThe workshop will be facilitated by a female senior manager who has held several management positions in multinational organizations. She will help you to find your strengths and develop your assertiveness. The workshop will be an interactive mixture of self-reflection, awareness tests, skills practice, business games, exercises and peer feedback.

Before the workshop Before coming to the workshop, you will identify some of your assertiveness challenges. Think about and be prepared to share some real-life situations where you would have liked to be more assertive.

Module 1: Putting assertiveness in a managerial context •Assertiveness as a positive thing, not to be

confused with aggression•Why you need to be assertive in business•The costs of not being assertive•Strategic and business context for decisions,

behaviour and your assertiveness challenge•Why women have more difficulty being

assertive and how to overcome this•Your assertiveness style and how it impacts

others•Building your profile: professional credibility•Different forms of power, how and when to

use them

Module 2: assertiveness based on your core qualities •Find your strengths as a woman and as an

individual, and use them for the benefit of all•Your personal style and how others experience

it; flexing your style to others’ preferences.•Communicating assertively – get your point

across•How to assert yourself in a meeting, on

a team or a board when you are the only woman

•Being accountable and responsible, and ensuring that others are accountable and responsible for their own deliverables

•Negotiate and influence for your goals, without letting stress over results destroy the process

•Improve your perceived power and credibility - stop apologizing for everything

Module 3: use your assertiveness to handle difficult people and manage your stress factors •Conflict is a fact of organizational life. How

to handle it constructively.•How to deal with aggressive people•How to deal with overly passive people•Difficult conversations, giving and receiving

feedback•Your conflict style and how to use it•How to say No without feeling guilty•Finding opportunities to negotiate, and

build greater value out of conflicts•Recognize stress symptoms and your

personal stress factors

Module 4: improve your assertiveness by building a network •Real success requires allies – the importance

of networking for your current goals and your entire career

•Reasons why women network less and how to overcome these

•How to build and maintain a network•Identifying and analyzing your stakeholders•Building influence and rapport with

important stakeholder groups

Module 5: action plan to make your improved assertiveness a sustainable behaviour •Setting SMART goals for improvement:

quick wins and long term transformations•Continuous development including practice

and reflection•Sustainable improvement: making your new

assertive ability a permanent part of your competence

Get the buy-in and support of senior

management, direct reports and colleagues in

other departments.



Create a collaborative work environment for

faster, better results.

• Adapt behaviour patterns that build credibility

• Persuade with a framework of discovery, preparation and dialogue

• Master the key components of negotiation


Learn how to influence others when there is lack of authority by using your personal power, persuasion and negotiation.

getting results without authority WORKSHOP 7738

who shouLd attendAny professional who needs to get work done through others—or who needs to convince another person to buy into an idea or follow up on a request.

how You wiLL BenefitAfter participating in this workshop, you will be better able to:•Establish or regain credibility so you can

begin to influence people •Effectively use your power base to

persuade others •Understand the person you’re trying to

influence—and persuade through give-and-take Develop and grow relationships within your organization and beyond

•Create a collaborative work environment for faster, better results

•Let work styles and communication differences work for, not against, you

•Successfully sell your ideas and implement change

•Achieve trust and give-and-take relationships up, down and across the organization

•Influence people while projecting self-confidence without being pushy

•Adapt your style to the person or situation you’re dealing with

•Identify various negotiating techniques that promote win-win outcomes


Personal Power •Understanding your personal power •Personal power behaviours •Attributes of effective/ineffective

influencers •Your power relative to the other person •Influence strategies •Commitment Model: why commitment

from others doesn’t happen by chance

reciprocity and relationships: the first step in the influence Process •Mental model of influence •Reciprocity assessment and case study •Principles of reciprocity •Building relationships •Creating partnership

Personal Preference •Linkages between personal styles and

reciprocity, relationship, partnership •Style indicator and interpretation tool •Blind spots in your self-knowledge •The negative attribution cycle

Persuasion •Key components of persuasion: discovery,

preparation, dialogue •The need to adjust to different audiences •Understanding the world of the other

person •The role of investment and risk in

persuasion •Achieving credibility •Managing stakeholders •Reaching a common goal •Selling your position by providing evidence •Connecting emotionally •Best form of communication: listening,

questioning •Practicing persuasion techniques

when Conflict Comes Between You and Your desired results •Approaches to conflict resolution •Conflict activity •Giving and receiving feedback •Using a win-win mind-set

getting Better results through negotiation•Power, information, timing and approach •Basic principles of negotiation •Various steps in negotiation •Final negotiation activity

developing an action Plan

“ It is wise to persuade people to do things and make them think it was their own idea.”

– NELSON MANDELA

NEW!


16-18 September 2013 . . . . . . . . . . . . . . . . . . . . . . . . . .London . . . . . . . . . . . . . . . . . . . . . . . . . . . English10-12 March 2014. . . . . . . . . . . . . . . . . . . . . . . . . . . . . .Geneva . . . . . . . . . . . . . . . . . . . . . . . . . . . English

3 days / 4254 €





NEW!

• Get step-by-step process for effective negotiation

• Identify and understand the problem and work to find alternative solutions

• Close the gap between the current situation and what both parties want


Gain the skills, insights and competencies required in all negotiations.

negotiating to win WORKSHOP 7742

who shouLd attendIndividuals and teams who are responsible for negotiating the best possible terms of an agreement for their organization.

how You wiLL BenefitWhether it’s allocating resources for a project, funding a new initiative or establishing a supply chain for a new product or service, negotiation is inevitably at the heart of the process. But few people understand the structure, techniques and approaches available to them as they seek to positively influence an outcome. This hands-on seminar gives you a step-by-step guide to effective negotiation. You must identify the problem, understand it from the other’s perspective, generate alternative solutions and select a solution that benefits both sides. All parties need each other to achieve their goals. Negotiation focuses on solving the problem and closing the gap between what both parties want. After participating in this workshop, you will be better able to:•Know when—and when not—to

negotiate •Develop an effective plan and strategy for

any negotiation •Know what behaviour to adapt at each

stage of the negotiation

•Adjust your communication style to achieve desired results

•Successfully apply the principles of persuasion to any negotiation situation

•Effective negotiate face-to-face, on the phone or through e-mail and other media


what is negotiation? •The basic concepts of negotiation •What is negotiable in typical business

situations •Identify approaches to negotiation

negotiation stages •Identify the six stages of negotiation •Use appropriate behaviours in each of the

stages •Define the influences on the negotiation

process

Planning Your negotiation •Plan a negotiation •Determine a settlement range •Apply the planning framework in practice

negotiation

Persuasion •Apply the persuasion process •Use the frame/reframe process to

understand the other party •Examine possible approaches to use when

there is confrontation •Use listening skills in the negotiation

process

Communication •Describe the characteristics of dual styles

and their impact on negotiations •Describe how to adapt style to maximize

the results of negotiations •Identify why negotiations become derailed

and how to avoid negotiation traps

Crafting a strategy for Your negotiation •Plan a strategy to apply your negotiations •Describe the process of identifying a

problem or issue for negotiation •Identify steps and techniques for choosing

appropriate communication methods •Create and apply a strategy for a business

negotiation simulation

action Plan

Develop an effective plan and strategy for any

negotiation.

“ During a negotiation, it would be wise not to take anything personally. If you leave personalities out of it, you will be able to see opportunities more objectively.”

– BRIAN KOSLOW


12- 14 November 2013 . . . . . . . . . . . . . . . . . . . . . . . . . .Geneva . . . . . . . . . . . . . . . . . . . . . . . . . . . English10- 12 March 2014 . . . . . . . . . . . . . . . . . . . . . . . . . . . . .London . . . . . . . . . . . . . . . . . . . . . . . . . . . English

3 days / 4254 €



• Accept conflict as part of organizational life and discover its constructive potential

• Equip yourself with the tools to face and resolve conflicts in a win-win manner

• Create an environment for safe and respectful handling of conflict


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.

Managing Conflict WORKSHOP 897

who shouLd attendManagers who regularly need to resolve conflicts, either within their own teams, or in cross-functional relationships with teams whose collaboration they need to get the job done.

how You wiLL BenefitYou will be better able to: •Resolve conflicts in which you are

involved, as well as those of third parties •Face and handle conflicts assertively, and

with greater confidence, leveraging your own strengths

•Get to the underlying, unexpressed issues in a conflict

•Go for solutions that are workable and acceptable for all parties involved

•Manage emotions- yours and those of others


understanding conflict •What is conflict?•The driving forces of conflict•The types and phases of conflict•Conflict as a negative versus a positive

force

self-assessment in conflict situations •Exploring your own beliefs about conflict•Conflict situations in your life•Personal conflict style assessment

instrument•Dealing with the conflict styles of others

assessing the conflict •Conflict analysis model•Differentiating between positions and

interests•Disentangling the dimension of conflict•Stakeholder analysis

Your roadmap to constructive conflict resolution •Establishing and achieving outcomes•Developing a step by step process towards

your goals•Strategies and steps towards lasting

solutions•Identifying the hurdles to reaching your

outcomes

Communication in conflict •Active listening and effective information

management•Appropriate assertive communication•Giving and receiving constructive criticism•The role of perception

Managing emotions •Developing awareness of your emotions•Recognizing your emotional triggers•How to deal with your emotions in conflict•How you can deal with emotional

response of others

Culture and conflict •The role of culture in conflict•What to pay attention to•How to use cultural diversity constructively

Identify the issues, resolve the conflict and

create value for your organization.

“ Genuine tragedies in the world are not conflicts between right and wrong. They are conflicts between two rights.”

– GEORG WILHELM FRIEDRICH HEGEL




6-8 May 2013 . . . . . . . . . . . . . . . . . . Milan . . . . . . . . . . . . . . . . . . . . . .English13-15 May 2013 . . . . . . . . . . . . . . . . Istanbul . . . . . . . . . . . . . . . . . . . .English1-3 July 2013. . . . . . . . . . . . . . . . . . . Amsterdam. . . . . . . . . . . . . . . . . .English16-18 September 2013 . . . . . . . . . . . London. . . . . . . . . . . . . . . . . . . . .English

23-25 September 2013 . . . . . . . . . . . Paris . . . . . . . . . . . . . . . . . . . . . . .English18-20 November 2013. . . . . . . . . . . . Geneva. . . . . . . . . . . . . . . . . . . . .English8-10 December 2013 . . . . . . . . . . . . . Dubai . . . . . . . . . . . . . . . . . . . . . .English10-12 March 2014. . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . .English

3 days / 4049 €



NEW!

• Learn how your behaviour style impacts your overall performance as a manager

• Improve your assertiveness skills for a more effective approach

• Use assertiveness skills to take control of a situation without alienating others


Learn how to channel assertiveness skills to interact more effectively with people throughout your organization.

assertiveness for Managers WORKSHOP 7741

who shouLd attendExperienced managers and seasoned professionals with four or more years’ of experience who want to build their strengths, resolve conflicts smoothly and exercise greater influence on others.

how You wiLL BenefitAfter participating in this workshop, you will be better able to:•Improve communication by using

assertive-responsive skills •Acquire a more polished and powerful

communication style and let your leadership ability emerge

•Tap other people’s resources to get the job done

•Empower yourself and your staff •Exercise greater influence on others


Conscious communication •Describe examples of conscious and

unconscious communication •Explain the thoughts-feelings-

behaviours model and its importance for understanding and controlling your communication

•Define beliefs and describe their role in your communication

•List the factors that can help you become a flexible communicator, responding appropriately to different situations

the assertive/responsive model •List the four quadrants in the assertive/

responsive model and describe their corresponding behaviours and attitudes

•Explain the human needs and beliefs that drive individuals into one mode of behaviour or another

trying on the model •Be able to identify statements as assertive,

responsive, aggressive, or non-assertive as well as those that erode self-esteem

•Formulate your own assertive and responsive statements using each skill discussed, and respond appropriately to the statements of other participants

•Employ these communication strategies to reach consensus in a team

•Use a positive feedback discipline in your teamwork

assertive/responsive skill building •More complex content •More complex team challenges

Listening responsively •Use your assertive skills to clearly stake out

a potion without becoming aggressive •Explore another person’s position and

demonstrate complete understanding of the opposing view

emotions and conflict •Be able to identify your own emotional

triggers and better recognize those of others

•Describe your “personal zone of control” •Be prepared to manage conflict:

•Resolving it where cooperation is present and emotions are under control -lowering the emotional temperature where necessary and possible

•Deciding with confidence to disengage when it is not possible to resolve or de-escalate conflict

Persuade others to help you reach your goals.

“ It’s a fact that you’re going to have a different opinion or view on certain topics or issues. You need to stand your ground by sharing your view.”

– MICHAEL BARBARULO


12-14 August 2013 . . . . . . . . . . . . . . London. . . . . . . . . . . . . . . . . . . . .English21- 23 October 2013 . . . . . . . . . . . . . London. . . . . . . . . . . . . . . . . . . . .English

10- 12 February 2014 . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . .English

3 days / 4254 €

Communication styles •Analyze a conversation, characterize the

statements in it, and draw conclusions about the communication style demonstrated

•Identify the styles of others

Your action plan •Prepare a plan for improvement back on

the job •On the subject of your goals and plans,

receive the benefit of feedback and coaching from members of your team and the experience of supplying the same to them

“ There is joy in work. There is no happiness except in the realization that we have accomplished something.”

– HENRY FORD

the workshops in this section address the knowledge and skills required to be a high-performing and valued executive assistant.

select a workshop, choose a convenient date and location and register today.

for more information on any of our workshops, contact MCe at: +32 2 543 21 20 or email us at [email protected]

Develop the knowledge and capabilities you need to fulfil a vital role in your organization.

exeCUtIVe ASSIStANtS

Communication and influence for executive assistants Best seller . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 40

the Professional executive assistant Best seller. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 41

the fundamentals of finance for executive assistants . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 42

Project Management for executive assistants Best seller . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 43

writing skills for executive assistants . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 43

ExEcutivE AssistAnts

Management Centre Europe www.mce-ama.com40

• Become more aware of how your personality and style affect the way you make decisions, communicate and work with others

• Understand your values and what motivates you

• Deal more effectively with behaviours and emotions in yourself and others


Improve the way you interact and work with others, particularly when under stress.

Communication and influence for executive assistants WORKSHOP 899

who shouLd attendExperienced staff members, including: executive assistants, office professionals, support staff and coordinators.

how You wiLL BenefitYou will be better able to:•Use ‘soft’ skills and abilities to maximize

your personal and professional potential•Identify your strengths and qualities that

are the sources of self-empowerment•Work with others more confidently under

pressure•Take on future challenges


self-awareness•Personal assessment: examining

values, beliefs, attitudes, strengths and shortcomings and how they relate to the way you work and live with others

•Assessing personal and professional goals•Understand your values and motivation

‘drivers’•Define your personality types•Your roles in work and at home

Develop the people skills to maximize your personal and

professional potential.

Personal openness•Personal style, valuing differences•Impact of style on cultures•Giving and receiving feedback•Presenting yourself/your ideas with

confidence and clarity•Developing a positive image

handling conflict, frustration and stress•What is stress?•Its positive and negative effects on us•Know how to cope under stress and

pressure•Taking and maintaining control•Personality and stress•Relaxation and positive motivation

techniques that ensure success•Making choices•Managing and thriving on our emotional

intelligence

assertiveness•Understanding internal and external

sources of conflict•Expectations of others•Defining assertiveness and its impact•The rights you give yourself•Behaviours and words that count•Dealing with emotions, negotiating with

win/win outcomes•Self-valuing•Developing self-confidence•Ability to say no and overcoming guilt

Making commitments to your personal development•Making choices and managing personal

change•Building self-esteem and emotional

intelligence•Creative visioning•Being clear about the results you want•Making personal and professional action

plans•Developing your network

“ To effectively communicate, we must realize that we are all different in the way we perceive the world and use this understanding as a guide to our communication with others.”

– TONY ROBBINS


22-24 April 2013 . . . . . . . . . . . . . . . . Milan . . . . . . . . . . . . . . . . . . . . . .English10-12 June 2013 . . . . . . . . . . . . . . . . Barcelona . . . . . . . . . . . . . . . . . . .English28-30 October 2013 . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . .English

25-27 November 2013. . . . . . . . . . . . Geneva. . . . . . . . . . . . . . . . . . . . .English9-11 December 2013 . . . . . . . . . . . . . London. . . . . . . . . . . . . . . . . . . . .English

3 days / 2614 €



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Management Centre Europewww.mce-ama.com 41

• Acquire skills for managing your time more effectively

• Gain skills in team-working and cross-departmental team collaboration

• Be able to act more assertively when appropriate


Define and set personal objectives and develop a plan for your own career and knowledge development

the Professional executive assistant WORKSHOP 170

who shouLd attendExecutive Assistants, Executive Secretaries and Administrative Assistants who manage a range of responsibilities, projects and tasks in support of senior executives.

how You wiLL BenefitBy attending this workshop, you will:•Enhance your interpersonal skills•Improve your formal and informal

communication skills•Become a more confident decision maker•Be able to apply creative thinking to

difficult situations


the role of the Professional executive assistant •Understanding organizations, new

business and organizational trends, and how this affects the executive assistant’s role

•Understanding yourself, your boss and others (styles and profiles)

•Tips for cross-cultural and remote working

improving informal and formal communication skills •Skills and strategies for handling important

relationships (e.g. bosses, customers and colleagues)

Become a confident decision-maker and

better manage your work and career.

•Tools and techniques to improve performance through better listening, comprehension and self-projection

•Practical tips for improving self-confidence through non-verbal communication

assertiveness •Effective techniques for negotiating,

persuading and influencing others •How to be assertive (not passive or

aggressive) •Managing difficult relationships with tact

and professionalism

groups and team-working •Practical approaches to effective team

working and cross (departmental) team collaboration for the executive assistant

Managing time... effectively! •Time management techniques •Setting priorities and activity strategies •Effective delegation 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 analyzing issues •Concentrating, thinking clearly and

making decisions effectively •Getting your decisions implemented

“ Effort only fully releases its reward after a person refuses to quit.”

– NAPOLEON HILL


15-18 April 2013 . . . . . . . . . . . . . . . . Milan . . . . . . . . . . . . . . . . . . . . . .English17-20 June 2013 . . . . . . . . . . . . . . . . Barcelona . . . . . . . . . . . . . . . . . . .English8-11 July 2013. . . . . . . . . . . . . . . . . . Paris . . . . . . . . . . . . . . . . . . . . . . .English22-25 July 2013. . . . . . . . . . . . . . . . . Milan . . . . . . . . . . . . . . . . . . . . . .English19-22 August 2013 . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . .English

21-24 October 2013 . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . .English18-21 November 2013. . . . . . . . . . . . Geneva. . . . . . . . . . . . . . . . . . . . .English9-12 December 2013 . . . . . . . . . . . . . London. . . . . . . . . . . . . . . . . . . . .English17-20 March 2014. . . . . . . . . . . . . . . Geneva. . . . . . . . . . . . . . . . . . . . .English24-27 March 2014. . . . . . . . . . . . . . . Istanbul . . . . . . . . . . . . . . . . . . . .English

4 days / 2819 €



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• Recognize the figures that give key information on the business

• Be more capable and effective in supporting your manager in preparing analyses and reports

• Understand how overall company performance is measured


Understand the language of finance and accounting and how to measure overall company performance.

the fundamentals of finance for executive assistants WORKSHOP 111

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

how You wiLL BenefitYou 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

Better assist your manager in financial

matters.


how to talk the basic language of finance and accounting •Definitions and terms•The function and fundamentals of

accounting•Numbers - the common language of

business

the key financial statements •Learning the construction and purpose of

the profit and loss account, the balance sheet, the statement of sources and uses of funds and the statement of retained earnings

•Understanding how these statements interrelate

•How to really understand your company’s annual report

how is an international business financed? •International financial management•Short, medium or long-term financing•Understanding the various sources of

finance and their different uses•What is the difference between debt and

equity financing?

how do you measure overall company performance? •Calculating return on investment (ROI)

helping to prepare a business plan •Understanding the principles behind a

business plan•Understanding 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

“ When you have mastered numbers, you will in fact no longer be reading numbers, any more than you read words when reading books. You will be reading meanings.”

– W. E. B. DU BOIS


27-29 May 2013 . . . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . .English26-28 August 2013 . . . . . . . . . . . . . . Berlin . . . . . . . . . . . . . . . . . . . . . .English

9-11 December 2013 . . . . . . . . . . . . . London. . . . . . . . . . . . . . . . . . . . .English24-26 March 2014. . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . .English

3 days / 2614 €





2 days / 2409 € 2 days / 2409 €

13-14 June 2013 . . . . . . . . . . . . . . . . Barcelona . . . . . . . . . . . . . . . . . . English23-24 September 2013 . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English26-27 January 2014. . . . . . . . . . . . . . Dubai . . . . . . . . . . . . . . . . . . . . . English

22-23 April 2013 . . . . . . . . . . . . . . . . Milan . . . . . . . . . . . . . . . . . . . . . English27-28 May 2013 . . . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English27-28 June 2013 . . . . . . . . . . . . . . . . Barcelona . . . . . . . . . . . . . . . . . . English8-9 July 2013. . . . . . . . . . . . . . . . . . . Paris . . . . . . . . . . . . . . . . . . . . . . English26-27 August 2013 . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English9-10 September 2013 . . . . . . . . . . . . Berlin . . . . . . . . . . . . . . . . . . . . . English28-29 October 2013 . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English12-13 December 2013 . . . . . . . . . . . . London. . . . . . . . . . . . . . . . . . . . English

writing skills for executive assistants WORKSHOP 1052

Project Managementfor executive assistants WORKSHOP 872Learn key principles of writing with

focus, shaping your message and managing minutes of meetings. Act as a central partner, interact

with various departments and monitor the budget and schedule.who shouLd attend

Management assistants, executive secretaries and administrative assistants.

how You wiLL BenefitYou will learn how to:•Write successful and effective letters, minutes, proposals,

executive summaries and emails•Structure documents quickly •Communicate clearly, concisely and persuasively •Handle difficult situations effectively in writing

toPiCs in this worKshoPAs an executive assistant, you often find yourself in a position where you are presenting your organisation and its activities in writing. What you write, and how you write it, can have an important impact on the people reading your words both inside and outside the organisation.

Your words matter.

This workshop helps you identify the tools and strategies that work best in the different situations in which you communicate in writing. It will also help you develop the fundamental skills needed to be an efficient writer someone who can get the right words on paper quickly and effectively. You will be able to communicate more clearly, more concisely and more persuasively.•Words and their impact, both inside and outside the organization•The tools and strategies that work best in the different situations •The fundamental skills to get the right words on paper quickly

and effectively

who shouLd attendThis workshop is designed for those who carry out assignments, whether or not they are called projects, in any business area or profession, including:•Executive assistants and administrators•Business centre services staff•Project support staff, such as coordinators, project assistants and

people performing non-technical assignments and administrative projects

how You wiLL BenefitAfter attending this workshop, you will:•Feel more confident about accepting responsibility for new projects•Understand the importance of communication within the project

team•Be able to identify and apply useful and appropriate tools that will

help you manage the process more effectively•Be better able to stay in control of your projects, however dynamic

your business environment may be•Know how to deal with unexpected setbacks

toPiCs in this worKshoPLearn the skills and the structure that will help you manage longer-term projects; act as a central partner interacting with various departments, and keep an eye on the budget and schedule. •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“ The short words are best, and old

words, when short, are best of all.” – WINSTON CHURCHILL

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“ I understand that finance can be very complex.” – KEVIN HARRINGTON, AMERICAN BUSINESSMAN

MCe also offers fully customized services for your organization. MCe’s expertise and capabilities in finance management can support your team in the following areas:

Prepare the Finance Team to play their key role in strategic decisions in your organization.

fINANCe SkILLS

fundamentals of finance and accounting Best seller . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 45

treasury and Cash Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 46

Budgeting, forecasting and Cash flow Management Best seller. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 47

strategic finance for senior finance executives . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 48

financial Planning and analysis for Controllers Best seller. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 49

Project Management accounting. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 50

9 Controlling

9 Implementation of IFRS and US GAAP

9 Financial planning and analysis

9 Treasury and cash management

9 Project management accounting

9 Accounting for risk-based liabilities

9 Internal accounting controls to prevent and detect fraud

9 Budgeting, forecasting and cash-flow analysis for non-financial managers

9 Understanding financial reports for non-financial managers

Finance SkillS


• Understand the role of finance and the basics of accounting

• Be able to read and understand financial statements, including the P&L balance sheet and cash flow statement

• Learn the basics about the budgeting process and its impact on your role


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

fundamentals of finance: understanding the Balance sheet and the Profit and Loss account WORKSHOP 67

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

how You wiLL BenefitYou will gain a better understanding of the principles and methods of financial management, recognize and understand the monetary implications of the decisions you make, and take wider responsibility for the company’s financial performance as a whole.

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

concepts of finance •Better understand the requirements of

finance •Apply financial concepts and methods to

your own business decisions

Known across Europe as “the” course for all

managers requiring an understanding of finance

principles.


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

various 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 management

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

working capital and asset management •Understand the importance of working

capital management •Learn about methods to measure

inventory, accounts receivable, accounts payable

•Discuss various methods to reduce inventory

•Discuss various methods to reduce accounts 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

decisions •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

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27-31 May 2013 . . . . . . . . . . . . . . . . Istanbul . . . . . . . . . . . . . . . . . . . .English24-28 June 2013 . . . . . . . . . . . . . . . . Barcelona . . . . . . . . . . . . . . . . . . .English1-5 July 2013. . . . . . . . . . . . . . . . . . . Milan . . . . . . . . . . . . . . . . . . . . . .English15-19 July 2013. . . . . . . . . . . . . . . . . Berlin . . . . . . . . . . . . . . . . . . . . . .English22-26 July 2013. . . . . . . . . . . . . . . . . Istanbul . . . . . . . . . . . . . . . . . . . .English2-6 September 2013 . . . . . . . . . . . . . Berlin . . . . . . . . . . . . . . . . . . . . . .English16-20 September 2013 . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . .English23-27 September 2013 . . . . . . . . . . . Istanbul . . . . . . . . . . . . . . . . . . . .English

14-18 October 2013 . . . . . . . . . . . . . Paris . . . . . . . . . . . . . . . . . . . . . . .English18-22 November 2013. . . . . . . . . . . . Geneva. . . . . . . . . . . . . . . . . . . . .English25-29 November 2013. . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . .English9-13 December 2013 . . . . . . . . . . . . . Milan . . . . . . . . . . . . . . . . . . . . . .English20-24 January 2014. . . . . . . . . . . . . . London. . . . . . . . . . . . . . . . . . . . .English27-31 January 2014. . . . . . . . . . . . . . Geneva. . . . . . . . . . . . . . . . . . . . .English17-21 March 2014. . . . . . . . . . . . . . . Geneva. . . . . . . . . . . . . . . . . . . . .English

5 days / 4664 €

Finance SkillS


Examine procedures and policies to support effective treasury operations and long-term cash flow management.

treasury and Cash Management WORKSHOP 2188

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

how You wiLL BenefitThis workshop is for finance professionals working in companies that have grown and internationalized significantly, and who now wish to update and enhance their knowledge and approach in the different aspects of international treasury management.

After participating in this workshop, 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 funding concerns •Manage stock options and warrants•Apply knowledge and skills in the

different aspects of international treasury management

Enhance your knowledge of the different aspects

of international treasury management.


treasury management in the corporate strategy •Gain a solid overview of the current

challenges and scope of corporate treasury •Review the role of corporate finance and

treasury against the competitive strategy of your company

Cash management: process optimization •Update your knowledge on best practice

for cash and liquidity management, including cash flow forecasting and working capital management

•Explore how to select of technology solutions available for treasury and cash management

•Explore how to set up cash pooling and select the right financial institution

•Learn strategies and tactics for influencing and interfacing with your business stakeholders, such as your general manager and the sales management of your company, to ensure alignment and collaboration for the financial health of the company

financial risk management •Gain updated methods for financial risk

assessment and explore hedging strategies for handling different types of risk, including:

•Financial risk•Exchange rates•Interest rates•Commodity risks•Credit risks

Corporate finance •Discuss latest strategies for minimizing

corporate tax through adoption of cross-border tax optimization schemes

•Discover possible ways for enhancing the corporate treasury practices in your company, thereby improving the financial results and reducing risk


1-3 July 2013. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .Brussels . . . . . . . . . . . . . . . . . . . . . . . . . . . English28-30 October 2013 . . . . . . . . . . . . . . . . . . . . . . . . . . . .Brussels . . . . . . . . . . . . . . . . . . . . . . . . . . . English

3 days / 4254 €

• Develop long-term cash flow management techniques

• Assess and review treasury instruments to support corporate expectations and goals

• Set up productive capital structures that enable you to manage capital funding costs


Finance SkillS


• Increase your ability to identify, plan and budget, measure, monitor, and achieve organizational objectives

• Base your business decisions on solid analysis of financial drivers

• Apply tools and methods to improve your financial performance


Gain the financial skills and tools to make realistic budgets, manage cash, and deliver results.

Budgeting, forecasting and Cash flow Management WORKSHOP 85

who shouLd attendSenior managers of operational units, general managers, or department heads with budget responsibility

how You wiLL BenefitAfter participating in this workshop, you will be better able to:•See how your deliverables fit into the

wider context of your organization’s goals, and how you impact the big picture

•Pinpoint the key drivers of financial performance in your unit

•Plan the projects activities that will help you achieve your goals

•Allocate tasks that need to be achieved by your team members, with appropriate metrics

•Prepare a realistic budget and gain approval from senior management

•Communicate progress on your goals to key stakeholders

•Prepare a financial investment case for projects and initiatives

•Establish meaningful forecasts and business plans


Budgets and forecasting •Preparing and presenting annual plans •Getting approval from senior management

Look into the future, make the right analyses,

and make the right decisions.

•Rolling forecasts – what are they and how to prepare /manage them

•Re-forecasting when there are changes in the environment

•Variance analysis and reporting •Actions required to get back on track and

achieve the goals

sources of finance and cash flow •Clients, customers, investors, donors,

investments, bank loans, etc. •Raising new finance – different methods •Managing cash flow: when credit and

cash are tight •Short term vs. long term – taking care of

today while planning for the future

Customers, clients and key activities •Who are our customers or clients and why

should they prefer us? •Segmenting customers by their real needs

– identifying the profitable segments •Which products or services are bringing

the profits which are not? •Managing customer loyalty as a driver of

future revenues •Implications of going for growth vs. going

for profit •Marginal costing and pricing decisions

new product development and launch •Product life cycles •Growth and profit matrix for managing a

portfolio of products/services/activities •Buy or build decisions •R&D costs •Time-to-launch / time-to-market

assumptions •Future predictions of growth and profit for

new activities

Capital expenditure decisions •Benefits of the proposed investment and

impact on cash flows •Total costs of the proposed investment •Asset depreciation rates and how to

calculate them •Payback period

•Internal rate of return •Risk analysis •Putting it all together and presenting your

argument

insourcing and outsourcing •Core vs. non-core activities •When to do it •How to do it •Preparing a business case including costs,

people, physical assets, emotions, strategic considerations, etc.

Profit improvement Programmes •Setting up a plan for improvement •Setting must-win goals, must-do activities,

milestones, measurements and reporting mechanisms

•Allocating resources and responsibility •Achieving quick wins while keep an eye on

the big picture

dealing with finance departments •Understanding finance basics – P&L,

Balance Sheets and Cash Flow statements •Key financial ratios that drive the business •Non-tangible benefits – can they be

measured? •Managing the mutual relationship

between finance and the rest of the organization

Best

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13-17 May 2013 . . . . . . . . . . . . . . . . Milan . . . . . . . . . . . . . . . . . . . . . .English24-28 June 2013 . . . . . . . . . . . . . . . . Barcelona . . . . . . . . . . . . . . . . . . .English22-26 July 2013. . . . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . .English19-23 August 2013 . . . . . . . . . . . . . . London. . . . . . . . . . . . . . . . . . . . .English16-20 September 2013 . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . .English

23-27 September 2013 . . . . . . . . . . . Istanbul . . . . . . . . . . . . . . . . . . . .English21-25 October 2013 . . . . . . . . . . . . . London. . . . . . . . . . . . . . . . . . . . .English27-31 January 2014. . . . . . . . . . . . . . Paris . . . . . . . . . . . . . . . . . . . . . . .English24-28 February 2014 . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . .English

5 days / 4664 €

Finance SkillS


Use best-practice tools to reposition the Finance Department to address new issues and demands.

strategic finance for senior finance executives WORKSHOP 2186

who shouLd attend CFOs, senior financial managers, company controllers and their direct reports

how You wiLL BenefitYou will be better able to:•Develop an all-round view of modern

finance functions and the roles in the organization.

•Know how to implement strategies effectively through people and different responsibilities

•Enrich your understanding of different information needs and requirements within the business

•Apply an effective solution


Preparation Read selected articles that will be actively used during the three days. Complete and return a questionnaire that enables the facilitator to understand your expectations of the workshop and your current career challenges.

Module a: finance role and responsibilities •Roles and responsibilities facing the

finance function•Critical needs and expectations of the

parties involved

Improve your personal understanding of the

broader aspects of your role and of business.

•Internal and external information user groups

•Differing compliance needs and expectations by area

•The role of finance in the greater aspects of the organization and strategy

•Finance relationships with other departments and functions

Module B: finance role in strategy development and implementation •The role of a CFO of a public company•Challenges and issues facing financial

managers in a changing, dynamic environment

•How to think strategically and act as a leader across multiple business functions

•Strategy and leadership models•Mission, vision, strategy and business

plans •Customer Value Proposition •Building the “strategy house” •Management versus leadership •Strategy implementation framework •The leadership action plan •You as a leader •Leading in a changing environment •Innovation

Module C: finance department structural issues and Concerns •The role of finance in the development

and implementation of corporate strategy•Alternative structures and solutions•Managing the impact of change on

people and operating activities•Rebalancing the compliance /

management function

•Strategy alignment problems and concerns in the finance department

•Employee leadership and training •Managing user needs and expectations •Addressing real world information system

issues and requirements •Financial planning and budgeting

implications •Defining workable and effective long term

KPIs

Module d: Conclusion and wrap-up •Own company overview and assessment •Group discussions and facilitator coaching •Personal action planning and your next

steps •Post-programme reading list


21-23 August 2013 . . . . . . . . . . . . . . . . . . . . . . . . . . . . .Istanbul . . . . . . . . . . . . . . . . . . . . . . . . . . . English16-18 December 2013 . . . . . . . . . . . . . . . . . . . . . . . . . . .Brussels . . . . . . . . . . . . . . . . . . . . . . . . . . . English

3 days / 5279 €

• Gain insights into the broader aspects of your finance role

• Develop a new understanding of the factors impacting the finance function, strategy development and alignment factors

• Focus on the relationship between strategy, key performance metrics, external and internal information requirements, compliance management, people and leadership


“ Strategic planning is worthless - unless there is first a strategic vision.”

– JOHN NAISBITT

Finance SkillS


• Identify the requirements of an effective controller and manager

• Select and develop different budget systems and procedures

• Perform basic analyses of budgets and reported actuals


Examine accounting regulations, budgeting, forecasting and KPI tools to support your company’s financial reporting activities.

financial Planning and analysis for Controllers WORKSHOP 84

who shouLd attendFinancial managers responsible for controllership, financial planning, budgeting and reporting

how You wiLL BenefitBy participating in this workshop you will increase your skills and ability to: •Understand and perform the function

of Financial planning and analysis in the company’s planning and control cycle

•Review and prepare rolling financial forecasts as alternative measures of performance

•Identify and manage business-relevant KPI’s at business unit and corporate levels

•Perform basic action-oriented reporting


the role of the Controller The controller’s functions and role in the organization, management strategies, and how to become an effective controller •The controller’s status in business •Changing role of the controller •Controllership functions and organizational

relationships •The controller’s role in management •Selling ideas to upper management •Managing in a rapidly changing

environment •Motivation up and down

Understand the role of the controller in

the financial planning process.

financial planning and budgeting systems •Characteristics of a planning and control

cycle •Strategic planning, business planning, and

operational planning •Today’s need for financial planning •Characteristics of different types of financial

planning

financial Planning and Budgeting

Budgeting functions and systems •Function of budgeting •Systems of budgeting •Different types of budgets: sales, operations,

and capital budgets •Beyond budgeting?

Budgeting process, procedures and behaviour •How to organize the budgeting process •Roles and responsibilities •Contingency and slack in budgets •What makes a good budget •Budgeting: games people play •Case study: Budgeting

accounting regulations, KPi’s and analyzing financial Performance

Latest developments in accounting regulations: Measure progress toward organizational targets; Key performance indicators (KPI) •Strategy and KPI •External and internal KPI •Financial and non-financial KPI •Corporate and business unit KPI •Mini-case study: KPI

analyzing financial performance •Purposeofperformanceanalysis•Managementandeconomicperformance•Differenttypesofanalysis•Interpretingandunderstandingoutcomes•Mini-casestudiesaboutanalysis

reporting, risks, forecasting and actions Reporting financial numbers alone is no longer acceptable. Reports should also include analyses and forecasts. Optimally, they should lead the way forward to achieve pre-defined goals. One purpose for reporting is to communicate messages to specific audiences. Eventually the reports need to induce change and mark the start of corrective actions to put the system back on track again. Performance reports by controllers need to reflect this point of view. The necessary ingredients are topics for discussion during the workshop.

reporting, Managing risks and forecasting More and more controllers are being asked not only to look backwards, but also to look ahead to what is likely to happen. Therefore, it is imperative that controllers understand the concept of rolling forecasts and the associated risks in achieving a set of goals. •Identifying and managing risks •The need for forecasting •Rolling forecasting: Revenue, costs and

capital forecasting •Relation between budgeting and reporting •Reporting formats and the target audience:

basic rules of communication

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

reporting

summary •Wrap up •Evaluation

Best

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27-30 May 2013 . . . . . . . . . . . . . . . . Istanbul . . . . . . . . . . . . . . . . . . . .English19-22 August 2013 . . . . . . . . . . . . . . London. . . . . . . . . . . . . . . . . . . . .English18-21 November 2013. . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . .English

3-6 February 2014 . . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . .English10-13 March 2014. . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . .English

4 days / 4459 €

Finance SkillS


Identify steps and procedures to accurately forecast project returns, revenue recognition and completion costs.

Project Management accounting WORKSHOP 2283

who shouLd attendYou are a project manager, estimator, or senior executive wanting to gain a better understanding of the accounting for the projects for which you are responsible.

how You wiLL BenefitThe workshop provides an overview of the project accounting requirements, the differing basis of calculation between U.S. and non-U.S. companies, the issues and factors in cost to complete and percentage completion estimates, as well as the impacts of changed estimates and retrofit activities.

During the three days of the workshop, participants will be involved in managing a large multi-stage project, taking into account all financial aspects of the role including establishing effective reporting systems, determining the basis of completion estimates and addressing cost and expense - forecasting.After participating in this workshop, you will be better able to:•Understand the implications of changes in

timetables and completion dates •Evaluate long-term-project performance

and returns•Manage a large multi-stage project•Take into account all financial aspects of

the role •Establish effective reporting systems•Determine the basis of completion

estimates •Address cost and expense-forecasting

Gain the tools and skills needed to establish effective reporting

systems and address cost and expense in projects.

toPiCs in this worKshoPThe workshop is based on a case study that focuses on accounting for projects. It addresses issues and concerns with respect to revenue and profit recognition and quantification. We will specifically address how and when to recognize revenue on projects and what accounting regulations and procedures are to be addressed to determine the level of both revenue and profitability to be recognized.

Preparation•Pre-workshop reading assignments•Expectations and motivations

questionnaire•Identification of current carrier challenges

Project accounting, regulations and requirements•A review of the accounting regulations for

projects •US GAAP and IFRS•US GAAP multi-stage deliverable

contracts and project based accounting requirements

•The basis of percentage completion accounting, rules and requirements

•Application and scope of project accounting under IFRS

•Capitalization of interest costs associated with long term project financing

securing the job and defining the Plan•Cost and expense budgeting•Time estimation•Milestone targets•Sub-contractor and supplier estimates•Cash flow forecasting and trigger dates•Determining project structure and pricing•Fixed vs. variable vs. turnkey pricing•Estimating project profitability and

contingency planning

Percentage of Completion and variances•Defining an appropriate basis for costing

variances•Managing and pricing client change

requests

•Validating percentage completion estimates

•Updating and costing contingencies

Completion, Contingencies and rectification Cost estimate•Defining warranty periods•Estimating rectification and repair costs•Insurance and recoveries•Claims and counter claims•Revised profit estimation•What is completion and how is it

determined•Effective completion vs. Full completion

Conclusion and wrap-up•Own company overview and assessment•Group discussions and facilitator coaching•Personal action planning and your


16-18 December 2013 . . . . . . . . . . . . . . . . . . . . . . . . . .Brussels . . . . . . . . . . . . . . . . . . . . . . . . . . English17-19 February 2014 . . . . . . . . . . . . . . . . . . . . . . . . . . . .Berlin . . . . . . . . . . . . . . . . . . . . . . . . . . . . English

3 days / 4254 €

• Develop an overview of best practice in accounting for multi-period projects

• Be in a position to evaluate long-term project performance and returns

• Recognize the inter-related aspects of cost and revenue recognition


“ Society needs people who can manage projects in addition to handling individual tasks.”

– MARILYN VOS SAVANT

“ A rock pile ceases to be a rock pile the moment a single man contemplates it, bearing within him the image of a cathedral.”

– ANTOINE DE SAINT-ExUPERY

MCe also offers fully customized services for your organization, based on our expertise in innovation. we can help you:

Establish a roadmap for innovation, set up processes, tackle obstacles and create an innovation culture in your company.

INNoVAtIoN

new! developing Your Creative thinking . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 52

new! Managing innovation. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 53

9 Create a shared language and agenda for innovation

9 Implement an “innovation roadmap”

9 Put in place the right processes and tackle the obstacles to innovation

9 Open your processes to outside inputs

9 Establish “creation networks” to drive innovation across traditional boundaries

9 Align people to the innovation strategy

9 Create a discipline and a culture for innovation

9 Find opportunities for value creation through creativity beyond new product innovation

9 Lead and manage for creativity

9 Apply creative techniques to solving problems and generating new ideas

9 Focus people on a shared idea of innovation

9 Choose high-value target areas for innovation

INNOVATION


• Think outside of the box

• Find innovative solutions to tough business challenges

• Manage creativity and the creative process in your team


Use creative thinking techniques to generate fresh, new and innovative business ideas.

developing Your Creative thinking WORKSHOP 2420

who shouLd attendManagers at any level who want to develop their creative thinking skills and establish creative processes in their teams

how You wiLL BenefitDo you wish you were better at thinking out of the box? Creative thinking can create business value by generating fresh, new and innovative business ideas, or by finding innovative solutions to tough business challenges. This workshop teaches you creative thinking techniques, as well as how to manage creativity and the creative process in your team.As a result of participating in this workshop, you will be better able to:•Generate new ideas•Find creative solutions to difficult

challenges•Establish a habit of creative thinking •Lead for creativity on your team

toPiCs in this worKshoPThroughout the workshop, you will approach creativity from many different angles, both practical and conceptual. You will exercise your creativity through lots of hands-on practice. The following topics and activities are included:

Module 1: innovation Context for Creativity •Creativity versus innovation •Challenges •Strategic directions

Think creatively and manage the creative

process in your team.

Module 2: Creative thinking tools •Brain-writing •Associations •Inside creativity •Idea stimulation •Brainstorming •The creativity process •Morphological analysis •Idea screening •Lateral thinking •6 Thinking Hats •Mind Mapping •Visualizing •Assumptions •Orthodoxies •Synectics

Module 3: Managing Creativity •You •Ideas •KPIs •Culture •Leading Your Team •Prototyping • Process

Module 4: wrap-up and action Plan

“ It’s sort of a mental attitude about critical thinking and curiosity. It’s about mindset of looking at the world in a playful and curious and creative way.”

– ADAM SAVAGE

NEW!


10-11 October 2013 . . . . . . . . . . . . . . . . . . . . . . . . . . . .Brussels . . . . . . . . . . . . . . . . . . . . . . . . . . . English30-31 January 2014. . . . . . . . . . . . . . . . . . . . . . . . . . . . .Paris . . . . . . . . . . . . . . . . . . . . . . . . . . . . . English

2 days / 3024 €

INNOVATION


“ Innovation is not the product of logical thought... although the result is tied to logical structure.”

– ALBERT EINSTEIN

• Get your people focused on a shared idea of innovation

• Choose high-value target areas for innovation

• Set up the right processes, and tackle the obstacles to innovation


Gain the tools you need to manage innovation in order to create high value and competitive advantage for your company.

Managing innovation WORKSHOP 2419

who shouLd attendMiddle and Senior managers who are responsible for making innovation happen in their company, or in their part of the company, and who need a strategic and management framework on which to build their innovation processes and culture.

how You wiLL BenefitAs a result of participating in this workshop, you will be better able to: •Manage the innovation process, roles,

responsibilities and rewards •Implement open collaboration, across

teams and with outside partners, even customers, for value-creating innovation

•Create a discipline and culture for innovation

toPiCs in this worKshoPDuring this highly interactive workshop, you will explore concepts, examples, tools and models for innovation, and build a plan for managing innovation in your organization.

Module 1 - strategic challenges •Create growth •Changing environment •Innovation myths vs. realities •Innovation language

Module 2 - innovation strategy •Strategic directions •Risk •Patents •Innovation strategy framework

Create a discipline and culture for innovation.

Module 3 - innovation models •Innovation landscapes •The 360° of innovation •Open innovation •Best cases •Learning from failure •Your company’s innovation project

Module 4 – Connecting with customer •Lifecycles •Market research for innovation •Co-creation with customers •Industry and company orthodoxies

Module 5 - idea generation methods •Creativity methods •Brainstorming & brain writing •Mind mapping •Six thinking hats •Morphological analysis •Idea screening

NEW!


7-9 October 2013 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .Brussels . . . . . . . . . . . . . . . . . . . . . . . . . . . English27-29 January 2014. . . . . . . . . . . . . . . . . . . . . . . . . . . . .Paris . . . . . . . . . . . . . . . . . . . . . . . . . . . . . English

3 days / 4254 €

Module 6 - innovation processes & structure •Innovation roadmaps •Stage gate process •Organizing innovation

Module 7 - innovation resources •Financial sources •Project portfolios •Resource maps •Human resources •Innovation stakeholders

Module 8 – executing the innovation strategy •Leadership behaviours for innovation •Creating the innovation culture •Working in teams •Innovation metrics and performance

management systems

Module 9 – action Planning •Finalizing and presenting your company’s

innovation project •Workshop conclusions

“ Effective leadership is not about making speeches or being liked; leadership is defined by results not attributes.”

– PETER DRUCKER

MCe also offers fully customized services for your organization. to help managers get the most value out of their people, we offer the following expertise:

Increase your abilities to meet the challenge of leading teams and organizations in today’s business environment.

LeAderSHIPANd PeoPLe MANAgeMeNt

Managing and Leading People in an international environment Best seller. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 55

new! Leading with emotional intelligence . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 56

developing Leadership: special edition for women. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 57

Leadership for senior Managers Best seller . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 58

developing Leadership Best seller. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 59

new! Coaching skills for Managers . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 60

new! Change Management. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 61

Leadership and team development for Managerial success. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 62

Leading international and remote teams Best seller. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 63

Leadership for senior Managers: special edition for women Best seller . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 64

new! Leadership for senior Managers in international Public organizations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 65

9 Tools and techniques for enabling teams to implement strategy

9 Motivating and managing diverse teams

9 Creating accountability and addressing performance issues

9 Women in management and leadership roles

9 Leading international teams

LEADERSHIP & PEOPLE MANAGEMENT


• 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

• Coach your people, give and receive feedback professionally


Gain the tools to manage your people – despite differences in culture, working styles and business experience.

Managing and Leading People in an international environmentWORKSHOP 176

who shouLd attendManagers 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.

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

performing team in an international environment

•Establish fair process for people management: build trust, respect and accountability

•Conduct performance reviews more effectively and more confidently

•Manage performance: leverage high performance and address low performance

•Manage motivation and reward •Manage development, promotions and

mobility

Get the skills you need to manage the people on

any team.

•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

organization 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 together effectively

•Making cultural diversity an advantage

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

your objectives•Structure, organization, roles and

responsibilities•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

Best

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15-19 April 2013 . . . . . . . . . . . . . . . . Milan . . . . . . . . . . . . . . . . . . . . . .English13-17 May 2013 . . . . . . . . . . . . . . . . Istanbul . . . . . . . . . . . . . . . . . . . .English10-14 June 2013 . . . . . . . . . . . . . . . . Venice . . . . . . . . . . . . . . . . . . . . .English17-21 June 2013 . . . . . . . . . . . . . . . . Barcelona . . . . . . . . . . . . . . . . . . .English1-5 July 2013. . . . . . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . .English8-12 July 2013. . . . . . . . . . . . . . . . . . Milan . . . . . . . . . . . . . . . . . . . . . .English22-26 July 2013. . . . . . . . . . . . . . . . . Berlin . . . . . . . . . . . . . . . . . . . . . .English5-9 August 2013 . . . . . . . . . . . . . . . . Munich. . . . . . . . . . . . . . . . . . . . .English26-30 August 2013 . . . . . . . . . . . . . . London. . . . . . . . . . . . . . . . . . . . .English16-20 September 2013 . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . .English

23-27 September 2013 . . . . . . . . . . . Istanbul . . . . . . . . . . . . . . . . . . . .English21-25 October 2013 . . . . . . . . . . . . . Paris . . . . . . . . . . . . . . . . . . . . . . .English18-22 November 2013. . . . . . . . . . . . Geneva. . . . . . . . . . . . . . . . . . . . .English9-13 December 2013 . . . . . . . . . . . . . Milan . . . . . . . . . . . . . . . . . . . . . .English16-20 December 2013 . . . . . . . . . . . . London. . . . . . . . . . . . . . . . . . . . .English20-24 January 2014. . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . .English17-21 February 2014 . . . . . . . . . . . . . Berlin . . . . . . . . . . . . . . . . . . . . . .English3-7 March 2014. . . . . . . . . . . . . . . . . Geneva. . . . . . . . . . . . . . . . . . . . .English9-13 March 2014. . . . . . . . . . . . . . . . Dubai . . . . . . . . . . . . . . . . . . . . . .English

4days / 4664 €

“ A leader takes people where they want to go. A great leader takes people where they don’t necessarily want to go but where they ought to be.”

– ROSALYNN CARTER



Use EI competencies to go from being a good to a great, emotionally intelligent leader.

Leading with emotional intelligence WORKSHOP 7735

who shouLd attendSenior managers and leaders who want to enhance their overall performance and create a healthy, productive workplace and organizational culture.

how You wiLL BenefitAfter participating in this workshop, you will be better able to:•Recognize the benefits of EI to personal

development and leadership •Understand EI competencies and how to

develop them •Identify personal strengths/ limitations

using the Emotional and Social Competency Inventory

toPiCs in this worKshoPEmotional intelligence (EI) has become well known throughout the business world as a crucial component of leadership effectiveness. Intellect and business expertise can only carry you so far if emotional intelligence is lacking. Dr Goleman’s EI model focuses specifically on the behavioural level, on performance at work and on organizational leadership.

Develop the skills to ensure you are a highly effective, emotionally

intelligent leader.

Participants will be shown how you can use them to go from being a good to a great, emotionally intelligent leader. You’ll get tools and techniques to help you deepen your ability to lead and become more effective in helping your organization deliver the results it needs.

the Meaning and value of emotional intelligence •Defining Emotional Intelligence (EI) and its

impact on effective leadership •Understanding the brain and the

emotional response system •Making the business case for EI •Relating the behaviours, impact

and challenges of EI on workplace performance

•Identifying your critical work relationships and their importance to your role as a Leader

explaining the ei Competency framework •Applying the four domains in the EI model

to Leadership •Explaining the relevant competencies

associated with each domain •Utilizing EI to increase effectiveness in

critical work relationships

gaining Personal insight into Your ei Competencies through a self-assessment •Debriefing the ESCI profile •Describing your EI strengths and

challenges to illustrate your ESCI profile •Selecting developmental areas for

enhancing your EI skills •Being aware of your personal reactions to

the self-assessment

tools and techniques for increasing Competence in the four domains of ei•Self-Awareness, Self-Management, Social

Awareness and Relationship Management•Describing developmental activities that

will increase skill and understanding •Practicing developmental activities

associated with each domain

using a variety of Leadership styles to increase emotional Competence•Identifying the six leadership styles and

their impact on a leader’s effectiveness•Assessing your use of each of the

leadership styles•Aligning the EI competencies in each of

the leadership styles •Selecting one activity that will enhance

leadership effectiveness

utilizing ei Competencies and techniques in Leadership roles•Illustrating people and process connections

in your own company•Recognizing the impact of EI on work and

team relationships•Considering perspectives of others

regarding one’s emotional competence•Identifying behaviours associated

with effective team/group emotional competence

•Aligning EI competencies and techniques with leadership and team requirements

•Using EI to develop self, improve critical work relationships, and contribute to positive business outcomes


12-13 November 2013. . . . . . . . . . . . . . . . . . . . . . . . . . .Brussels . . . . . . . . . . . . . . . . . . . . . . . . . . . English17-18 February 2014 . . . . . . . . . . . . . . . . . . . . . . . . . . . .Dubai. . . . . . . . . . . . . . . . . . . . . . . . . . . . . English

2 days / 3024 €

• Create a culture that delivers results through effective work relationships

• Build a developmental action plan that strengthens emotional intelligence skills

• Use appropriate EI competencies in utilizing leadership styles to achieve results


NEW!





• Lead your team to implement the strategy

• Lead people using an effective leadership behaviour and style


Lead your team and overcome resistance to ensure your voice is heard in the organization.

developing Leadership: special edition for women WORKSHOP 2266

who shouLd attendFemale managers leading a department or team whose function includes leading people. This leadership workshop is for women only.

how You wiLL BenefitHow do you lead the people on your team to implement the strategy and achieve results? How do you manage change? How do you overcome resistance from your own team, as well as from peers and maybe even your boss? How do you manage perception of you as a leader? How do you ensure your voice is heard in the organization? How do you prepare yourself for the next step in career?

After participating in this workshop, you will be better able to: •Get the right people on board •Gain the external collaboration your team

needs to achieve its mission•Build a network of support among

stakeholders and prepare yourself for the next step in career

toPiCs in this worKshoPBefore the workshop, you will: •Complete background reading on some of

the key concepts •Identify a work situation where you were

blocked from achieving a target and are not clear why

Lead your team to implement strategy and

achieve results.

understanding strategy •Leadership and management: definitions•Understanding strategic choices; review of

the four categories of competitive strategy (Price, Product, Product+, Solutions)

•Change management•Introduction to MCE’s Leadership

Framework

You as leader Explore issues facing women in leadership: •How women in leadership add value to

organizations •Predominant style differences between

men and women. •Managing Perceptions – role play •Work/life Balance - One size does not fit

all •Managing Your Career

incorporating Personal and Cultural styles•Personal styles and leadership

•How to communicate with and manage different styles

•How to get buy-in •How to adapt to different styles and

situations •Cultural Differences •Five practices of exemplary leadership, and

practical tools and tips •Linking leadership behaviours and

practices to the type of strategy •Managing up: how to achieve strategic

alignment with your boss and beyond

Leading and managing strategy implementation •Customer Proposition: Why should

customers buy from us? •Strategy Commitment: What does the

strategy mean to each team member and their job?

•Leadership Behaviour: How to enable performance excellence of the team?

•Performance Metrics: How is each member measured and rewarded?

•Process and Structure: What tools and procedures are in place to help the team do the job?

•Culture: What are our values and are they being lived by the team?

getting into action •Build your action plan for leading strategy

execution •Communicate your strategy

•Participants present their departmental strategy

•Participants share their career plan with the group


13-16 May 2013 . . . . . . . . . . . . . . . . Milan . . . . . . . . . . . . . . . . . . . . . .English17-20 June 2013 . . . . . . . . . . . . . . . . Istanbul . . . . . . . . . . . . . . . . . . . .English15-18 July 2013. . . . . . . . . . . . . . . . . Milan . . . . . . . . . . . . . . . . . . . . . .English22-25 July 2013. . . . . . . . . . . . . . . . . Paris . . . . . . . . . . . . . . . . . . . . . . .English

9-12 September 2013 . . . . . . . . . . . . Barcelona . . . . . . . . . . . . . . . . . . .English7-10 October 2013 . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . .English17-20 February 2014 . . . . . . . . . . . . . Paris . . . . . . . . . . . . . . . . . . . . . . .English

4days / 4664 €

“ Don’t limit yourself. Many people limit themselves to what they think they can do. You can go as far as your mind lets you. What you believe, remember, you can achieve.”

– MARY KAY ASH



Lead people across the organization to work together in support of your new strategy.

Leadership for senior Managers WORKSHOP 2154

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

how You wiLL BenefitAs 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 enable 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

Lead and manage change and strategy

implementation.


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

Proposition for leadership•The MCE Leadership for Strategy

Implementation 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 tailoring 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

implementation 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

• View leadership as a bigger system for delivering the customer value proposition and start to manage from that perspective

• Clarify your customer value proposition

• Define what your employees need to be able to deliver the value proposition


“ The general who wins the battle makes many calculations in his temple before the battle is fought. The general who loses makes but few calculations beforehand.”

– SUN TZU

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13-16 May 2013 . . . . . . . . . . . . . . . . London. . . . . . . . . . . . . . . . . . . . .English10-13 June 2013 . . . . . . . . . . . . . . . . Venice . . . . . . . . . . . . . . . . . . . . .English17-20 June 2013 . . . . . . . . . . . . . . . . Barcelona . . . . . . . . . . . . . . . . . . .English8-11 July 2013. . . . . . . . . . . . . . . . . . Milan . . . . . . . . . . . . . . . . . . . . . .English5-8 August 2013 . . . . . . . . . . . . . . . . Munich. . . . . . . . . . . . . . . . . . . . .English19-22 August 2013 . . . . . . . . . . . . . . Kuala Lumpur . . . . . . . . . . . . . . . .English2-5 September 2013 . . . . . . . . . . . . . Istanbul . . . . . . . . . . . . . . . . . . . .English14-19 September 2013 . . . . . . . . . . . Istanbul . . . . . . . . . . . . . . . . . . . Russian

24-27 September 2013 . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . .English28-31 October 2013 . . . . . . . . . . . . . Paris . . . . . . . . . . . . . . . . . . . . . . .English16-19 December 2013 . . . . . . . . . . . . London. . . . . . . . . . . . . . . . . . . . .English19-22 January 2014. . . . . . . . . . . . . . Dubai . . . . . . . . . . . . . . . . . . . . . .English17-20 February 2014 . . . . . . . . . . . . . Paris . . . . . . . . . . . . . . . . . . . . . . .English10-13 March 2014. . . . . . . . . . . . . . . Geneva. . . . . . . . . . . . . . . . . . . . .English23-26 March 2014. . . . . . . . . . . . . . . Dubai . . . . . . . . . . . . . . . . . . . . . .English

4 days / 5740 €

NOTE: This workshop is also available for delivery in Russian. Visit: www.mce-ama.com/9017



• Lead your people to implement the company and departmental strategy

• Manage the changes required and the impact on your team

• Communicate so your people understand what the strategy is

• Enable and motivate them to implement it


Develop your leadership skills and lead your team to achieve results.

developing Leadership: Build Your Leadership skills WORKSHOP 2184

who shouLd attendManagers leading a department or team whose function includes leading people.

how You wiLL BenefitYou will be better able to: •Align your department strategy to the

corporate strategy •Get your people’s understanding and buy-

in to the strategy •Enable your people to implement the

strategy by providing the right support •Motivate your people to implement the

strategy by providing the right rewards


day 1 – understanding strategy •Leadership and management: definitions•Understanding strategic choices; review of

the four categories of competitive strategy •Price•Product•Product+•Solutions

•Change management

Lead your people to implement the company

and departmental strategy.

•Introduction to MCE’s Leadership Framework

•Case study: identifying strategic misalignment

day 2 – Leading and Managing strategy implementation•Customer Proposition: Why should

customers buy from us?•Strategy Commitment: What does the

strategy mean for me and my job? What am I committing to?

•Leadership Behaviour: How do my leaders enable and support me to do the job they are expecting of me?

•Performance Metrics: How will I be measured and rewarded?

•Processes and Structure: What tools and procedures are in place to help me do the job that is expected?

•Culture: What are our values, and how do we do things around here?

day 3 – You as Leader •Personal styles and leadership

•How to effectively communicate with and manage different types of people

•How to get different people to buy in to (strategic) change

•How to adapt your communication style to be more effective with your own team

•Cultural differences •Review of national cultures and

organizations•Discussion: resolving the culture-

related challenges of participants•Five practices of exemplary leadership, and

practical tools and tips for each practice: •Model the way: how to find your

own voice and transmit your own values

•Inspire a shared vision: how to motivate each individual based on their drivers

•Challenge the process: how to remove obstacles and keep the momentum going

•Enable others to act: how to identify and develop the key skills needed in your team

•Encourage the heart: how to build trust and celebrate achievements

•Linking leadership behaviours and practices to the type of strategy

•Managing up: how to achieve strategic alignment with your boss

day 4 – getting into action •Communicating your strategy

•Participants present their departmental strategy and receive coaching from faculty and peers

action planning •Participants prepare an action plan to

enhance the strategic alignment of their team along each of the five dimensions of the Leadership Framework

•Plans are presented and discussed in the group

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8-11 April 2013 . . . . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . .English13-16 May 2013 . . . . . . . . . . . . . . . . London. . . . . . . . . . . . . . . . . . . . .English27-30 May 2013 . . . . . . . . . . . . . . . . Istanbul . . . . . . . . . . . . . . . . . . . .English10-13 June 2013 . . . . . . . . . . . . . . . . Venice . . . . . . . . . . . . . . . . . . . . .English17-20 June 2013 . . . . . . . . . . . . . . . . Barcelona . . . . . . . . . . . . . . . . . . .English8-11 July 2013. . . . . . . . . . . . . . . . . . Milan . . . . . . . . . . . . . . . . . . . . . .English22-25 July 2013. . . . . . . . . . . . . . . . . Munich. . . . . . . . . . . . . . . . . . . . .English5-8 August 2013 . . . . . . . . . . . . . . . . Munich. . . . . . . . . . . . . . . . . . . . .English19-22 August 2013 . . . . . . . . . . . . . . Kuala Lumpur . . . . . . . . . . . . . . . .English2-5 September 2013 . . . . . . . . . . . . . Istanbul . . . . . . . . . . . . . . . . . . . .English

16-19 September 2013 . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . .English23-26 September 2013 . . . . . . . . . . . Barcelona . . . . . . . . . . . . . . . . . . .English21-24 October 2013 . . . . . . . . . . . . . Paris . . . . . . . . . . . . . . . . . . . . . . .English12-15 November 2013. . . . . . . . . . . . Geneva. . . . . . . . . . . . . . . . . . . . .English18-21 November 2013. . . . . . . . . . . . Berlin . . . . . . . . . . . . . . . . . . . . . .English16-19 December 2013 . . . . . . . . . . . . London. . . . . . . . . . . . . . . . . . . . .English20-23 January 2014. . . . . . . . . . . . . . Dubai . . . . . . . . . . . . . . . . . . . . . .English17-20 February 2014 . . . . . . . . . . . . . Paris . . . . . . . . . . . . . . . . . . . . . . .English17-20 March 2014. . . . . . . . . . . . . . . Geneva. . . . . . . . . . . . . . . . . . . . .English

4 days / 4664 €



Discover the authentic and true power of coaching to increase your value as a leader.

Coaching skills for ManagerWORKSHOP 2423

who shouLd attendManagers, Project Managers and Team Leaders whose role includes leading and developing people. Recommended for Managers who want to develop a Coaching style of Leadership.

how You wiLL BenefitOne of the best ways to improve the performance of the people on your team is to coach them. Increasingly, organizations are requiring their people managers to be better coaches of people. Whether your company requires it or whether you have identified coaching as a skill you would like to develop to better manage your people, this workshop will provide you with the tools you need to get started.

Learn how to unlock and to enhance the potential of your people and of your teams. Coaching is a lifelong career skill that you will use more and more, the higher you go in the organization.

After participating in this workshop, you will be better able to: •Handle the human dynamics between the

“Coach” and the “Coached” •Assess behaviours, provide valuable feed-

back to reinforce desired behaviours •Develop a work environment that fosters

trust and commitment •Increase the motivation of your team

members •Help your people develop their capabilities

beyond their current limits •Address resistance to the requirements of

the team and to change •Develop the Emotional Intelligence of

your people and their interpersonal relationships

•Retain your most talented employees and increase their performance, flexibility and effectiveness

•Improve morale by empowering your people to take more responsibility, autonomy and greater initiative

Adapt your leadership and coaching style to meet every business

situation.


Purpose•What leaders do•Why coaching is central to the leadership

role•Benefits and value of the coaching in the

business world•Adult learning principles and Emotional

Intelligence (EQ) •Coaching applications

structuring the Coaching session•Your leadership style and behaviours•Assessing your coaching skills •The GROW Model as a basis for

structuring coaching sessions

Coaching Key skills•Establish trust and create a safe,

supportive, yet challenging work environment

•Reinforce your active listening skills and foster open communication

•The art of asking powerful questions•Coaching feed-back for improved

performance•Creating awareness to enhance

performance management and empowerment

•Setting inspirational goals and planning after-action reviews

•Managing progress and accountability •Tools and behaviours in support of

coaching

Coaching Challenges•Selecting the appropriate coaching style•Dealing with reluctance and resistance •Coaching ethics and caveats

our approach•Interactive “Coaching Lab” technique

– Coaching role-plays with hands-on skill practice to reinforce learning and application

•Assessment instruments and exercises•Coaching feed-back and Learning•Individual action planning

action Planning By the end of the workshop you will have created a top-line action plan to better ensure that the changes you envision can become a reality in your leadership role and for your people. Your MCE facilitator will give feedback and recommendations at the conclusion of the workshop.

“ Coaching helps you take stock of where you are now in all aspects of your life, and how that compares to where you would like to be.”

– ELAINE MACDONALD

NEW!


5-6 August 2013 . . . . . . . . . . . . . . . . Milan . . . . . . . . . . . . . . . . . . . . . .English19-20 August 2013 . . . . . . . . . . . . . . Istanbul . . . . . . . . . . . . . . . . . . . .English

25-26 November 2013. . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . .English10-11 March 2014. . . . . . . . . . . . . . . Geneva. . . . . . . . . . . . . . . . . . . . .English

2 days / 3024 €



Lead and manage change proactively by applying up-to-date change management techniques in your initiatives.

Change Management WORKSHOP 2424

who shouLd attendThis workshop is intended for unit and functional managers involved in implementing strategic, organizational and/or technology change, and getting their people aligned to a new way of doing things. It is also relevant for programme and project managers of major change initiatives.

how You wiLL BenefitAnother change to implement? This time make it more successful – or at least less painful.

As a result of participating in this workshop, you will be better able to:•Take a “big picture” look at the change

initiatives you are involved in, and ensure a coherent approach from the strategic to the tactical level

•Understand why people resist change, and anticipate and address resistance in effective ways

•Identify and meaningfully engage stakeholders of the change applying diverse communication tools and methods

You will come away from the workshop with a personalized action plan to implement change successfully by gradually building awareness, understanding and acceptance of the change in your organization.

Break change into manageable pieces and deal with it as a project with an action plan and

measurable results.


understanding Change•Why is Change Management important?

•Implementing a strategy is always about managing change

•Types of Change:•Intensity •Originator

•Factors of success and failure•Why change fails •What makes change a success

•What is Change Management?•Exercise to characterize poor/effective

ways of managing change•Formal definition of change

management •Role of leadership – what does a

change leader do?

Change Management framework •Change curve: What happens when things

change•Managing change when change is difficult

(Chip Heath)•8 Steps of Change Management (John

Kotter)

Change as a Project •Change as a project

•Stages of change •Key elements of change to be

addressed •Examples of actions and best practice

for each stage •DICE model to measure the (likely) success

of a change initiative

Managing resistance•Change readiness assessment•Change styles assessment •Why people resist change •Types of resistance: Victim, critic, bystander,

navigator•Dealing effectively with different types of

resistance

stakeholders of Change •Stakeholder analysis

•Stakeholder mapping •Strategies and tactics to interact with

each stakeholder category •Using change agents

•Achieving buy-in to the change gradually •Awareness •Understanding •Ownership

Communicating Change •Communication planning •Brainstorming of creative methods to create

awareness, build understanding and ensure ownership of the change

•Use of storytelling as a powerful tool to “sell” the change

•Exercise to craft a compelling message of change

action Planning •Creating a top line action plan •Feedback and recommendations from the

MCE Senior Associate

• Increase your chances of success by managing change proactively and creatively

• Implement change while minimizing negative impact on productivity

• Achieve desired business outcomes of the change as fast as possible


“ The entrepreneur always searches for change, responds to it, and exploits it as an opportunity.”

– PETER DRUCKER

NEW!


9-11 September 2013 . . . . . . . . . . . . Barcelona . . . . . . . . . . . . . . . . . . .English28-30 October 2013 . . . . . . . . . . . . . Paris . . . . . . . . . . . . . . . . . . . . . . .English

13-15 January 2014. . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . .English24-26 March 2014. . . . . . . . . . . . . . . Geneva. . . . . . . . . . . . . . . . . . . . .English

3 days / 4254 €



Get leadership skills for managers to inspire and influence your people to achieve team goals.

Leadership and team development for Managerial success WORKSHOP 7730

who shouLd attendNew managers, team leaders and business professionals interested in acquiring effective leadership skills for managers.

how You wiLL BenefitManagers who will be promoted are the ones who not only manage efficiently but also lead their teams effectively. The ability to do this during tough times is the test of a real leader. Developing leadership skills is crucial.

Learn how to work in a horizontal mode of operation...apply a consistent theory in leading your team...and teach critical leadership skills to members of your team, so each and every one of them can lead the team in your absence.

As a result of participating in this workshop, you will be better able to:•Understand leadership skills for managers

to know when to manage and when to lead your team

•Assess your leadership behavior 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

•Use effective communication to motivate and coach

Develop a high-performance team by first

developing leadership skills.

toPiCs in this worKshoP•Understanding leadership style and the

situation•Clearly visualizing your goals and

communicating them to your team•Identifying your market needs to better

target the team’s efforts•Differentiating between operational,

transformational and visionary leadership•Successfully integrating leadership and

managerial roles by applying insights gained from your current leadership position

•Synthesizing the interplay among vision, information and relationships

•Diagnosing your leadership style, while learning to apply the most effective approach to each situation

•Defining and utilizing basic motivation concepts

•Examining the leader’s role as a motivator and coach in high-performance teams

•Developing your ability to facilitate a winning team

•Employing a process f celebrating the team’s achievements

© 2013 American Management Association

“ One of the tests of leadership is the ability to recognize a problem before it becomes an emergency.”

– ARNOLD H. GLASOW


10-11 June 2013 . . . . . . . . . . . . . . . . Barcelona . . . . . . . . . . . . . . . . . . .English8-9 December 2013 . . . . . . . . . . . . . . Dubai . . . . . . . . . . . . . . . . . . . . . .English

16-17 February 2014 . . . . . . . . . . . . . Dubai . . . . . . . . . . . . . . . . . . . . . .English

2 days / 2614 €

• Learn how to work in a horizontal mode of operation

• Apply a consistent theory in leading your team

• Teach leadership skills to members of your team




“ Unity is strength... when there is teamwork and collaboration, wonderful things can be achieved.”

– MATTIE STEPANEK

• Clarify your team’s role in achieving the company strategy

• Manage complex communication and build collaborative trust and team spirit

• Manage the diversity of your team and use it to an advantage


Manage complex communication, build collaborative trust and focus people on the results.

Leading international and remote teams WORKSHOP 2149

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

how You wiLL BenefitYour team is supposed to be delivering value to the company, and you are accountable for that. What is your team’s role in achieving the company strategy, and how can you get everyone pulling together to achieve that? How do you track and measure results? If things are not going as they should, is it you or is it your team, and what can you do about it?

After participating in this workshop, you will be better able to:•Get your strategy implemented through

an international team •Get everyone pulling together •Drive performance and focus people on

the results •Track and measure outcomes

toPiCs in this worKshoPLeading International Teams requires intensive participation to fully understand and get a feel for the dynamics of human interaction.

Create and lead an effective international

team across time zones, cultures and shifting

deadlines.

Before the workshop, there is some light reading on concepts of team leadership.

During the workshop, there is a variety of facilitated discussions, exercises, role plays, case studies and readings. Through reflection and building of learning and ideas for implementation back at the workplace in your own “learning log”, you’ll personalize the learning and experience to tackle the challenges specific to your own context.

fundamentals and alignment to strategy •Different types of team structure: what is

your business reason for being structured the way you are?

•Framework to lead your team: MCE’s Leadership model

•Strategic alignment: are you aligned to your company’s strategy and customer value proposition?

•Team goals and objectives: are they aligned to your strategy?

•Stakeholder mapping•Communication and Technology: to

enhance your work system•Remote communication

Processes and structure of a high-performance international team •Team structure•Roles and responsibilities•Work flow•Decision matrix•Conflict management•Team review

Leading and Managing a high-performance international team •Key leadership attribute and behavior:

building trust, morale and motivation•Talent management: recruiting, developing

and succession

•Networking•Performance management process:

metrics and reward•Coaching and feedback

Culture and diversity•Roadmap to mastery of culture•Different types of culture: how are they

different?•Lens/filter to understand different cultures•Cultural and geographic diversity: how can

you turn a challenge into an advantage?•Individual styles•Defining an effective Team Culture aligned

to your strategy and how to close the gap from today

action Planning •Create Your Individual Action Plan: what

are you going to reinforce, start and stop in all leadership areas?

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22-26 April 2013 . . . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . .English24-28 June 2013 . . . . . . . . . . . . . . . . Barcelona . . . . . . . . . . . . . . . . . . .English5-9 August 2013 . . . . . . . . . . . . . . . . Milan . . . . . . . . . . . . . . . . . . . . . .English19-23 August 2013 . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . .English23-27 September 2013 . . . . . . . . . . . Venice . . . . . . . . . . . . . . . . . . . . .English

7-11 October 2013 . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . .English18-22 November 2013. . . . . . . . . . . . Geneva. . . . . . . . . . . . . . . . . . . . .English2-6 December 2013 . . . . . . . . . . . . . . London. . . . . . . . . . . . . . . . . . . . .English17-21 March 2014. . . . . . . . . . . . . . . Geneva. . . . . . . . . . . . . . . . . . . . .English

5 days / 4869 €



• Communicate your strategy clearly

• Get people to listen, buy in and take their responsibility to achieve the goals

• Balance business, career, and family concerns


Find ways to handle the extra challenges women face when driving strategy in tough environments.

Leadership for senior Managers: special edition for women WORKSHOP 2267

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

how You wiLL BenefitYou will be better able to lead people to implement the strategy through: •Strong focus on the customer value

proposition and must-win objectives •Communication that is clear, powerful,

and gets people’s buy-in •Aligned structures and processes •Aligned metrics and rewards •Aligned competencies •Effective leadership behaviour and style •Through action-planning and

implementation of these leadership practices, you will build over time the right culture to support your strategy

You will gain practical ideas for succeeding as a woman leader: •Getting listened to and getting fair

consideration for your ideas (without having to shout or play games)

•Asking for and getting what you want •Better delegating and making others

responsible for their inputs •Overcoming tendency to be too

perfectionist, losing too much energy to detail

•Overcoming the “invisible work” syndrome

•Managing your career


Leading with a Clear strategy •Get clarity on your strategy and your

reason for being – what is it and what is it not

•Customer Value Proposition as a focal point (even for public organizations and support functions)

•Translate strategy into clear goals and key projects for implementation

•MCE Leadership for Strategy Implementation Model – align people to the strategy through the various management levers you have at your disposal as a leader

•Global trends – is your strategy and implementation plan robust in light of changing trends? Any adjustment?

•The role of the leader in setting and executing strategy – exemplary female leaders

You as Leader •What is your leadership style? How

can you more effectively bridge to and influence other styles?

•Are there differences between men and women leadership styles? How does this vary by culture, industry, country, function?

•What are the obstacles in your context? How do you and other women overcome these?

•Communicating as a key leadership skill – packaging a clear and simple message to get attention and understanding… first steps to buy-in

•Being a leader when you do not have a physically imposing stature or voice

•Delegating, motivating and insisting on accountability

•Keeping focus and energy on 80% of the value

align Processes and People to strategy •Aligning people to the Customer Value

proposition, focusing your company on the customer’s experience of your company

•Analyzing the change that is needed to achieve the strategy

•Analyzing stakeholders and devising a communication plan

•Aligning performance metrics and rewards with the strategy

•Aligning competencies and behaviours to the strategy

•Aligning processes and structure to the strategy

•Aligning the culture to the strategy

getting into action •You will prepare an action plan for

strategy implementation, and practice communicating it simply and powerfully

•You will also prepare an action plan for your personal and career development

•You will receive feedback from the workshop facilitator and from your fellow participants

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17-20 June 2013 . . . . . . . . . . . . . . . . Istanbul . . . . . . . . . . . . . . . . . . . .English15-18 July 2013. . . . . . . . . . . . . . . . . Milan . . . . . . . . . . . . . . . . . . . . . .English19-22 August 2013 . . . . . . . . . . . . . . Berlin . . . . . . . . . . . . . . . . . . . . . .English9-12 September 2013 . . . . . . . . . . . . Barcelona . . . . . . . . . . . . . . . . . . .English

23-26 September 2013 . . . . . . . . . . . Paris . . . . . . . . . . . . . . . . . . . . . . .English21-24 October 2013 . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . .English9-12 December 2013 . . . . . . . . . . . . . London. . . . . . . . . . . . . . . . . . . . .English24-27 March 2014. . . . . . . . . . . . . . . Geneva. . . . . . . . . . . . . . . . . . . . .English

4 days / 5740 €

Get people to listen, buy in and take responsibility

to achieve goals.



• Set clear and visionary goals aligned with the mission and value proposition

• Engage stakeholders in planning and implementation

• Motivate and enable your people


Acquire the leadership skills you need to make changes and improve performance in your part of the organization.

Leadership for senior Managers in international Public organizations WORKSHOP 2368

who shouLd attendThis workshop is designed for those who are responsible for leading the performance of public organisations or international institutions, including senior civil servants (senior officials within Government Departments) as well as senior managers in Public Organizations and International Institutions.

how You wiLL BenefitThis workshop provides the special combination of leadership skills you need to make changes and improve performance of your part of the organization, all delivered within the context of management in public organizations.

As a participant of this workshop, you will learn to: •Understand yourself as a leader •Lead your team •Collaborate across boundaries •Lead the organization •Analyze key stakeholder groups and

establish a “value proposition” for these stakeholders

•Apply the concept of “Return on Investment” in the public sector context

•Set clear and visionary goals aligned with the mission and value proposition

•Create an implementation plan and a realistic change plan

•Engage stakeholders in planning and implementation

•Minimize relationship challenges and improve cross-boundary collaboration

•Motivate and enable your people •Become more aware of your own

leadership style and its impact on the people you lead and work with

•Develop your leadership strengths and prioritize improvement in areas that are less effective


You as Leader •Great Leaders as role models•Leadership styles – strengths and

weaknesses of each•Your leadership style – strengths and areas

for improvement•Situational Leadership - Flexing your style

to the situation and the needs of your people

•Emotional Intelligence – competencies of emotional intelligence and tools for further development

•Your reputation: building trust and credibility with others

•Self-development planning

Leading Your team•High performance teams – characteristics•Managing groups as a team vs. managing

as individuals – getting smart people to cooperate with each other and creating a team culture

•Team roles and personalities•Coaching and developing your team

members for high performance•Managing conflicts for win-win solutions•Implementing change within your team•Motivating and enabling to achieve the

goals - force field analysis of strategy implementation factors

•Team development planning

Leading across Boundaries •Politics can be a good thing – going for

win-win outcomes•Internal Stakeholders – mapping interests

and engaging in goals•Push vs. Pull Strategies for influence•Power and Assertiveness•Communicating with impact•Negotiating for Results•Building coalitions of allies, important

relationships •Collaboration development planning

Leading the organization for improved Performance •Key global trends and their impact on our

organization•Mission: the context for leadership•Stakeholder mapping and analysis - Key

stakeholders, sponsors, beneficiaries wants and needs

•Value creation for stakeholders as a context for goal-setting

•Setting visionary goals•Cascading goals into an implementation

plan and change leadership plan•Putting it all together: communicating

your goals and your plan •Peer coaching and feedback


2-5 December 2013 . . . . . . . . . . . . . . . . . . . . . . . . . . . . .Brussels . . . . . . . . . . . . . . . . . . . . . . . . . . . English24-27 March 2014. . . . . . . . . . . . . . . . . . . . . . . . . . . . . .Geneva . . . . . . . . . . . . . . . . . . . . . . . . . . . English

4 days / 4500 €



Set clear and visionary goals aligned with the

mission and value proposition.

NEW!

ProJeCt MANAgeMeNt

“ Don’t undertake a project unless it is manifestly important and nearly impossible.”

– EDWIN LAND, INVENTOR

MCe also offers fully customized services and expertise for your organization in project management:

Acquire the best tools and techniques for managing both the technical and people aspects of projects.

Project Management: the fundamentals Best seller. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 67

Managing risk in Projects Best seller . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 68

new! Preparatory workshop for PMP® Certification . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 68

9 Master the fundamental project management techniques, tools and processes

9 Manage the people side of projects

9 Control cost and time in projects

9 Ensure the right level of quality in projects

9 Work cross-functionally to deliver client projects

9 Gain skills for project management accounting

9 Manage risks in projects

9 Use practical methods and tools specific to the ICT environment

9 Manage a portfolio of projects that are linked to implementing your strategy

Project ManageMent


• Improve the quality of your project implementation

• Feel more confident about accepting responsibility for new projects

• Increase your ability to stay in control of your projects, however dynamic the business environment may be


Get a clear methodology, understand the people side of projects and deliver within time and budget.

Project Management:the fundamentals WORKSHOP 575

who shouLd attendProject managers, project team members and technical team leaders in areas such as research and development.

how You wiLL BenefitIn today’s workplace there are hardly any managers who “just do their job”. Managing projects alongside one’s regular function is daily reality, and project success has become an important factor in any manager’s performance evaluation. MCE Project Management workshop focuses on the application of a consistent, pragmatic approach to project management in order to meet business objectives.

As a result of participating in this workshop, 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

Improve the quality of your project

implementation by using a full range of management tools.

•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 The first part of the workshop puts project management in a broader business context, and provides a systematic approach to the whole project life cycle from initiating, planning and defining scope through scheduling tasks, budgeting and controlling to closing the project.

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

•Team exercise: Role play

This workshop is PMBOK® certified by the Project Management Institute

Best

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27-31 May 2013 . . . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . .English17-21 June 2013 . . . . . . . . . . . . . . . . Barcelona . . . . . . . . . . . . . . . . . . .English8-12 July 2013. . . . . . . . . . . . . . . . . . Paris . . . . . . . . . . . . . . . . . . . . . . .English19-23 August 2013 . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . .English2-6 September 2013 . . . . . . . . . . . . . Berlin . . . . . . . . . . . . . . . . . . . . . .English16-20 September 2013 . . . . . . . . . . . Istanbul . . . . . . . . . . . . . . . . . . . .English

21-25 October 2013 . . . . . . . . . . . . . London. . . . . . . . . . . . . . . . . . . . .English18-22 November 2013. . . . . . . . . . . . Geneva. . . . . . . . . . . . . . . . . . . . .English9-13 December 2013 . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . .English26-30 January 2014. . . . . . . . . . . . . . Dubai . . . . . . . . . . . . . . . . . . . . . .English10-14 March 2014. . . . . . . . . . . . . . . Geneva. . . . . . . . . . . . . . . . . . . . .English

5 days / 4664 €

Project ManageMent




3 days / 4250 € 5 days / 4664 €

13-15 May 2013 . . . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English19-21 August 2013 . . . . . . . . . . . . . . Berlin . . . . . . . . . . . . . . . . . . . . . English26-28 August 2013 . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English9-11 September 2013 . . . . . . . . . . . . Paris . . . . . . . . . . . . . . . . . . . . . . English21-23 October 2013 . . . . . . . . . . . . . Paris . . . . . . . . . . . . . . . . . . . . . . English16-18 December 2013 . . . . . . . . . . . . London. . . . . . . . . . . . . . . . . . . . English17-19 March 2014. . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English

9-13 September 2013 . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English14-18 October 2013 . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English2-6 December 2013 . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English3-7 February 2014 . . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English

Identify potential risks in large projects, plan for the unexpected.

Get solid grounding in the Project Management Body of Knowledge (PMBOK®), standards and guidelines.

Managing risksin Projects WORKSHOP 446

Preparatory workshop for PMP® Certification WORKSHOP 2421

who shouLd attendExperienced project managers in charge of large, complex projects.

how You wiLL BenefitYou will be better able to:•Identify and understand the key risks for projects•Determine the consequences risks can have on projects •Develop strategies for effectively dealing with project risks


Project risk management •Defining project risk •Risk assessment techniques

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

risk analysis •Qualitative and quantitative risk analysis •Risk scoring •Risk register and profile

risk avoidance and mitigation •Root cause analysis •Proactive and reactive risk response planning

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

risk management implementation •Implementation strategy and plan •Supporting tools and technologies

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

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

who shouLd attendProject Managers and other managers who are planning to present themselves for PMP® certification exams.

how You wiLL BenefitAs a result of participating on this workshop, you will:•Gain a thorough induction into all the tools and techniques in the

Project Management Body of Knowledge®

•Be better prepared to sit your PMP® certification exam•Develop increased mastery of project management competencies•Gain tools to increase your performance and value to your

employer

toPiCs in this worKshoP1. Workshop Introduction •Process for obtaining the PMP® Credential

2. The Project Management Framework •Role of the Project Manager•Project Management Body of Knowledge®

3. Project Management Processes 4. Project Integration Management5. Project Scope Management6. Project Time Management7. Project Cost Management8. Project Quality Management9. Project Human Resource Management10. Project Communications Management11. Project Risk Management12. Project Procurement Management13. Project Stakeholder Management14. Interpersonal Skills15. PMI® Code of Ethics and Professional Conduct16. Workshop Summary and Close

•Next steps for obtaining the PMP® Credential

Best

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MCe also offers fully customized services for your organization in B2B and consumer markets, in the following areas:

Gain the skills you need to advance your career in sales and marketing.

SALeS ANd MArketINg

new! value-Based selling . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 70

new! Product Life Cycle Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 70

Consumer Marketing strategy Best seller . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 71

new! fundamentals of successful selling . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 72

new! Managing and Coaching Your sales force for high Performance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 72

B2B sales and Marketing strategy Best seller. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 73

fundamentals of Consumer Marketing Best seller . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 74

Building strong Brands . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 75

new! negotiation and Closing skills for sales Professionals . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 75

Product Management in B2B Markets Best seller . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 76

Consultative and solution selling . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 77

international Key account Management Best seller. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 77

Mini Master of Marketing Management Best seller . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 78

Managing Channels and distributor networks. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 79

new! analytics: tools and techniques to tame information overload . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 79

Product, Category and segment Management in Consumer Markets Best seller . . . . . . . . . . . . . . . . . . . . . . . . . . . 80

Principles of value-Based B2B Marketing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 81

9 Defining sales and marketing strategy based on your company’s value proposition

9 Profitable customer centricity

9 Management of sales teams for solution selling in premium offer markets

9 Leading and working in multifunctional account teams for custom-made solutions

9 Business intelligence for customer insights

9 Turning customer insights into results through micro-segmentation

9 Setting up distribution systems in mature and emerging markets

9 Collaboration in customer value networks

9 Management of product and service systems

9 Partnering with and selling to retailers

9 Multi-channel retail strategies: embracing digital

9 Integrated marketing communication

9 Working effectively with media and advertising agencies

9 Marketing-driven general management

9 Getting people to live the brand

SaleS and Marketing


value-Based sellingWORKSHOP 2414

Product Life Cycle ManagementWORKSHOP 2412

Define and communicate customer value and increase overall sales performance.

Manage products profitably across the Product Life Cycle.

who shouLd attendExperienced sales representatives, key account managers or any commercial role in which interacting with customers with a sales objective is an important task.

how You wiLL BenefitYou will be better able to: •Segment and target the right customers •Identify what is really of value to potential customers or customer

groups and how your offer compares with your competitor(s) in the perception of that customer

•Plan a better approach to communicate on your customer’s value expectation, and help him/her to realize how your offer meets the overall expectation better than competitors

•Embed customer value in your selling process and communications


Module a: Customer value analysis •Why do customers buy •The customer value model •Design customer value increasing actions

Module B: segmentation and targeting •The importance and impact of efficient segmentation and

targeting •Tools and techniques best practices •Implications for sales activity planning

Module C: embedding Customer value in the selling Process •Gaining attention and interest from the start •Productive questioning and active listening •Personalizing the message •Gaining partial or preliminary agreements up front •How to gain real commitment

Module d: from Practice to application •From thorough pre-call preparation towards successful customer

commitment

action Planning

NEW! NEW!

dates & Locations www.mce-ama.com/2414dates & Locations www.mce-ama.com/2412

3 days /4254 € 3 days / 4254 €

9-11 September 2013 . . . . . . . . . . . . Barcelona . . . . . . . . . . . . . . . . . . English4-6 December 2013 . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English10-12 March 2014. . . . . . . . . . . . . . . Paris . . . . . . . . . . . . . . . . . . . . . . English

26-28 June 2013 . . . . . . . . . . . . . . . . Barcelona . . . . . . . . . . . . . . . . . . English13-15 November 2013. . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English

who shouLd attendProduct managers, product marketers, product marketing managers and brand managers.

how You wiLL BenefitYou will be better able to: •Understand the role of a Product Marketing Manager •Know the different stages of the PLC and actions at each stage •Analyze leading examples and best practice •Create powerful Go-to-Market strategies through all the stages of

the life cycle


Module a: introduction to Product Management •Product Marketing Management activity and science •Roles and responsibilities of Product Marketing •Skills and competencies needed

Module B: quick reminder of Key Marketing Concepts •Market research techniques •Segmentation

Module C: the PLC •The science behind the notion of PLC •A framework for actions around the PLC

Module d: advanced Product Marketing tools •Building a compelling Value Proposition for your product •Product augmentation •Value Curves

Module e: strategizing for success across the Life Cycle •Main strategic options / choices •Time-to-volume, market leader, first mover and fast follower •Go-to-Market strategies •Building the product roadmaps •Managing global products and portfolios

Module f: Product Life Cycle application session •Differentiation strategies •Mass markets and commoditization

Module g: Planning for Profitability across the Life Cycle •How to organize the Product Marketing function•Writing and presenting the Plan

action Planning

SaleS and Marketing


• Focus your marketing budget in a consistent and coordinated way to add concrete value to the business

• Get tools and pragmatic advice to make your marketing have a stronger positive impact on the bottom line

• Reach more fragmented segments of consumers through more media and distribution touch points


Ask the right questions and involve others to implement focused and impactful marketing plans.

Consumer Marketing strategy WORKSHOP 2122

who shouLd attendMarketing managers who want to ensure the successful implementation of the Marketing plan. Sales and Country managers responsible for the definition and execution of integrated consumer marketing strategies.

how You wiLL BenefitAs a result of participating in this workshop, you will be better able to:•Write a pragmatic (vs. ideal) marketing

plan which asks the right questions to make a difference in the market place

•Challenge marketing habits which can lead to the wrong focus or disintegration of the plan

•Involve other parts of the business whose support is crucial for implementing your plan


Changes and Choices •Trends in consumer markets•The disappearing middle market and the

importance of a clear strategic choice

understanding the consumer •The traditional view on segmentation •Finding true consumer insights and

translating them into executable value propositions for our brand

•Best practice cases of insight driven

Make marketing more relevant and focus on initiatives that have a

bottom line impact.

product development and marketing•How to use Customer Centric Proposition

Development method to create winning value propositions

from Product to Customer Centric thinking •The Customer Value Proposition•Case studies on brand or company

positions around Customer Value Proposition

•Strategic choices made by participants’ companies

•The need for differentiation in ever more commoditized markets

Building a brand that truly connects •Key steps to building a brand •The meaning of your brand•Storytelling as a brand: rediscovering

word-of-mouth•10 truths of branded storytelling•Identifying all the touch points of your

brand

Marketing communications and the new media landscape •Changes in media consumption, how to

adapt the strategy to the new situation•Technology and its impact•The consumer has become a producer of

media—how to adapt your plan•Communities and conversations •Efficient budgets, value chain analysis and

other tools•Briefing your agency to adapt to the new

realities as well•Media new and old

aligning your company around the strategy – and around the customer •Involve other stakeholders whose support

you need•Five dimensions of strategic alignment•Touch points – how every interaction

between the customer and your company can shape his perception and your future revenue

•Understanding the needs of other

stakeholders and aligning them to your strategy

the Multi-Channel world •Multi-channel expectations and experience•Moving from channel-centric to customer-

centric•Pragmatic steps and quick wins •Challenges at the POP •Channel management in the new world

Positioning, Pricing, Promotions •Complexities of today’s brands•Positioning your brand according to the

value consumers attribute to meeting a need

•Better pricing decisions•Pricing irrationality: customer behaviour

insights •Promotions: how they may hurt you

accountability •What do CEOs and CMOs think of

marketing?• Why marketing needs a metrics mindset•Marketing ROI simplified•Tools and Tips

Practice oriented •Exchange of insights and experiences •Adapt elements to your specific daily

realities•Find specific answers to your concrete

questions

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10-14 June 2013 . . . . . . . . . . . . . . . . Milan . . . . . . . . . . . . . . . . . . . . . .English16-20 September 2013 . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . .English14-18 October 2013 . . . . . . . . . . . . . Paris . . . . . . . . . . . . . . . . . . . . . . .English

16-20 December 2013 . . . . . . . . . . . . London. . . . . . . . . . . . . . . . . . . . .English26-30 January 2014. . . . . . . . . . . . . . Dubai . . . . . . . . . . . . . . . . . . . . . .English17-21 March 2014. . . . . . . . . . . . . . . Paris . . . . . . . . . . . . . . . . . . . . . . .English

5 days / 4664 €

SaleS and Marketing


fundamentals of successful sellingWORKSHOP 2415

Managing and Coaching Your sales force for high PerformanceWORKSHOP 2413

Gain the right knowledge, skills, attitude, behaviours and persuasive techniques to position your product or service and make the sale. Develop and apply your sales

management and coaching skills to drive business results.

NEW! NEW!


2 days / 3024 € 3 days / 4254 €

27-28 May 2013 . . . . . . . . . . . . . . . . Paris . . . . . . . . . . . . . . . . . . . . . . English2-3 December 2013 . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English

5-7 August 2013 . . . . . . . . . . . . . . . . Paris . . . . . . . . . . . . . . . . . . . . . . English21-23 October 2013 . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English17-20 March 2014. . . . . . . . . . . . . . . London. . . . . . . . . . . . . . . . . . . . English

who shouLd attendNewly appointed or relatively inexperienced sales representatives and key account managers.

how You wiLL BenefitYou will be better able to: •Apply your skills in a systematic and customer-focused sales

process •Effectively analyze customer information to set SMART call

objectives and call strategies •Identify and satisfy customer needs through establishing effective

two-way communication •Emphasize the product benefits that will most appeal to a

particular customer •Counter objections •Get the customer’s commitment to take a specific action with

respect to your product


who shouLd attendSales force managers who have a team of sales representatives reporting to them; new sales managers or those who will soon be promoted into a sales management position.

how You wiLL BenefitYou will be better able to: •Balance your time and effort being a manager and coach •Develop and implement regional business plans •Set team and individual objectives and monitor activities •Apply a structured coaching process •Create a positive environment and ensure a high level of

commitment and motivation •Encourage sales representatives to further develop their customer

interaction skills


Module a: the synergistic difference of Your 3 roles •Being the Leader - where do you want to go •Being the Manager - how do you want to go there •Being the Coach - how can I support getting there

Module B: the Manager role •Regional business management •Performance management •Setting team and individual objectives and monitoring results

Module C: Managing a high Performing sales team •Introduction to working styles •Creating a positive environment •Team mission and identity and setting expectations

Module d: the Coaching role •The GROW Model •The Coaching Model – a structured process •The Coaching Plan

action Planning

Module a: the Background to selling •The role of the professional

sales representative •The knowledge, skills and

attitudes needed •Why people buy •Two-way communication •The sales cycle

Module B: Pre-call Planning •Situation analysis •Setting call objectives •Call strategy •Using promotional materials

Module C: features, Benefits and Buying Motives •Definitions of features,

benefits and buying motives •How to translate your product

features towards identified customer specific needs

Module d: the sales Call •The opening •Probing •Presenting benefits •Recognizing and handling

customer feedback •Closing and gaining

commitment

Module d: Post-call analysis•How to identify successes and

challenges experienced during the call

•The importance of call recording

action Planning

SaleS and Marketing


• Bridge the divide between marketing and other departments

• Craft a clear customer value proposition as the core of your marketing strategy


Understand B2B high-tech marketing, customer centricity, seller-buyer relations, innovation management, value chain integration and emerging markets.A comprehensive overview of the latest trends and thinking on B2B and high-tech marketing, exploring the challenges of customer centricity, CRM and seller-buyer relations, innovation management, value chain integration, the threats and opportunities of emerging markets, the sustainability imperative, and the roles of the internet.

B2B sales and Marketing strategy WORKSHOP 383

who shouLd attendGeneral Managers, Product, Brand and Marketing Managers on a senior level in industrial and high-tech.

how You wiLL BenefitThis workshop offers a comprehensive overview of the latest trends and thinking on B2B and high-tech marketing, exploring the challenges of customer centricity, CRM and seller-buyer relations, innovation management, value chain integration, the threats and opportunities of emerging markets, the sustainability imperative, and the roles the internet plays in B2B marketing. The proliferation of new forms of collaboration between value chain members and customers in the creation and development of value will also be addressed.

As a result of participating in this workshop, you will be better able to:•Identify those trends that are impacting

your industry and how to address them •Integrate marketing and ICT strategies •Identify leadership actions required to

align people, processes and metrics in support of your strategy

Recognize the key leadership actions

needed for successful implementation of your

sales and marketing strategy.


trends and issues in Business Markets•New markets and new competitors •Information explosion empowering

customers

Marketing and strategy•Need for marketing oriented general

management

Customer value Marketing•Categories and selection of customer

value propositions •Importance of clarifying and

communicating value proposition

Customer Centricity and Customer delight•What is true customer focus? •The economic value of customer delight

and loyalty

Market intelligence •Why mega-mistakes occur

segmentation, targeting and Positioning

innovation and Marketing•Innovation drivers, cycles and processes •12 directions for business innovation

Portfolio Management and Marketing•What is portfolio management?

relationship Marketing and Key account Management•Consumer versus business marketing •Analyzing and mapping the purchasing

decision-making unit

strategic Brand Management•Brands and the experiential perspective •Branding in technology markets

strategic value Pricing•Price as result of value creation, value

communication, price structure and pricing process

Competing globally•The challenges and opportunities in the

“new rich” economies •Defending against low-cost, dynamic

competitors from emerging economies

Leadership and strategy implementation •Aligning people and processes for strategy

implementation

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13-16 May 2013 . . . . . . . . . . . . . . . . Istanbul . . . . . . . . . . . . . . . . . . . .English24-27 June 2013 . . . . . . . . . . . . . . . . Barcelona . . . . . . . . . . . . . . . . . . .English22-25 July 2013. . . . . . . . . . . . . . . . . Paris . . . . . . . . . . . . . . . . . . . . . . .English

25-28 November 2013. . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . .English17-20 March 2014. . . . . . . . . . . . . . . London. . . . . . . . . . . . . . . . . . . . .English

4 days / 5586 €

“ The aim of marketing is to know and understand the customer so well the product or service fits him and sells itself.”

– PETER DRUCKER

SaleS and Marketing


• Get a solid overview of the entire marketing process

• Use pricing strategies to increase your customers’ perception of the added value of your products and services

• Deploy the necessary tools to make a meaningful contribution to your company’s marketing strategies and plans


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

fundamentals of Consumer Marketing WORKSHOP 2130

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

how You wiLL BenefitThis workshop gives managers with relatively little formal marketing training a solid overview of the entire marketing process.

By participating in this workshop, you will be better able to: •Apply and leverage the various elements

of the marketing mix •Understand the critical importance of

differentiation and positioning in highly competitive markets

•Know how new developments in distribution and retail impact the management of distribution channels

Apply and use the various elements of the marketing mix for your competitive advantage.


daY 1

Module 1: definition of marketing We will define marketing and its elements, discuss why marketing is important, and talk about the role and responsibilities of the marketing function. We will also learn how to develop a coherent Marketing Plan.

daY 2

Module 2: the 4 P’s: Pricing •Understand the factors which affect

Pricing, explore a price setting model and more completely understand pricing strategies.

Module 3: the 4 P’s: Place (distribution) •We will talk about retailing trends, explore

how a distributor works, understand what merchandising is, and how we can influence the consumer/ buyer at the point of sale

daY 3

Module 4: 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

Module 5: understanding your brand and information requirements •This module answers the questions of:

Where are we as a brand? And what information do we need to know? Where are we with respect to our competition?

•We will discuss what useful information we can derive from internal and external sources in order to become more strategic and accurate in our planning and execution

•We will also de-mystify Market Research and learn the basic principles of an effective market research brief

daY 4

Module 6: executing an integrated marketing communication strategy •We will focus on communications

activities by understanding the concept of communication touch points with the consumer

•We will review the different options available to marketing communicators and the measurement of effectiveness of each instrument by learning the seven secrets of effective communication

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17-20 June 2013 . . . . . . . . . . . . . . . . Istanbul . . . . . . . . . . . . . . . . . . . .English16-19 September 2013 . . . . . . . . . . . London. . . . . . . . . . . . . . . . . . . . .English

25-28 November 2013. . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . .English10-13 March 2014. . . . . . . . . . . . . . . Paris . . . . . . . . . . . . . . . . . . . . . . .English

4 days / 4459 €

“ For a truly effective social campaign, a brand needs to embrace the first principles of marketing, which involves brand definition and consistent storytelling.”

– SIMON MAINWARING

SaleS and Marketing


Building strong Brands WORKSHOP 2216

negotiation and Closing skills for sales ProfessionalsWORKSHOP 2416Shift your branding focus and

strategy to match changing consumer expectations.A challenging, interactive workshop that will provide you with new tools and techniques that respond to the shifting expectations that consumers have towards brands.

Get a step-by-step guide to effective sales negotiation.


4 days / 4459 € 2 days / 3024 €

26-29 August 2013 . . . . . . . . . . . . . . Berlin . . . . . . . . . . . . . . . . . . . . . English30 Sept-3 Oct 2013 . . . . . . . . . . . . . . Paris . . . . . . . . . . . . . . . . . . . . . . English2-5 December 2013 . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English

24-25 October 2013 . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English17-18 February 2014 . . . . . . . . . . . . . Paris . . . . . . . . . . . . . . . . . . . . . . English

who shouLd attendManagers and senior executives who formulate and implement branding strategy, typically with 4 to 8 years of experience.

how You wiLL BenefitConsumer expectations have shifted, and communicating to them involves different media and techniques. This workshop addresses several current branding issues in a challenging, interactive format that will provide you with new tools and practices to move forward.

You will be better able to:•Understand the brand equity for each brand•Define the brand positioning•Define the strategy for your portfolio of brands•Define the pricing policy for each brand•Respond to the shifting consumer expectations


the Changing face of Consumer Marketing and Branding•Segmentation•Media selection•Creative planning•Accountability•Positioning

Media-neutral Brand/Communication Plan•Address all touch points for your brand (e.g. digital, retail,

customer service, product experience, word-of-mouth, etc.)•Allocate your budgets •Explore hard measures to assess the ROI of your brand initiatives

the value of reputation Management •The Net Promoter Score™ •Online reputation management

who shouLd attendSales professionals, sales managers, account executives, contract negotiators and anyone involved in negotiation.

how You wiLL BenefitYou will be better able to: •Develop an effective plan and strategy for any negotiation •Influence how customers view your product’s costs, benefits and

value to them •Influence and maintain your control of closing in sales negotiations •Make win-win deals that generate value for both parties, a

prerequisite to creating a long-term profitable customer relationship


Module a: selling vs. negotiating •Skills and competencies of a good negotiator •Different types of negotiation •Evaluating the situation

Module B: negotiation Process •The basic concepts •What is negotiable in typical business situations •Approaches to negotiation

Module C: Planning Your negotiation •Plan a negotiation •Determine a settlement range •Apply the planning framework

Module d: assertiveness and Persuasion •Assertiveness and negotiation style •Assertiveness and Persuasion techniques •Managing emotions, remaining focused on a positive outcome

Module e: Closing strategy •Plan a strategy to apply your negotiation and closing skills •Process: problem or issue identification •How to choose appropriate communication methods

action Planning

NEW!

SaleS and Marketing


• Understand the major trends and issues in B2B marketing and how they impact your markets, customers and competitors

• Define and communicate your customer value proposition(s) to your target customers and channel partners

• Use customer insight to make the link between your solution, customer focus, customer loyalty and profitability


Maximize success by ensuring your marketing plan is customer-driven and can be executed by the entire organization.

Product Management in B2B Markets WORKSHOP 2120

who shouLd attendManagers in B2B markets, including: product and brand managers, process managers, market and marketing managers.

how You wiLL BenefitAfter participating in this workshop, you will be better able to:•Understand how to apply the concepts

of marketing planning to your specific business planning challenges

•See the importance of segmentation, targeting and positioning to the acquisition and care of profitable customers

•Manage the industrial buying process and customer relationships

•Use service strategies to manage customer touch points and generate sustainable differentiation


Major trends and issues in Business Markets •New markets and new competitors •Information explosion empowering

customers •From supply chains to customer

experience systems

Get a full understanding of the elements of the

marketing planning process.

•The sustainability imperative. Threats and opportunities

•From sales and marketing management to market-driven leadership

•The evolving role of Product Manager. Skills and fit in the organization

Marketing and Product Management definitions •The evolution of marketing in B2B •Customer value proposition at the heart of

competitive strategy •Categories and examples of customer

value propositions •Market driven planning approach for your

project •External and internal analysis, SWOT

Customer focus and Buying Behavior •Power shift to customers •What is a market-driven company? •Financial value of delighting your

customers •Measuring and profiting from customer

loyalty •Who are your customers? •B2B versus B2C buying behavior •Customer value and segmentation •Targeting to acquire profitable customers

Competition, Positioning and Brand Management •Competitive analysis •Focusing, positioning and differentiation:

the essence of marketing strategy •Positioning statements, positioning criteria

and perceptual mapping •Strategic and tactical brand management •The importance of branding and trust in

B2B markets •Market intelligence, types of market

research

Product and solution innovation •Innovation challenges and strategies •Types and examples of innovation •Open innovation; co-creation and co-

development with customers and partners

•360 degree scope of innovation •Emerging markets as sources of innovation

in solutions and channels •Sustainability as a driver of innovation

Managing the 4 P’s and the Customer experience •The extended marketing mix •Customer touch points and the integrity

of the customer experience •Managing the “moments of truth” •Marketing communications •The impact of new technologies and social

networks •Account management, understanding

decision-making unit behavior •Team selling and customer relationship

management •Solutions marketing •Pricing, distribution and value chains •Customer service strategies and systems

Leadership and Marketing strategy implementation •Towards market-oriented general

management •Alignment of people and processes to

execute strategy •Integration of ICT and customer focused

marketing strategies •Elements of change management •Individual action planning

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13-17 May 2013 . . . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . .English10-14 June 2013 . . . . . . . . . . . . . . . . Paris . . . . . . . . . . . . . . . . . . . . . . .English1-5 July 2013. . . . . . . . . . . . . . . . . . . Barcelona . . . . . . . . . . . . . . . . . . .English

26-30 August 2013 . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . .English18-22 November 2013. . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . .English17-21 February 2014 . . . . . . . . . . . . . Berlin . . . . . . . . . . . . . . . . . . . . . .English

5 days / 4664 €

SaleS and Marketing


Consultative and solution selling WORKSHOP 2213

international Key account Management WORKSHOP 2214Use globalization, new competitors,

the Internet and increased customer demands to your advantage. Manage international accounts

globally, regionally and nationally to maximize sales and create long-term customer relationships.


3 days / 4254 € 3 days / 4254 €

10-12 June 2013 . . . . . . . . . . . . . . . . London. . . . . . . . . . . . . . . . . . . . English2-4 December 2013 . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English17-19 February 2014 . . . . . . . . . . . . . Berlin . . . . . . . . . . . . . . . . . . . . . English

27-29 May 2013 . . . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English30 Sept-2 Oct 2013 . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English18-20 November 2013. . . . . . . . . . . . Paris . . . . . . . . . . . . . . . . . . . . . . English17-19 February 2014 . . . . . . . . . . . . . Berlin . . . . . . . . . . . . . . . . . . . . . English

who shouLd attendSales or channel managers or executives responsible for the sales strategy formulation or organisation, development and management of direct sales teams or indirect sales channels.

how You wiLL BenefitSales in B2B markets have become more competitive and complex. Globalization, new sources of competition, intensive utilization of Internet combined with increased customer exigencies make it more difficult for sales executives to achieve their objectives. This workshop helps sales team managers to take advantage of these changes and proposes effective sales approaches and methods.

Participating in this workshop will help you will be better able to: •Understand the major trends in B2B markets •Understand your B2B customers or channels •Clarify and communicate your unique customer value proposition •Build custom-made solutions•Build, develop and motivate your sales and support teams •Produce effective key account plans •Focus on customers delight and building customer loyalty•Motivate your sales team to compete based on your unique

customer value proposition

toPiCs in this worKshoP•Major trends in B2B markets and their impact•Customer centricity•Making the sales funnel work•Building the customer value proposition•Value based pricing•Sales team management•Action planning and workshop conclusions

who shouLd attendSales Managers or Senior Account Managers and teams responsible for servicing international or global accounts.

how You wiLL BenefitYou will be able to:•Identify the various decision-making structures and priorities on

the customer side at the global, regional and national level•Organize your own sales team across regions to match the

customer structure•Work with your customers at the global, regional and national

level, and prepare your own sales team across regions to match the customer structure


Managing global accounts as “Mini Business units”•Your customer value proposition in different regions

from Plans to action•Aligning the various parts of your own organization for global

account support•Managing the varying requirements on the customer side

Practice orientationPractical exercises are mixed with extensive discussions under the guidance of an MCE Associate with years of experience in this area.



“ Sales are contingent upon the attitude of the salesman – not the attitude of the prospect.”

– W. CLEMENT STONE

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SaleS and Marketing


• Speak the language of marketing

• Understand the processes, thinking, planning and launching of marketing campaigns

• Use an effective process to complete a marketing plan for a project in your organization


Get a marketing education that supports both B2B and B2C marketing.

Mini Master of Marketing Management - Part i & Part ii WORKSHOP 2178

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

how You wiLL BenefitYou will be better able to:•Analyze 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

toPiCs in this worKshoPUsing the latest insights in marketing, the Certified Marketing Manager is an intensive two-week marketing workshop finishing with the presentation of a marketing plan relating to an actual project of the participants’ organizations.

The first module starts with the essence of marketing, the basics of building a strategy, aligning the organization behind the strategy and ensuring implementation.

note: Mini Master of Marketing Management is delivered as two separate one-week modules.

Establish a common approach and terminology for the marketing function.

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

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17-21 June 2013 (Part 2) . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . .English26-30 August 2013 (Part 1) . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . .English

16-20 December 2013 (Part 2) . . . . . Brussels . . . . . . . . . . . . . . . . . . . .English10-14 March 2014 (Part 1) . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . .English

10 days / 7688 €

SaleS and Marketing


Managing Channels and distributor networks WORKSHOP 2169

analytics: tools and techniques to tame information overload WORKSHOP 7739Adapt your long-term strategy to

retailers’ changing demands.Make smarter business decisions using these powerful data analysis methods.

dates & Locations www.mce-ama.com/2169 dates & Locations www.mce-ama.com/7739

9-12 December 2013 . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English17-20 March 2014. . . . . . . . . . . . . . . London. . . . . . . . . . . . . . . . . . . . English

30 Sep -2 Oct 2013 . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English24-26 March 2014. . . . . . . . . . . . . . . Paris . . . . . . . . . . . . . . . . . . . . . . English

who shouLd attendCountry-, Sales-, Marketing-, Channel- and Retail Leaders who want to strengthen the relationship they have with the retail trade.

how You wiLL BenefitYou will be better able to: •Move from a product-oriented to a customer-centric business

proposition •Combine your consumer information with the retailer’s shopper

information to make the right decisions•Structure a business proposition which provides value both to the

consumer and the retailers•Focus your strategy into a key account management approach for

each major retailer


setting the scene•Micro segmentation: providing real value to the consumer•The need for differentiation•Globalization versus localization•The issue of sustainability•Distribution and channel management•Retail measurements•Accelerated technological change•Supply chain

value selling•The analysis of external factors•How to get consumer insight•How to innovate for differentiation•Branding and private label•Pricing•Trade marketing activities

interpersonal skills•Knowing personal styles•Questioning and listening•The skills of negotiation

execution•Key Account Management

who shouLd attendManagers, individual contributors and others who need ways to quantitatively and accurately analyze the mountains of data that come across their desk each minute of every day.

how You wiLL BenefitThis seminar goes beyond the qualitative side of data analysis to explore proven quantitative tools and methods for analyzing, interpreting and utilizing data so that more informed and reliable business decisions can be made. Take this workshop to solve the problem of how to productively handle the spreadsheets, reports and information that pile up in your inbox every day and lose the angst that goes with it!

You will be better able to: •Use the best practices for organizing, summarizing and

interpreting quantitative data •Create a repeatable process for analyzing your data •Bring out patterns in data that were not apparent at first glance •Identify and explain tools (software packages, MS Excel® features,

etc.) that can be used to aid data analysis •Shorten the time between analysis and action to avoid “analysis

paralysis” •Progress from hard data to well-reasoned conclusions

toPiCs in this worKshoP•Using data and statistics effectively in business today •Improper data manipulations and their consequences •Exploring quantitative data collection methods •Improving analysis success by effectively utilizing software •Understanding regression, trend lines and scenarios in Excel •Utilizing the power of business intelligence software •Finding and analyzing data patterns, trends and fluctuations •Interpreting and translating data into decisions

4 days / 4459 € 3 days / 4254 €

SaleS and Marketing


• Understand the benefits of moving to a joint approach of category management with channel partners

• Move from a product oriented to a customer centric business proposition

• Focus on key marketing skills to meet the everyday challenges of consumer marketing


Differentiate your business to move from a product-oriented to a customer-centric business proposition.

Product, Category and segment Management in Consumer Markets WORKSHOP 2205

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

how You wiLL BenefitThis workshop challenges the traditional way of product management. It shows how to move from a product-oriented to a customer-centric business proposition.

By participating in this workshop, you will be better able to:•Create value propositions based on

consumer insights and decision drivers•Validate new propositions on their

uniqueness and viability in the market•Identify the implication s for your business

and value chain partners so you can successfully reach the consumer


the need for customer-centric product management •Trends in consumer markets that impact

branding activities•Trademarks, increased competition, private

labels, commoditization •Benchmarking brand strategy

Acquire the tools, tips and processes you

need to solve everyday marketing and branding

problems.

Moving from product to experience: a consumer’s perspective •Value propositions, brands and consumers •Your product or service propositions from

a consumer’s perspective •Areas of the overall brand/product

experience

from Product Management to Category Management •The rising power of retailers•Category management based on trust and

mutual benefit

Creating value Propositions that Matter •The customer’s experience•Crafting value/product propositions that

influence the customer experience•Analyzing your brand value proposition for

relevance to the consumer•Developing product propositions based

on consumer insights at every step of the customer experience

•Looking at the ways to innovate “beyond” the product or service

•Making sure the right ideas are turned into value propositions and products while the wrong ones are edited out

•Thinking beyond “one product” selling a long term customer relationship—with follow-on sales

Creating a business case and launch/development plan•A way to analyze the performance of

your competitors across the customer experience tunnel and identifying competitive opportunities beyond the product at each point of insight

•A method to quantify these opportunities for the business and describing their impact on the positioning, pricing and promotion of your proposition.

•An approach to establish a top line communication plan which reflects the real media and message consumption of your consumers and takes into account

the insights you gathered. This ensures that the relevant macro budgets are allocated where they have the highest impact and focus on the messages that matter most.

•A view to fit your value proposition into the overall proposition portfolio/lifecycle of your business, as well as the customer relationship cycle

aligning your company around the strategy – and around the customer •Support systems for customer centricity•Identifying the stakeholder support you

require•Formulate action plans•Key measures to track business progress

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27-31 May 2013 . . . . . . . . . . . . . . . . Istanbul . . . . . . . . . . . . . . . . . . . .English17-21 June 2013 . . . . . . . . . . . . . . . . Barcelona . . . . . . . . . . . . . . . . . . .English

21-25 October 2013 . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . .English2-6 December 2013 . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . .English

5 days / 4664 €

“ The new dynamics between brands and consumers, driven by social media, are proving to be a powerful impetus for change.”


SaleS and Marketing


• Contribute to your company’s marketing strategy and execution

• Understand the importance of managing all customer touch-points

• Understand the logic, vocabulary and perspectives of your marketing colleagues


Get marketing tools to create, communicate and measure customer value and to gain a competitive advantage.

Principles of value-Based B2B Marketing WORKSHOP 2119

who shouLd attendManagers in a non-marketing role or function in business-to-business markets.

how You wiLL BenefitYou will be better able to: •Understand the key trends in B2B

marketing and their impact on your company

•Understand the different categories of Customer Value Propositions and their implications for all company functions

•Use key marketing, concepts, tools and techniques needed to successfully drive customer value

•Identify how marketing activities are linked to corporate strategy and goals

•Understand customer focus and the financial value of loyal customers

•Analyze B2B marketing issues and apply best practice solutions

• Use the marketing skills you have learned to help develop a sustainable, competitive advantage in the marketplace

toPiCs in this worKshoPGiven the increased competition and complexity in global B2B markets, the role of marketers in developing and delivering successful value propositions has become more important than ever. Leading B2B companies are no longer narrowly focused

Learn how to create, communicate and

measure customer value in B2B markets.

on products, sales, and finance. Today, they are evolving towards more marketing-oriented general management capabilities.

Marketing strategies and business strategies are becoming interdependent. Therefore, a clear understanding of basic marketing principles and the know-how to create, communicate and measure customer value is essential for most B2B managers. This workshop addresses each of these issues.

trends and issues in B2B Marketing •New markets and new competitors •The information explosion and

empowered customers •B2B versus B2C marketing •From supply chains to customer

experience systems

Marketing and strategy •Integration of marketing in all business

strategy stages •Moving from functional management to

market-driven leadership •Putting the customer value proposition at

the heart of strategy •Contributing to the marketing planning

process •Integrating ICT and marketing strategies

Customer value Marketing •Categories and selection of customer

value proposition •Implications of different value propositions

on your skills, processes and structures •What is true customer focus? •The financial value of customer delight

and loyalty •Understanding the importance of

customer touch-points throughout the value chain

•How all functions contribute to customer value

Key Marketing activities •The importance of clarifying and

communicating the customer value proposition

•Generating and caring for profitable customers

•Segmentation, targeting and positioning •Customer value propositions and the 4 P’s

of marketing •Brand Management •Product, service and solution innovation •Managing the customer experience at

each touch-point •The marketing planning process

Leadership and strategy implementation •Your role in support of marketing •Diagnosing the customer orientation of

your business unit and your team •Aligning people and processes to execute

the marketing strategy •Determine which actions you can take to

become more customer-oriented •Marketing skills and your career •Action planning

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10-13 June 2013 . . . . . . . . . . . . . . . . Barcelona . . . . . . . . . . . . . . . . . . .English24-27 June 2013 . . . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . .English5-8 August 2013 . . . . . . . . . . . . . . . . Paris . . . . . . . . . . . . . . . . . . . . . . .English

26-29 August 2013 . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . .English9-12 December 2013 . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . .English

4 days / 4459 €

“ Price is what you pay. Value is what you get.”

– WARREN BUFFET

“ People who don’t take risks generally make about two big mistakes a year. People who do take risks generally make about two big mistakes a year.”

– PETER DRUCKER

MCe also offers fully customized services for your organization. our expertise in strategic alliances and Mergers includes:

Learn best practices and expert knowledge for creating workable and productive mergers, acquisitions, partnerships and alliances.

StrAtegIC ALLIANCeS ANd MergerS

Mergers & acquisitions: valuation of Companies and due diligence Best seller. . . . . . . . . . . . . . . . . . . . . . . . . . . . 83

Leadership for Post-Merger and acquisition integration . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 84

Mergers & acquisitions: integrating operations and Consolidating accounts . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 84

Managing strategic alliances and Partnerships Best seller. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 85

9 Complete an accurate business valuation and an effective due diligence process

9 Manage the acquisition process confidently and successfully

9 Integrate financial operations and consolidate accounts following the merger or acquisition

9 Define the expected outcomes for each partner in a proposed alliance or partnership

9 Identify the results that will cause the alliance to be beneficial

9 Select the best structure for a proposed alliance or partnership

9 Evaluate the performance of an alliance or partnership to ensure that value is being created

STRATEGIC ALLIANCES AND MERGERS


• Gain insights into merger and acquisition transactions

• Understand the roles and responsibilities of members of the M&A team

• Identify the factors that create business value to better determine a company’s worth


Improve investment decisions by applying the best methods and tools for valuation and due diligence.

Mergers and acquisitions: valuation of Companies and due diligence WORKSHOP 782

who shouLd attendAll directors with responsibility for negotiating the sale or acquisition of a business, division or business unit.

how You wiLL BenefitYou will be better able to: •Accurately analyze financial statements

and ratios and calculate future cash flows •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

Learn how to conduct an M&A process from

valuation through integration.

toPiCs in this worKshoPParticipants will be challenged to take on the role of an M&A team with full responsibility to assess, value, analyze and plan a major acquisition program for a European company ending with a full board presentation of their proposal to a panel of experts and experienced senior executives.

the Merger & acquisition process This module defines and addresses the M&A process giving participants a working framework to assess potential acquisition targets, the processes and procedures needed to analyze such companies, as well as a base level introduction to accounting and operational issues.•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 You and your team embrace the role of a Senior Management M&A team responsible for a material acquisition of a major European public company. You are responsible for identifying a new potential acquisition for your company defining an opening stage valuation for your target company taking into account all known information and using a range of valuation techniques.•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-practice 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 You and your team face the challenge of due diligence and reviewing the target organisation. This module addresses best practice cases in due diligence, the roles and aspects to be addressed, the issues to be covered and the areas of exception and concern.•Defining a due diligence plan •Staffing the team, who and 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



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17-21 June 2013 . . . . . . . . . . . . . . . . Barcelona . . . . . . . . . . . . . . . . . . .English22-26 July 2013. . . . . . . . . . . . . . . . . Paris . . . . . . . . . . . . . . . . . . . . . . .English16-20 September 2013 . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . .English

18-22 November 2013. . . . . . . . . . . . Geneva. . . . . . . . . . . . . . . . . . . . .English16-20 December 2013 . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . .English

5 days / 4664 €




3 days / 5484 € 3 days / 4254 €

25-27 November 2013. . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English3-5 February 2014 . . . . . . . . . . . . . . . Paris . . . . . . . . . . . . . . . . . . . . . . English

23-25 September 2013 . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English24-26 February 2014 . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English

Efficiently integrate processes, structures and culture to ensure a merger or acquisition delivers its value.

Identify the steps necessary for successful M&As.

Leadership for Post-Merger and acquisition integration WORKSHOP 2193

Mergers and acquisitions: integrating operations and Consolidating accountsWORKSHOP 2221

who shouLd attendSenior managers who are responsible for, or who anticipate managing the integration of two or more companies following a merger or acquisition.

how You wiLL BenefitYou will be better able to:•Integrate the companies and cultures involved in your merger or •Recognize the best capabilities both parties bring to the table •Implement the new corporate strategy •Anticipate and plan for potential pitfalls in mergers and

acquisitions •Apply exemplary practices gained from case studies and the

experience of your fellow participants


during the workshop, you will:•Analyze your integration challenge from the point of view of the

sources of value in the two companies•Explore and deal with the toughest challenges you will face in

integrating two companies•Plan how to deliver the financial and non-financial benefits for the

merger or acquisition

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

who shouLd attendSenior financial and non-financial executives involved in M&A activities and processes.

how You wiLL BenefitYou will be better able to: •Understand the issues and pitfalls arising from acquisitions •Work through the critical operational concerns related to M&As •Develop successful integration plans and procedures •Address consolidation accounting and fair value assessment issues •Be able to prepare and present meaningful acquisition presentations

to board of directors and senior management


the M&a process •M&A transaction types and processes•Building the integration team and 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 •Reporting systems and information requirements •Financial planning and budgeting

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



• Set up the alliance and manage the implementation of a common strategy to achieve your business objectives

• Set clear goals for success

• Manage implementation of the shared strategy and track performance


Define the partnership, set goals and expectations, and manage the collaboration to your mutual advantage.

Managing strategic alliances and Partnerships WORKSHOP 2247

who shouLd attendAll managers who are managing a joint venture, partnership or alliance with another organization.

how You wiLL BenefitYou 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


start with a clear structure and roadmap for success •What are you trying to achieve with the

alliance? •Different forms of alliances and options

for value creation •Level of control vs. level of ownership •Roles and responsibilities of both sides•Remuneration of the partner – does it

relate to revenues or profits?•Risk sharing arrangements•Process for solving conflicts•Legal status and regulatory considerations•Exit clause and buy-out formulae –

nothing lasts forever

Set up an alliance or partnership and manage

the implementation to achieve your business

objectives.

Managing the alliance •Leadership role of the alliance manager•Typical life cycle of an alliance•Aligning both sides to the customer value

proposition – making the alliance seamless to clients

•Mapping the cultures of both organizations, finding gaps and leverage points and what to do about them

•Communicating the alliance to employees and other important stakeholders

•Creating and nurturing relationships of trust between counterparts

•Creating clear processes•Setting clear performance goals for the

alliance – who is accountable for what•Tracking and analyzing performance –

replicating successes and dealing with underperformance

•Renegotiating overlooked or unclear terms of the alliance agreement

handling problems •Likely sources of problems – process/

structure flaws vs. human emotional reactions

•Culture clashes and organizational politics on both sides

•Keeping the lines of communication open with the other side

•Gathering the facts on both sides for an objective analysis

•Handling difficult conversations•Negotiating for a win-win solution•Keeping the 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 for feedback and final adjustments

•Using successful alliance management to advance your career further

•Peer coaching

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1-4 July 2013. . . . . . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . .English29 July-1 Aug 2013 . . . . . . . . . . . . . . Paris . . . . . . . . . . . . . . . . . . . . . . .English

24-27 September 2013 . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . .English16-19 December 2013 . . . . . . . . . . . . London. . . . . . . . . . . . . . . . . . . . .English

4 days 4664 €

“ Creating a better world requires teamwork, partnerships, and collaboration, as we need an entire army of companies to work together to build a better world within the next few decades. This means corporations must embrace the benefits of cooperating with one another.”


“ The best CEOs I know are teachers, and at the core of what they teach is strategy.”

– MICHAEL PORTER, EDUCATOR

MCe also offers fully customized services and expertise for your organization in strategy and implementation, including:

Ensure that your people understand your strategy, implement it effectively and that you can measure your strategy’s success.

StrAtegy ANd IMPLeMeNtAtIoN

Business strategy for Managers . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 87

Business Process alignment Best seller. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 88

Profitable Customer Centricity Best seller . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 89

Business Performance Metrics and Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 90

9 Finding out what your customers want and formulating a customer value proposition

9 Putting the customer value proposition at the centre of everything you do

9 Aligning the people and processes in your organization around delighting the customer

9 Measuring customer centricity, analyzing where you are succeeding and what you still have to improve

9 Managing business performance

9 Measuring and managing value creation

9 Making sure processes and metrics support the strategy

9 Equipping managers to implement the strategy in departments and teams

STRATEGY And IMPLEMEnTATIOn


• Develop a solid understanding of business strategy

• Use strategic thinking leads to make a better evaluation of opportunities

• Increase the chances of creating value for your company by applying strategic thinking techniques


Create greater value as a manager by thinking strategically about opportunities, resources and risks.

Business strategy for Managers WORKSHOP 2195

who shouLd attendMiddle managers who need to understand strategy, strategic thinking and decision-making.

how You wiLL BenefitHow do you contribute value to your company, and how can you raise your profile as a manager? A key prerequisite is a solid understanding of business strategy. Better strategic thinking leads to better evaluation of opportunities, smarter allocation of resources, and higher chances of creating value for your company, even at the middle of the organization.

After participating in this workshop, you will be better able to:•Make business decisions based on

business criteria and that create value for the whole organization…not just your department

•Conduct a strategic analysis considering both internal and external environmental factors

•Make a strategic plan for your area of the company

•Use different strategy tools in your job•Have a better understanding of your own

business issues by benchmarking with your fellow participants

Learn to think strategically and position

yourself to create greater value for your

organization.

toPiCs in this worKshoPBefore the workshop, participants will collect information about their corporate strategy, and the strategy of their division. They will also prepare information about their departmental objectives and any performance data. They will bring this information for their own reflection and self-application of the learning.

During the workshop, participants will learn, through interactive presentation, case study, business examples, interaction and debate with fellow participants, and application to their own business situation:

strategy fundamentals: the basic and alternative approaches to strategy•Categories of strategy and different

business value drivers•Decision-making tools: typical MBA tools

and a few more….•Cascading strategies•Strategy implementation

introduction to strategy concepts •What makes a good strategy? What

makes a good strategist? •Strategy is about the key customer •Implications of strategy for the business •Strategic management process •Key components of strategy •Levels of strategy •Global trends which affect strategies

strategic analysis •Introduction to classic Strategic Models•Customer Value Proposition at the centre

of every strategy•Environmental Analysis •Scenario Planning •Industry Analysis •Product Life Cycle •Cost Curves •Value Chain •Core Competencies

strategic alternatives and selection •How to conduct a good SWOT Analysis •Generic Strategies •Portfolio Analysis •Analyzing the competition for your

business •Generating strategic alternatives •How to make good decisions •Strategy Mapping and Management •Customer loyalty and the Net Promoter

Score

implementing your strategy •Aligning people to the strategy – how

to get the behaviours that support the strategy.

•Getting the customer value proposition clear and mapping the implications for how the business should be managed

•Communicating the strategy in a way everyone can understand and act on.

•Aligning the behaviour of leaders and front line employees to support the strategy.

•Aligning performance metrics and rewards to the strategy.

•Building the processes and structure that facilitate strategy implementation and do not hinder it.

•Over time, building the culture that supports the strategy

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22-25 April 2013 . . . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . .English27-30 May 2013 . . . . . . . . . . . . . . . . Barcelona . . . . . . . . . . . . . . . . . . .English10-13 June 2013 . . . . . . . . . . . . . . . . Milan . . . . . . . . . . . . . . . . . . . . . .English17-20 June 2013 . . . . . . . . . . . . . . . . Barcelona . . . . . . . . . . . . . . . . . . .English26-29 August 2013 . . . . . . . . . . . . . . Kuala Lumpur . . . . . . . . . . . . . . . .English24-27 September 2013 . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . .English

28-31 October 2013 . . . . . . . . . . . . . Paris . . . . . . . . . . . . . . . . . . . . . . .English25-28 November 2013. . . . . . . . . . . . Geneva. . . . . . . . . . . . . . . . . . . . .English9-12 December 2013 . . . . . . . . . . . . . Geneva. . . . . . . . . . . . . . . . . . . . .English17-20 February 2014 . . . . . . . . . . . . . Dubai . . . . . . . . . . . . . . . . . . . . . .English24-27 March 2014. . . . . . . . . . . . . . . Istanbul . . . . . . . . . . . . . . . . . . . .English

4 days / 4664 €



• Design and implement the best processes

• Ensure processes work together in the service of your strategic objectives

• Better serve your customers through processes aligned to your strategy


Streamline and align your business processes for more effective strategy execution.

Business Process alignment WORKSHOP 2194

who shouLd attendExperienced managers and project leaders who have the responsibility to create, improve or manage processes across functions. They are either directly involved in planning and managing the processes, or they influence how the processes are designed.

how You wiLL BenefitCompany processes can either make life better for people – helping them implement the strategy, serve the customer, comply with financial and legal requirements – or they can be a huge obstacle to getting things done.

How can you design and implement the best processes for your organization? How can you ensure various processes are working together and not against each other in the service of the overall strategic objectives of the company?

After participating in this workshop, you will be better able to:•Put in place processes that help people

rather than hinder them in implementing the company strategy

•Distinguish between mission-critical and support processes

•Analyze systems of interlinked processes and make adjustments so the overall system works

•Create simple process flows that you and your colleagues can understand and work with

Design processes to implement strategy, serve

customers and comply with legal and financial

requirements.

•Measure and manage the critical junctures in the processes

•Manage process implementation and people alignment


strategic foundation and Business Process Management Setting the context - understanding strategy and processes, and how processes should be designed to implement the strategy•Strategic challenges•Strategic directions•Implications of strategy for business

processes•Defining strategy and strategic goals•Key process principles

improving and redesigning Processes Concepts and tools for process design, and understand the systems at work in an organization, and how changing part of a process has impacts elsewhere•Basics of process design•Business Process Re-engineering•Process Management Methodologies•Value-driven process improvement•Review the many different methodologies •Advantages and pitfalls of methodologies•Customer centricity as a value driver•Selecting a Methodology•Implications for IT

from strategy to Business Process alignment and Key Metrics •Designing the processes and measuring

them•Strategy Assessment•Conducting a strategic assessment as a

basis for process design•Strategy Mapping•The hierarchy of value creation in processes•The Balanced Scorecard as a measurement

hierarchy•Different Strategy Maps for different

strategies•Linking processes•Key Success Factors

•Identifying KSF’s•Processes to achieve a KSF•Key Performance Indicators•Performance management principles•Leading vs. Lagging Measures•How to measure processes

Managing Process Changes to implement strategies •Process Change Execution capabilities•Selecting Key Performance Indicators•Managing Timelines•Cascading Objectives and Measures•Ownership and Accountability•Adapting the Rewards System•Integrating the Company Culture•Adapting Leadership and Management


24-27 June 2013 . . . . . . . . . . . . . . . . Barcelona . . . . . . . . . . . . . . . . . . .English7-10 October 2013 . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . .English

2-5 December 2013 . . . . . . . . . . . . . . London. . . . . . . . . . . . . . . . . . . . .English16-19 February 2014 . . . . . . . . . . . . . Dubai . . . . . . . . . . . . . . . . . . . . . .English

4 days / 4664 €

“ But the best teams I’ve encountered have one important thing in common: their team structure and processes cover a full range of distinct competencies necessary for success.”

– JESSE JAMES GARRETT



• Use the right metrics to keep your people focused on creating loyal, high-value customers

• Understand – and use –the difference between customer satisfaction and customer loyalty

• Gain deep insights into what it takes to ‘delight’ your customers


Focus the organization on creating value for the customer while ensuring value is captured for the business.

Profitable Customer Centricity WORKSHOP 2196

who shouLd attendSenior managers concerned with projecting and ensuring a return on investment in customer-centricity programmes.

how You wiLL BenefitYou will be better able to:•Measure the value of customers and

success in clearly and objectively•See the link between customer loyalty and

future financial performance•Integrate customer loyalty into your

strategy convincingly and consistently•Lead people in a way that motivates and

enables them to deliver customer delight•Create a concrete implementation plan

toward becoming a more customer-focused company

•Make a convincing business case for improving customer focus and customer loyalty

•Make the necessary changes in your structure, processes, metrics and rewards to support customer focus throughout the organisation

•Diagnose and address customer centricity roadblocks, overcoming internal resistances

•Manage internal services to support customer-facing roles

Create a plan for profitable customer

centricity, implement it and measure your

success in tangible terms.


the Business Case for Profitable Customer Centricity •Customer Focus vs. Profitable Customer

Centricity•Understanding what customers need,

want and value•Defining a clear Customer Value

Proposition•The benefits of Customer Satisfaction vs.

Customer Loyalty•Calculating the lifetime value of a loyal

customer•Methodologies for measuring Customer

Loyalty•Net promoters as valuable loyal customers•Referral Economics•Analyzing and understanding feedback•Segmenting customers•Acting on the feedback

Mapping Customers: the Customer journey •Understanding how your customers

experience your company along their “journey” with your products and services

•Knowing what is going inside your customer at every step of the journey

•What should the customer experience be at each step in the journey?

•How do you get your staff to want to “connect with” your customers and delight them?

•The impact of Social Networks on the customer journey

•Customer Segmentation – the traditional and the modern way

where and what are the obstacles to achieving your vision? •Analyzing the obstacles•Your processes – are you closing the loop? •Your performance metrics – in conflict

with customer centricity?•The organization, your people and/or…

yourself, possibly?•Habits and biases - the way it has always

been done

Leading the organization to deliver •The MCE Leadership Model for Aligning

People•Strategy Commitment: involving people to

deliver on your customer promises•Cascading your customer strategy:

communicating in a way people can understand, commit to, and act upon

•Performance Metrics for profitable customer centricity

•Structure, processes and process improvements in line with your customer journey and Referral Economics

•Leveraging your organizational structure for optimal delivery of your profitable customer centricity strategy

•Leadership behaviour – walking the talk and leading by example

•Corporate Culture – incorporating customer focus into your values and repeat behaviours

Planning for implementation •Communicating your customer plan to

implement it effectively•Crafting a convincing case for customer

focus•Building your specific customer plan•Personal action planning and peer

feedback

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22-24 April 2013 . . . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . .English10-12 June 2013 . . . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . .English1-3 July 2013. . . . . . . . . . . . . . . . . . . Milan . . . . . . . . . . . . . . . . . . . . . .English

9-11 December 2013 . . . . . . . . . . . . . London. . . . . . . . . . . . . . . . . . . . .English10-12 February 2014 . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . .English

3 days / 5279 €



• Set up a simple, robust and meaningful corporate performance management and reporting process

• Select meaningful metrics to help you and everyone in your company focus on executing your strategy

• Create a common language around corporate performance management and get people’s buy-in


Learn to set the right key metrics for your strategy so people can focus on realizing strategic goals.

Business Performance Metrics and Management WORKSHOP 2197

who shouLd attendSenior managers, divisional line managers, finance managers and heads of function.

how You wiLL BenefitYou will be better able to:•Support strategy implementation in

your company through good corporate performance management

•Understand the key elements of strategy and how they are aligned with the delivery of customer and shareholder value

•Know the value drivers in your company, and how they can be measured

•Know how value translates into KPI’s for the different processes and functions in your company

•Be able to put in place the most appropriate corporate performance measurement and management process and accompanying systems for your company


Context for performance management: value drivers and strategyIn order to measure what is important and strategic, you have to understand what the key value drivers of your business are.•Analyze your own performance

management challenge

Select the best metrics to help you and your

company focus on executing the strategy.

•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 scorecardsBe able to map out a strategy, cascade goals and link objectives to ultimately create value. First understand the hierarchy of goals to track effectiveness of your inputs and impact on results. •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 systemsWhat measures help you to monitor and target which sets of goals? Tour the different systems, methodologies, and tools and select the right one for your situation.•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 performanceManagers need to identify the best ways to link pay to performance at different levels in the organization.•Identifying and overcoming performance

obstacles •Linking personal and business scorecards•Managing by individual objectives •Compensation and reward systems in line

with strategy•Talent management for performance•Building a performance culture•Your role as leader-manager

[1] Strategy Maps and Balanced Scorecard are based

on the work of Robert S. Kaplan and David P. Norton

of Harvard Business School


19-22 August 2013 . . . . . . . . . . . . . . London. . . . . . . . . . . . . . . . . . . . .English16-19 December 2013 . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . .English

17-20 February 2014 . . . . . . . . . . . . . Paris . . . . . . . . . . . . . . . . . . . . . . .English

4 days / 5740 €

“ Measurements, observations, descriptions can only be considered scientific when they are independently confirmed by other people.”

– JOSE PADILHA

“ Supply chains cannot tolerate even 24 hours of disruption. So if you lose your place in the supply chain because of wild behaviour you could lose a lot. It would be like pouring cement down one of your oil wells.”

– THOMAS FRIEDMAN, JOURNALIST

MCe also offers fully customized services for your organization. our expertise in supply chain management includes:

Gain the skills to turn the supply chain into a true source of value for your organization.

SUPPLy CHAIN MANAgeMeNt

operational excellence in supply Chain Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 92

strategic sourcing and supply Chain governance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 92

Procurement, negotiations and Best Practice . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 93

9 Using supply chain management as a competitive advantage

9 Methodology and processes to align supply chain management to corporate strategy

9 Processes and techniques for achieving operational excellence in supply chain management

9 Fundamental principles, processes and strategies for managing supply chains

9 Focusing on time-to-market issues and their impact on supply chain management

9 Financial aspects of supply chain management and how to maximize their value

9 Using IT as a key enabler of supply chain management

9 Best practices in procurement and negotiations

9 Positioning and selling supply chain innovation to senior management

9 Strategic sourcing and supply chain governance

9 Management of contract life cycles in supply chains

SUPPLY CHAIN MANAGEMENT


operational excellence in supply Chain Management WORKSHOP 2199

strategic sourcing and supply Chain governance WORKSHOP 2230

Select the best optimization approach for your company.

Discover the skills and tools needed to form partnerships with vendors to deliver competitive advantages.


3 days / 4254 € 3 days / 4254 €

10-12 June 2013 . . . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English25-27 November 2013. . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English17-19 February 2014 . . . . . . . . . . . . . Berlin . . . . . . . . . . . . . . . . . . . . . English

10-12 June 2013 . . . . . . . . . . . . . . . . London. . . . . . . . . . . . . . . . . . . . English25-27 November 2013. . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English

who shouLd attendSupply chain Vice Presidents and Directors, supply chain Managers, Logistics Managers, Production Managers.

how You wiLL BenefitYou will be better able to: •Identify the parts of the supply chain that are holding back your

organization from attaining its major goals•Manage the key issues in warehouse, inventory and transportation

management •Measure operational logistics performance (SCOR) •Employ IT and analytics to improve the performance of supply

chain activities in line with your organization’s goals•Create a roadmap for targeting improved supply chain

management results •Use an optimization approach for different companies, industries

or products and channels within the same company


excellence in supply chain and logistics processes •Demand management and capacity planning •Inventory strategies and management •Transport and distribution management •Sales and Operations Planning (S and OP) •Supply Chain Integration

data, transaction and information management sCM Metrics•Traditional supply chain metrics vs. SCOR •Evaluation and diagnostic tools

developing the sCM team•Technical competences: processes, systems, business awareness •Interpersonal skills: communication, negotiation, cross-cultural

contacts

who shouLd attendCMOs and Marketing Directors, Sales Vice Presidents and Directors, supply chain Vice Presidents and Directors, Supply chain Managers, Strategy Executives, Logistics Managers, Production Managers.

how You wiLL Benefit•Know how to move from a buyer-seller relationship to a strategic

partner relationship•Have a stronger awareness of good practice when engaging with

and managing suppliers, i.e. finding the right contractor with the right skills

•Understand the different strategic approaches to various vendors/suppliers

•Comply with international rules and regulations


the sourcing elements of supply Chain strategy•Global vs. local •Buy vs make •Protecting intellectual property and strategic know-how •Outsourcing elements of the supply chain and logistics •Benchmarking and suppliers selection •Sharing resources with other companies

segmenting your suppliers •Strategic partnership •Vendor Managed Inventory, lean replenishment methods •Commodity buying through auctions •Traditional arms-length processes

Key supply Chain Processes •Forecasting •Demand and delivery planning •Metrics and quality improvement •Financial aspects •IT support

risk Management, ethics and statutory Compliance in outsourced activities of the supply Chain

SUPPLY CHAIN MANAGEMENT


Procurement, negotiations and Best Practices WORKSHOP 2228

• Understand the relationship between corporate strategy and best practices in procurement negotiations

• Align your activities to support the corporate strategy

• Increase your skills in negotiating with internal and external business partners


Investigate ways to bring procurement thinking and good negotiating habits in line with organizational needs.

who shouLd attendProcurement and purchasing managers, buyers.

how You wiLL BenefitDuring this highly interactive three-day workshop, you will focus on two equally important, but often competing, areas of corporate activity: Corporate Strategy and Best Practices in procurement negotiations. You will gain a greater understanding of how to align your activities to support the corporate strategy, and you will increase your skills in negotiating with internal and external business partners.

Align your activities to support the corporate strategy and increase

your negotiation skills.

After participating in this workshop, 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


21-23 October 2013 . . . . . . . . . . . . . . . . . . . . . . . . . . . .Brussels . . . . . . . . . . . . . . . . . . . . . . . . . . . English10-12 March 2014. . . . . . . . . . . . . . . . . . . . . . . . . . . . . .Brussels . . . . . . . . . . . . . . . . . . . . . . . . . . . English

3 days / 4254 €

“ Success is achieved by developing our strengths, not by eliminating our weaknesses.”

– MARILYN VOS SAVANT, AUTHOR

MCe also offers fully customized services for your organization. our expertise in talent management and human resources includes:

Acquire the knowledge and skills you need to be a strategic partner in your organization.

tALeNt MANAgeMeNt ANd Hr

hr Management: the hr Business Partner Best seller . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 95

Compensation and Benefits . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 96

Managing the Learning and development function . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 96

influencing and Consulting skills for hr Professionals Best seller . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 97

strategic hr: aligning Your strategy to the Business . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 98

talent and Performance Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 98

organization development Best seller . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 99

new! instructional design for trainers. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .100

new! training the trainer . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .101

9 Strategic talent management: Hiring, onboarding, developing, deploying, retaining talent

9 Succession planning

9 Defining and measuring the competencies required by your strategy – customizing your corporate competency model to the needs of the business

9 Being an HR business partner

9 Performance management and appraisal

9 Strategic change communications

9 Organization development

9 Managing the learning and development function

9 Compensation and benefits

9 Measuring the impact of leadership: can your people implement your strategy?

9 Management development centres, management academies and corporate university services

TALENT MANAGEMENT AND HR


hr Management: the hr Business Partner WORKSHOP 497

Best

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er

• Guide your line management in aligning their people to the strategy

• Create a workforce and culture that is capable of executing the company’s strategy


Connect HR functions to the business strategy so HR increases its value to the business.

who shouLd attendMid-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.

how You wiLL BenefitHow does HR add value to the business? What are the different functions of HR, what is best practice, and how does each function connect to the overall business strategy? How can you better align your function to the business strategy?

One of the most value-creating roles an HR department can fulfill is helping the leaders of the organisation build a workforce that is capable of executing the company’s strategy. Managing human resources helps you better align your functional role to the strategy of the company.

It focuses on helping you help your line management internal customers align their people to the strategy, and create a workforce and culture that is capable of executing the company’s strategy.After participating in this workshop, you will be better able to:•Understand your company’s strategy and

its implications for HR

Align the services and activities of HR to the

business strategy of your organization.

•Partner with line managers to help them implement their strategies

•Implement an action plan for aligning your unit’s policies and processes to the strategy

•Use tools from the workshop to help you make your plan happen

toPiCs in this worKshoPParticipants work with case studies, peer challenge and feedback, sharing of best practices, and practical application through group work as well as individual reflection and action planning.

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


15-18 April 2013 . . . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . .English17-20 June 2013 . . . . . . . . . . . . . . . . Barcelona . . . . . . . . . . . . . . . . . . .English8-11 July 2013. . . . . . . . . . . . . . . . . . Paris . . . . . . . . . . . . . . . . . . . . . . .English19-22 August 2013 . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . .English

28-31 October 2013 . . . . . . . . . . . . . Paris . . . . . . . . . . . . . . . . . . . . . . .English12-15 November 2013. . . . . . . . . . . . Geneva. . . . . . . . . . . . . . . . . . . . .English13-16 January 2014. . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . .English24-27 March 2014. . . . . . . . . . . . . . . Istanbul . . . . . . . . . . . . . . . . . . . .English

4 days / 4459 €





Compensation and BenefitsWORKSHOP 2357

Managing the Learning and development function WORKSHOP 2192

Move away from rises in base pay to incentives to drive profits and achieve goals.

Design and implement training initiatives that create value and lead to better performance and results.


4 days / 4459 € 4 days / 4459 €

10-13 June 2013 . . . . . . . . . . . . . . . . Barcelona . . . . . . . . . . . . . . . . . . English16-19 December 2013 . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English17-20 March 2014. . . . . . . . . . . . . . . Paris . . . . . . . . . . . . . . . . . . . . . . English

13-16 May 2013 . . . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English18-21 November 2013. . . . . . . . . . . . Paris . . . . . . . . . . . . . . . . . . . . . . English27-30 January 2014. . . . . . . . . . . . . . Geneva. . . . . . . . . . . . . . . . . . . . English

who shouLd attendExperienced compensation and benefits professionals, senior HR managers who are tasked with managing teams of HR compensation and benefits professionals.

how You wiLL BenefitYou will be better able to: •Assess your compensation and benefits program •Link, tailor compensation and benefits programs to organizational

goals and strategy •Effectively communicate as a part of a broader people strategy •Create a total approach•Work more effectively with your stakeholders•Know your own personal HR skills •Please Note: This workshop is not an introduction for beginners

but a “Masterclass” in linking compensation and benefits plans to organizational strategy.


Compensation and benefits: Changing environment•Changes due to government regulation, demographics and societal

shifts•Changes due to collective bargaining, outsourcing and globalization

Compensation and benefits as strategic performance driver •People strategy aligned to business strategy •How compensation and benefits can help or hinder a business

strategy

Compensation and benefits as motivator•Diverse people, diverse motivations •Executive compensation: philosophy and direction

Building a total compensation and benefits plan•Focusing on performance improvement and establishing a

performance culture

refining key skills•Creating a variable pay system that gets results and is manageable

Building total reward planning•Reward Strategy Objectives •Components of Total Reward

who shouLd attendManagers who are responsible for the training and development function.

how You wiLL BenefitYou will be better able to: •Design training, learning and development programs that are in

line with corporate strategic objectives •Get the meaningful support and involvement of key stakeholders •Manage suppliers •Measure results •Make the training and development function more effective


Creating and Measuring the value of training•Objectives and scene setting

•Briefing for action learning sets

•Why link people strategy to business strategy?

•Current challenges for business leaders and HR professionals

•Role •Roles and Accountabilities •Being fit for purpose •Tools and techniques

Planning •Training needs analysis •Planning for evaluation

design and delivery•Definition of Learning •Learning theories and styles •Critical roles and segmentation •Development and deployment

options •Career tracks •Blended learning •Data bases •E Learning cases •Links to all HR core processes

Building and adding value•Blended learning approaches •Working with suppliers •Action planning



influencing and Consulting skills for hr Professionals WORKSHOP 2241

Best

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er

• Sell your consulting skill and position yourself as an internal expert

• Gain recognition from management as a key business player with consulting skills

• Return to work with a transition plan for implementing your new skills


who shouLd attendHuman resources managers and other HR professionals who need internal consulting skills.

how You wiLL BenefitAfter participating in this workshop, you will be better able to: •Understand your organization’s business

objectives and contribute to achieving them

•Engage employees and improve productivity at all levels

•Understand the success factors of HR consultants

•Establish the consulting process and potential challenges

•Assess your organization’s business environment and long-term strategy

•Plan and implement internal consulting projects


Learning objectives•Describe the role of the HR professional as

a value-added internal consultant •Articulate the competencies that

successful HR consultants demonstrate •Describe the eight-step consultant

engagement methodology •Identify tools and techniques for successful

internal consultant engagements

Sell your consulting skill and position yourself as

an internal expert.

•Use a new business-based consulting vocabulary accurately

•Apply the model to change your mind-set and seek consulting opportunities

role of the internal Consultant•State the value of the internal HR

consultant to the organization •Describe the three roles of the internal

consultant •Identify the skills and competencies

needed to be an effective internal consultant

•List the eight steps of a consultative engagement

scoping the issue•Initiate a contracting meeting with the

client •Present and negotiate the terms of the

engagement with the client •Recognize when to solidify a contract, or

postpone or terminate negotiations

Contracting with the client•Determine the data required for a

successful engagement •Engage the client and stakeholders to

solicit commitment for the engagement

gathering information•Determine the data required for a

successful engagement •Engage the client and stakeholders to

solicit commitment for the engagement

analyzing issues and making recommendations•Synthesize information from the data

gathering phase •Identify the components needed for

effective presentations and deliverables •Prepare the client and key stakeholders for

recommendations

Providing feedback to the client•Share the key findings in a manner so that

they will be heard and accepted •Position the findings and feedback for

client commitment and action


27-28 May 2013 . . . . . . . . . . . . . . . . Milan . . . . . . . . . . . . . . . . . . . . . .English15-16 July 2013. . . . . . . . . . . . . . . . . Paris . . . . . . . . . . . . . . . . . . . . . . .English

16-17 December 2013 . . . . . . . . . . . . London. . . . . . . . . . . . . . . . . . . . .English24-25 March 2014. . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . .English

Position yourself as an expert internal consultant on high-level HR and business decisions.

2 days / 3024 €

develop an implementation plan•Create a blueprint and action plan

required to solve the problem •Identify the role of the consultant in

implementation

exiting the engagement•Evaluate the success of the engagement •Determine next steps and the need for

extension, renegotiation, or termination

action planning•“Operationalize” the role of the internal

consultant •Transfer learning from the classroom to

your job within 24 hours

“ Every year in consulting is like three years in the corporate world because you have multiple clients, multiple issues - you grow so much.”

– INDRA NOOYI



strategic hr: aligning Your strategy to the Business WORKSHOP 1287

talent and Performance Management WORKSHOP 2167

NEW!

Be an HR leader by creating an HR strategy that achieves the business strategy.

Get the best techniques for developing talent and improving workforce performance.


4 days / 5586 € 4 days / 4459 €

24-27 June 2013 . . . . . . . . . . . . . . . . Barcelona . . . . . . . . . . . . . . . . . . English25-28 November 2013. . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English9-12 December 2013 . . . . . . . . . . . . . Geneva. . . . . . . . . . . . . . . . . . . . English10-13 March 2014. . . . . . . . . . . . . . . Paris . . . . . . . . . . . . . . . . . . . . . . English

10-13 June 2013 . . . . . . . . . . . . . . . . Barcelona . . . . . . . . . . . . . . . . . . English25-28 November 2013. . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . English9-12 December 2013 . . . . . . . . . . . . . London. . . . . . . . . . . . . . . . . . . . English10-13 March 2014. . . . . . . . . . . . . . . Paris . . . . . . . . . . . . . . . . . . . . . . English

who shouLd attendSenior human resource/organizational development managers who must ensure the corporate strategy gets implemented at all locations in a multinational, complex organization.

how You wiLL Benefit•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 organizational 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 •Organizational 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 attendHR managers/professionals who have the responsibility for managing and implementing performance management systems and/or assisting line managers in the appraisal process.

how You wiLL BenefitYou will be better able to: •Develop, improve, implement and evaluate performance

management systems aligned with your strategy •Address different levels of performance •Prepare the organization to hold effective appraisals•Create appropriate development plans


Performance Management to align People to the strategy •Link performance management systems with business performance

Performance Management Process •Identify appropriate behaviours and people measures that support

organizational performance indicators

developing Performance Management systems: Core elements •Key elements of outstanding performance management

Performance Management: Planning and Preparation •Preparing the review of performance objectives and standards•Identifying behavioural expectations and competencies•Preparing development plans

Performance appraisal •Key skills in appraising performance •Managing and dealing with poor performance

Progress review and Coaching •The importance of continuous review and feedback•Dealing with performance issues

the final Performance review interview •What makes performance management work well? •Dealing with difficult or tricky people’s issues

developmental Planning •Identifying developmental needs and agreeing to a plan of action



organization developmentWORKSHOP 2271

Best

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er

• Adapt your organization’s structure, people processes and policies to support strategic objectives

• Design people processes that enable and motivate your people to achieve your organization’s business objectives

• Return to work with a transition plan for implementing your newly acquired skills


who shouLd attendHuman resources managers and other organization development / change management professionals who need skills in organization design and change management.

how You wiLL BenefitAn organization’s structure, people processes and policies can be the greatest help or the greatest hindrance in achieving strategic objectives, depending on how well they are configured to that organization’s strategic requirements.

So many change efforts fail, not for lack of effort but for lack of focus and alignment. A focused, systemic approach to organization development is needed to keep the change effort on track and realize strategic goals.

After participating in this workshop, you will be better able to:•Work with senior leadership to design

your organization for high performance and implementation of your business strategy

•Work with senior leadership to drive change efforts in your company

Design processes that enable your people to achieve business

objectives.

•Design the best organization structure depending your company’s customer value proposition, the required culture and capabilities to execute strategy


Business strategy •Business Strategy options: Customer Value

Proposition•Consequences of strategic focus for your

company•Building a plan for implementation

organization design •Organization design options•Advantages and disadvantages of various

designs•Matching structure and strategy•Criteria for organization design: checking

your design choice•Key processes’ influence on design and

how they are influenced by design

Change Management and change leadership •Phases of change and how to manage at

each phase•The change roadmap: Planning the

change, communicating it and managing the transition

•Change leadership: what leaders need to do to effect change and how can you support the leadership team to be successful.

•Toolkit for in change management •Coaching the leadership team through the

change•Approaching the change holistically and

systemically: identifying HR policies and procedures that need to change in order to move the change forward


24-27 June 2013 . . . . . . . . . . . . . . . . Barcelona . . . . . . . . . . . . . . . . . . .English26-29 August 2013 . . . . . . . . . . . . . . London. . . . . . . . . . . . . . . . . . . . .English24-27 September 2013 . . . . . . . . . . . Paris . . . . . . . . . . . . . . . . . . . . . . .English

21-24 October 2013 . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . .English17-20 March 2014. . . . . . . . . . . . . . . Paris . . . . . . . . . . . . . . . . . . . . . . .English

Create a systemic approach to organization development, keep change efforts on track and realize strategic goals.

4 days / 5586 €

driving organizational design and change management in your company •Opportunity identification•Stakeholder analysis

action planningApply everything you have learned to your personal action plan for improving HR’s role as organization design, change management and strategy execution partner in your company

“ The conventional definition of management is getting work done through people, but real management is developing people through work.”

– AGHA HASAN ABEDI



instructional design for trainersWORKSHOP 7737

NEW!

• Understand the steps of task analysis to learning objectives and module design

• Prepare a training plan or module designed to meet your company’s needs

• Work around time, money and staffing constraints


Start building your instructional design expertise in only three days at this practical, applications-based seminar.

who shouLd attendTrainers without formal training in instructional design as well as those who are new to the training function and have less than one year of experience in instructional design.

how You wiLL BenefitAfter participating in this workshop, you will be better able to:•Pinpoint training needs with a deft

assessment of the training audience •Define individual training goals through a

breakdown of job responsibilities •Design all of the training components

necessary to see the job through •Learn how to work around time, money

and staffing constraints •Make sure training can be applied

immediately back on the job, not just in the classroom


Learning objectives •Pinpoint training needs with a deft

assessment of the training audience •Define individual training goals through a

breakdown of job responsibilities •Design all of the training components

necessary to see the job through •Learn how to work around time, money

and staffing constraints

Gain a practical, proven-in-action method for creating innovative

and successful training programs.

Components of successful training •Define successful training from the

viewpoint of learner, course designer, course instructor, and management

•Identify the adult learning principles used and suggest ways to improve the training according to the guidelines of adult learning

•When given reactions to training situations and lesson content, correctly identify what stage of the training design and development process is involved

define Your training •Given your work situation, give examples

of where needs analysis has been done or needs to be conducted based on definition and types of analysis

•Given a performance situation from your current job and the information provided, identify a performance problem and analyze possible causes according to the criteria on the problem analysis profile sheet

•Identify your training audience and complete an audience analysis profile sheet

•Complete a job and task analysis for your designated training audience according to the guidelines

design Your training •Given several learning objectives and

lesson content, identify the three parts of the objective without error

•Given several performance statements and lesson guidelines for writing performance statements, identify which statements adhere to the guidelines and rewrite those that do not adhere to the guidelines

•Given several learning objectives and corresponding test items, determine whether the test item accurately measures the objective and rewrite the test item if necessary

•Given an ongoing case study and lesson content, prepare instructor/learner activities that fit the lesson structure

•Discuss and describe the structure of the modules, based on the guidelines for course and module structure

•Examples of a design report

develop Your training •Develop a lesson and match lesson

content with the appropriate phase •Develop and identify the benefits of

instructor guides as part of the training design and development process

•Given your own training environment and lesson content, identify and discuss different ways that training materials have been validated within your current training environment

decide if training works •Develop a pre-training implementation

checklist •Select which evaluation materials or

techniques are appropriate based on audience, purpose, and guidelines


18-20 November 2013. . . . . . . . . . . . . . . . . . . . . . . . . . .Brussels . . . . . . . . . . . . . . . . . . . . . . . . . . . English17-19 March 2014. . . . . . . . . . . . . . . . . . . . . . . . . . . . . .London . . . . . . . . . . . . . . . . . . . . . . . . . . . English

3 days / 4254 €





training the trainerWORKSHOP 7707

NEW!

• Become a facilitator of learning, not just a presenter

• Build confidence, engage your audience from the beginning and leave your trainees praising your training abilities

• Have the latest training trends and techniques at your fingertips


It is not enough to train the workforce. You also have to train the trainer.

who shouLd attendIf you are new to training, a subject matter expert that needs to train others or a trainer who is looking for new, more effective approaches to learning, this is the ideal workshop for you.

how You wiLL BenefitAfter participating in this workshop, you will be better able to:•Boost retention with the latest in adult

and accelerated learning techniques •Know the group’s needs and adjust your

material to meet them •Build your credibility and trust with

trainees and management •Create training that has the right flow

from segment to segment •Open a workshop with confidence…close

it with a wrap-up that guarantees learning


Learning objectives •Envision, think through, and create a plan

of action to ensure an effective training program

•Infuse training programs with the six elements of training success

•Apply brain-friendly techniques to maximize understanding and retention

•Using an expansive toolkit, adjust techniques to meet the needs of different learning situations

Get the practical platform skills and confidence you

need to succeed.

•Encourage on-the-job application of knowledge and skills through practice and feedback

•Recognize the supportive training technologies and blended learning techniques available in the market today

introduction to active adult Learning •Describe how adults learn •Identify the six qualities of an active

learning program•Create an opening exercise to achieve

team building and on-the-spot assessment •Increase learner participation

assessment •Identify information to obtain in a training

needs assessment •Develop questions to use in a training

needs assessment

objectives •Develop clear training objectives that are

focused on outcomes •Recognize affective, cognitive, and

behavioural objectives

fulfilling training objectives •Plan a training module to fulfill an

objective •Use a variety of training methods and

formats •Recognize behavioural style differences

introduction to facilitating Presentations and activities •Prepare to present and facilitate your own

training segment •Prepare to give and receive feedback on a

training segment

opening exercises •Select opening exercises to meet training

goals •Facilitate an opening exercise

Brain-friendly Lectures •Recognize ways to make lectures more

effective •Conduct lectures that are brain-friendly

Lecture alternatives •Use alternatives to lecturing to address a

specific training topic •Incorporate lecture alternatives into

training programs

experiential Learning activities •Select experiential learning activities to

support training goals •Use experiential learning activities to meet

training challenges

extending the value of training •Incorporate learning tools and approaches

into training programs •Select approaches to apply learning back

on the job

evaluating training •Develop interim and final evaluations •Differentiate the four levels of evaluation

facilitating Presentations and activities •Deliver a prepared training segment •Provide feedback to others on facilitation

and nonverbal behaviour •Incorporate feedback into future training

efforts

Closing activities•Use closing activities for the purpose of

reviewing, self-assessing, application-planning, and celebrating the end of a training program

•Summarize key learning points and actions from this seminar

•Conclude a seminar in a meaningful way


13-15 November 2013. . . . . . . . . . . . . . . . . . . . . . . . . . .Brussels . . . . . . . . . . . . . . . . . . . . . . . . . . . English12-14 March 2014. . . . . . . . . . . . . . . . . . . . . . . . . . . . . .London . . . . . . . . . . . . . . . . . . . . . . . . . . . English

3 days / 4254 €

“ It is not by augmenting the capital of the country, but by rendering a greater part of that capital active and productive than would otherwise be so, that the most judicious operations of banking can increase the industry of the country.”

– ADAM SMITH, ECONOMIST

MCe also offers fully customized services for your organization. our expertise in the banking industry includes:

Develop your business expertise and customer focus to meet today’s banking challenges.

BANkINg INdUStry

5-day Mini MBa for the Banking industry. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .103

new! outperforming on Bank Branch sales Productivity and service delivery. . . . . . . . . . . . . . . . . . . . . . . . . . . . . .104

9 Transforming organisation structures based on international best practices

9 Bridging capital & risk requirements with business objectives

9 Designing a winning customer value proposition based on value and needs based segmentation

9 Building a best of class multi-channel service delivery

9 Developing cost efficient and sales effective regional networks

9 Focusing on the Business Client and Developing Long-Term Profitable Relationships in Corporate and SME Banking

9 Competitive strategies for mobile banking and payments

9 Balancing credit risk, debt management and business performance

9 Developing high-potential managers for senior roles in the banking industry

BANKING INDUSTRY


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

• Gain the best management methods and tools appropriate for banking

• Prepare yourself to move into a more senior position on a career track in the banking industry


Learn core disciplines of general management and how functions work together to achieve the strategy.

5-day Mini MBa for the Banking industry WORKSHOP 2371

who shouLd attendFunctional experts who are, or will soon be, appointed into broader management positions.

how You wiLL BenefitThis workshop prepares participants to move into more senior positions on a career track in the banking industry. Participants are exposed to the core disciplines of general management, and how different functional disciplines work together to achieve the strategy. As a result of participating in this workshop, you will be better able to:•Understand how banks operate their

business and interact with various types of customers

•Identify and support strategic goals from top and senior management

•Speak the language of your business•Appreciate how senior managers in your

industry think and act

Gain an all-around view of how banks really work


PreparationBefore the workshop you will have some reading to prepare. You will also be asked to bring your bank’s prospectus and other relevant information to use for exercises during the workshop.

Business environment and Challenges •Mega trends in the banking industry•Recent developments in the region•Challenges and opportunities for retail

and corporate banks in a fast-changing and globalizing world

Managerial finance and accounting •Financial reporting principles•Key Performance Indicators in the banking

industry•Capital and liquidity requirements (Basel

II and III)•Understanding the bank’s financial

statement•Assets and liabilities•Equity and bond markets, rating agencies•Performance metrics; processes and

structure

strategy and strategy implementation•Vision, Mission and Strategy•The Strategy House•The nine building blocks of a business

model•Strategic decision making/ value discipline

(3 models)•Value based management / the Customer

Value Proposition at the centre•The MCE leadership model•Strategy execution and leadership•Change management•Alignment of strategic tools to ensure

sustainable success

risk Management •Fundamentals of capital and risk

management•Impact of Basel III•Ensuring a framework for effective risk

mitigation and management•Credit risk / key indicators and best

practice in credit process and monitoring•Operational risk management•Fraud prevention

strategy execution in the different Banking sub-industries •Corporate banking (structure and services)•Commercial banking (SME)•Retail banking (mass and affluent)•Private banking •Asset management/ investment banking•Payments

Marketing excellence in Banking •The big picture•Segmentation, targeting and positioning•The marketing mix•Metrics of measurement and improvement•Innovation•Building an effective marketing

infrastructure

distribution excellence •Importance of customer centricity •The multi-channel distribution model •How to make the branch network

profitable •Integrated call centre model •Performance and sales management

model •Sales and service excellence


14-18 October 2013 . . . . . . . . . . . . . . . . . . . . . . . . . . . .Brussels . . . . . . . . . . . . . . . . . . . . . . . . . . . English10-14 March 2014. . . . . . . . . . . . . . . . . . . . . . . . . . . . . .Brussels . . . . . . . . . . . . . . . . . . . . . . . . . . . English

5 days /4869 €

“ Happiness: a good bank account, a good cook, and a good digestion.”

– JEAN-JACQUES ROUSSEAU

BANKING INDUSTRY


• Differentiate your bank with a clear value proposition

• Identify ways to win customers back and retain existing customers

• Improve sales, marketing and customer engagement on a tactical and operational level


Get your people to think, act and work in a customer-focused way to retain profitable customers.

who shouLd attendSenior managers in the banking industry who are concerned with projecting and ensuring a return on investment in customer-centricity programmes.

how You wiLL BenefitSince the economic crisis, customers have diminished trust in their banks, and banks have seen a high level of customer attrition. A recent study shows that still more customers are planning to change their banks. Can you win your customers back with the systems, processes, skill levels and habitual behaviours currently existing in your front service operations? “Good enough” is probably no longer good enough.After participating in this workshop, you will be better able to:•Plan and implement a customer-focus

approach for your front staff•Improve the sales and cross-selling

competencies of your branch front staff •Introduce activity-based sales

management•Plan and monitor the sales funnel from

input to output•Keep customers through closer

relationships and adapted approaches •Improve customer service and customer

advice•Improve operational efficiency and lower

cost base

•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•Customer lifecycle•Mature versus emerging markets

service operations •Moments of truth and their impact on

your reputation•How silos prevent efficiency and cross-

selling•Creating a more human touch•Building closer relationships with

customers•Service flexibility•Achieving cost savings through improved

service efficiency

sales •Local sales and marketing for banks•How to run integrated marketing and

sales campaign•Activity-based sales management•Sales coaching and sales management•Reflex selling •Advisory selling •Adapting approach to customer lifecycle•Tools and approaches to optimize the

marketing costs spent

Managing Performance •Best practices in target setting and

performance monitoring•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•Your front desk people are your most

important•Communicating the change and getting

buy-in•Enabling by streamlining processes and

structures•Recruiting, training and developing staff

for customer focus•Behaviour modeling by leaders

action Planning

Keep banking customers through

closer relationships and adapted approaches

outperforming on Bank Branch sales Productivity and service delivery WORKSHOP 2374


2-4 December 2013 . . . . . . . . . . . . . . . . . . . . . . . . . . . . .Brussels . . . . . . . . . . . . . . . . . . . . . . . . . . . English3-5 February 2014 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .Paris . . . . . . . . . . . . . . . . . . . . . . . . . . . . . English

3 days / 5381 €

“ Companies are starting to measure how effective their customer service is and trying to understand what they can do to improve the customer service process.”

– SANJAY KUMAR

NEW!



“ I consider nature a vast chemical laboratory in which all kinds of composition and decompositions are formed.”

– ANTOINE LAVOISIER, FRENCH SCIENTIST

MCe also offers fully customized services for your organization. our expertise in the chemical industry includes:

Gain the latest business skills within the context of the chemical industry.

CHeMICAL INdUStry

5-day Mini MBa for the Chemical industry. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .106

9 Specialty chemicals: leading people to let go of legacy management practices and implement a specialty chemical strategy

9 Leading people in a base chemicals/polymer business

9 Managing supply chain efficiency and operational complexity in a globalized environment

9 Value-selling to compete with low-cost rivals

9 Developing and communicating your green strategy: “green chemistry” or “C2C manufacturing”

9 Strategy and innovation: managing your product portfolio profitably, using life-cycle analysis

9 Regulatory management, building relationships with regulators

9 Supply/demand balance, optimal inventory and best customer delivery

9 Pricing and value: competing on total cost of ownership for the customer

CHEMICAL INDUSTRY


• Understand the difficult choices ahead as the industry adapts to changes in the global economy and international markets

• Identify what you need to know about the various parts of your company operations in order to make a solid contribution in your role as a manager

• Become an active contributor to the change processes of your company


Learn core disciplines of general management and how functions work together to achieve the strategy.

5-day Mini MBa for the Chemical industry WORKSHOP 2354

who shouLd attendFunctional experts in the chemicals industry who are moving into a broader management position.

how You wiLL BenefitOngoing rapid changes are affecting your role as a manager in the chemical industry. These changes have a serious impact on your company’s positioning and strategy. Chemical companies will have to make hard choices going forward. Do you have sufficient knowledge of how the various parts of your company operate in order to make a solid contribution in your role as a manager?As a result of participating in this workshop, 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 improving your own contribution and decision-making

Develop an all-round view of how successful

chemical companies operate.


Business environment and mega-trends •Evolution of the chemical industry from

integrated conglomerates to specialized industries

•The new geopolitical repartition of chemical 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

strategy 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

manufacturing •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

Case study Presentation ad wrap up At the end of the workshop, the teams will present and discuss the business case discussed in the previous days, taking into account the different modules discussed during the week. The workshop facilitator will give feedback and recommendations at the conclusion of the workshop.


17-21 June 2013 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .Brussels . . . . . . . . . . . . . . . . . . . . . . . . . . . English10-14 March 2014. . . . . . . . . . . . . . . . . . . . . . . . . . . . . .Brussels . . . . . . . . . . . . . . . . . . . . . . . . . . . English

5 days / 4869 €

“ Chemistry has been termed by the physicist as the messy part of physics, but that is no reason why the physicists should be permitted to make a mess of chemistry when they invade it.”

– FREDERICK SODDY

“ The use of refined petroleum as fuel, which began in the 1850s, freed hundreds of millions of people from the toil of centuries, gave hundreds of millions more a life of ease and plenty, and, by allowing great cities to feed themselves from every corner of the world, multiplied the population of earth fivefold.”

– JAMES BUCHAN, NOVELIST

MCe also offers fully customized services for your organization. our expertise in the oil and gas industry includes:

Develop your business skills and apply them to the challenges of the oil and gas industry.

oIL ANd gAS INdUStry

new! 5-day Mini MBa for the oil and gas industry . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .108

9 Global trends and their impact on the oil and gas industry

9 Application of business functions to the oil and gas industry

9 Management issues in exploration and production

9 Strategy implementation and change management issues within the industry

9 Human capital development for high potentials and succession planning

OIL & GAS INDUSTRY


• Examine the four key disciplines of management and how they work together to provide value in the oil and gas industry

• Acquire a greater understanding of the oil and gas business and how your role contributes to the overall success

• Plan and prepare to move into a more senior position in the oil and gas industry or a related field services provider


Gain an operational overview of the oil and gas industry and consider potential managerial scenarios.

5-day Mini MBa for the oil and gas industry WORKSHOP 2411

who shouLd attendOperational and functional managers with five to 10 years of experience in the oil and gas industry or O&G service providers.

how You wiLL BenefitThe world of oil and gas is dynamic and changing fast. This program prepares participants to move into more senior positions. It provides a holistic and integrated view of running the business. As a result of participating in this workshop, you will be better able to: •Understand the key parts of the business

and how their combination leads to success

•Identify the value of strategy formulation•Understand the importance of strategy

execution and operational excellence •Remain alert to changing world dynamics

and how this impacts the O&G business •Drive success through good leadership •Use best practices and ideas gained from

the workshop•Use business tools to make sound

decisions and solve business problems •Lead cross-functional collaborative projects•Manage effectively in a matrix

organization


companies operate in the Oil & Gas industry.

toPiCs in this worKshoPThe Mini MBA has been designed to give a broad overview of the how the Oil and Gas Industry works and the issues and the challenges it faces. Participants will prepare some reading assignments in advance of the workshop. During the workshop, one-to-one coaching will be available from the Senior Associate. Here participants are encouraged to bring their business issues and seek opinions from the Senior Associate. The following topics are covered in this workshop:

Module 1 - strategic framing •Global and Industry trends •Technology Trends and Innovation •Strategy making frameworks •Scenario planning•Case Study

Module 2 - strategy execution •Business models: Internal Growth or

Partnerships, M&A •Strategy Execution (MCE Model) •Stakeholder Management •Programme Management Essentials •Case Study

Module 3 – Leadership Given the complexities of the Oil and Gas Industry, strong leadership skills are essential. These include building relationships, cross-cultural awareness and leading teams through change.•Leadership fundamentals •Cross-culture awareness and diverse teams •International Negotiations •Change Management •Communicating Powerfully •Case Study

Module 4 – finance Financial literacy is critical for running any business successfully. This module focuses on the aspects that are essential for effective management.

•Finance Basics: P&L, BS, CF •Investment Management: IRR, NPV, etc. •Upstream accounting: Reporting

requirements, production sharing agreements

•Case Study

Module 5 - operational excellenceWe will examine organizational design and risk management. Participants will work on a case study in teams and present the results on the last day.•Case Study: Presentations •Organizational Constructs: BUs (BP) vs.

Functional (ExxonMobil) •Risk Management

final Module - action Planning By the end of the workshop you will have created a top-line action plan to better ensure that the changes you envision can become a reality for your business and yourself. Your facilitator will provide feedback and recommendations on your action plan.


16-20 September 2013 . . . . . . . . . . . . . . . . . . . . . . . . . .Istanbul . . . . . . . . . . . . . . . . . . . . . . . . . . . English15-19 December 2013 . . . . . . . . . . . . . . . . . . . . . . . . . . .Dubai. . . . . . . . . . . . . . . . . . . . . . . . . . . . . English

5 days / 4869 €

“ A century ago, petroleum –what we call oil – was just an obscure commodity; today it is almost as vital to human existence as water.”

– JAMES BUCHAN

NEW!

“ Modern medical advances have helped millions of people live longer, healthier lives. We owe these improvements to decades of investment in medical research.”

– IKE SKELTON, POLITICAN

MCe also offers fully customized services for your organization. our expertise in the medical technology and diagnostics industry includes:

Become a more effective manager and leader in the changing MedTech industry.

MedICAL teCHNoLogy & dIAgNoStICS

5-day Mini MBa for the Medical devices industry. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .110

9 Managing multiple stakeholders and their interests in the MedTech network

9 Life cycle management, shortened development times, long adoption rates

9 Achieving long-term sales success in a market with rapid innovation turnover

9 Managing your innovation process to get the most successful ideas to market

9 Selling and effectively delivering custom-made solutions

9 Strategy: Defending your product in an environment of new regulatory models, new purchasing criteria, commoditization

Medical Technology


• Understand your business from a broad, generalist perspective

• Begin to think and act as business managers in MedTech do


Understand strategy and implementation, sales and marketing, managerial finance, leading people, supply chain/procurement and product development.

the 5-day Mini MBa for the Medical devices industry WORKSHOP 2277

who shouLd attendManagers in the MedTech or Diagnostic sectors with 8-12 years of experience.

how You wiLL BenefitThis workshop prepares the participant to move into more senior positions. It also prepares participants with a scientific background for more commercial functions. During five intensive days, participants will start to think and act as MedTech Business Managers, with a broad, generalist perspective. As a result of participating in this workshop, you will be better able to:•Develop and apply a generalist view of

how successful MedTech and Diagnostic companies operate

•Use skills and knowledge gained from the insights of MCE Senior Associates who know and talk MedTech


strategy implementation and leadershipYou will learn to think strategically and act as a leader across all functions. •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

framework: balanced score cards•You as a leader: what is your style?•Leading in a changing environment•Innovation: making engineers work with

marketers


MedTech companies operate.

Marketing and salesYou will learn how to formulate “customer value propositions” and how companies become truly customer-centric. •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

investment goods (capital expenditure)•Sales force incentive plans and training•Metrics: which ones and how to use them

financials•Basics of financial management such as

cash budgeting and financial planning•Accounting and finance•Financial statements•Analytical tools for financial performance•Investment and development project

appraisals•(NPV)•Product and service costing and pricing

methods•Financial planning and assumptions•Budgeting as a management tool

supply chain•The importance of the Supply Chain and

its practices in MedTech and Diagnostic sectors

•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•How to stay ahead of competitive product

offerings•What is innovation? What does the

market need?•Reconciling medical, commercial and

regional requirements•Managing cost, benefit and

reimbursement expectations•Dealing with clinical and regulatory

procedures•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


10-14 June 2013 . . . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . .English16-20 September 2013 . . . . . . . . . . . London. . . . . . . . . . . . . . . . . . . . .English

10-14 March 2014. . . . . . . . . . . . . . . Paris . . . . . . . . . . . . . . . . . . . . . . .English

5 days / 4869 €



“ Pharmaceuticals have become an increasingly important part of modern medicine, and our seniors shouldn’t have to worry about whether they can afford the medicines they need to stay healthy and maintain their independence.”

– MICHAEL K. SIMPSON, POLITICAN

MCe also offers fully customized services for your organization. our expertise in the pharma industry includes:

Acquire business and management skills to face the complex challenges of the pharma industry.

PHArMA INdUStry

new! good Manufacturing Practices . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .112

5-day Mini MBa for the Pharmaceutical industry Best seller . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .113

new! Patient Centricity in Pharma. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .114

Marketing excellence and Product Management in Pharma Best seller . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .115

new! Managing Pharma r&d Projects for roi . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .116

Medical affairs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .117

new! Key account Management and sales excellence in the Pharma industry . . . . . . . . . . . . . . . . . . . . . . . . . . . . .118

Market access in Pharma Best seller . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .119

9 Implementing a Patient Centricity strategy

9 Competing on different value propositions: Generic, Name-brand innovator drugs, and Specialty biotech and personalized medicines

9 Aligning departments for market delivery (e.g. R&D, Marketing, Clinical Trials)

9 Medical Affairs: market access, pricing and health outcomes in a multi-stakeholder environment

9 Institutional selling – national health insurance systems, hospital networks, buying groups and insurers

9 Managing in fast-growth emerging markets

9 Balancing pan-regional efficiencies with adapting to local market requirements

9 Open innovation: managing collaborations and partnerships

9 Outsourcing functions to lower costs – support functions as well as technical (e.g. clinical trials)

9 Making your supply chain more efficient

9 Developing new OTC retail strategies

9 Pharmaceutical product management

Pharmaceutical industry


Build competitive advantage for your company over time through your high-quality, efficient manufacturing processes.

good Manufacturing Practices in Pharma WORKSHOP 2417

who shouLd attendSenior and middle managers, vice presidents and directors from manufacturing, supply chain, regulatory affairs, quality control and engineering.

how You wiLL BenefitGood Manufacturing Practices - consistently safe and high-quality manufacturing policies and procedures - are an imperative for pharma companies. As even some of the best pharma companies have discovered, letting GMP fall below standard is very expensive – in fines, lost production, falling behind in R&D investment, disruption to supply chain, and damage to brand image. Not only is GMP important for staying out of trouble, but it offers an opportunity to build long term competitive advantage for your company. This workshop helps participants thoroughly understand the Good Manufacturing Processes as they relate to the pharmaceutical manufacturing process. You will analyze and adapt your GMP strategy to balance product safety and effectiveness with process efficiency and supply chain sustainability. You will discover how to make the design and the implementation of GMP a lasting competitive advantage in the challenging context of the pharmaceutical industry.As a result of participating in this workshop, you will be better able to: •Identify the fundamentals of GMPs and

quality and apply this knowledge in your job

•Understand how GMPs and regulatory rules impact your development, manufacturing and supply processes

•Design and implement the best strategy for development and manufacturing of pharmaceutical products

Identify the fundamentals of GMPs

and apply this knowledge in your job.


fundamentals of gMPs •Basic requirements for medicinal products •Basic requirements for API •Basic GMP documents •Quality system •Regulatory requirements versus GMP

the Competitive gMP strategy approach •Analyzing the competitive opportunities in

pharmaceutical manufacturing•Quality effectiveness•Cost effectiveness •Time responsiveness •Methods for integrating GMP in a general

company strategy

implementation •Planning and actions for GMP

implementation •Step-by step toward a sustainable Quality

System

“ Be a standard of quality. Some people aren’t used to an environment where excellence is expected.”

– STEVE JOBS

NEW!


2-4 December 2013 . . . . . . . . . . . . . . . . . . . . . . . . . . . . .Brussels . . . . . . . . . . . . . . . . . . . . . . . . . . . English17-19 February 2014 . . . . . . . . . . . . . . . . . . . . . . . . . . . .Paris . . . . . . . . . . . . . . . . . . . . . . . . . . . . . English

3 days / 4356 €



• Examine your business from a broad, generalist perspective

• Identify the changes and issues facing the pharma industry

• Begin to think and act as business managers in pharma think and act


Increase the intellectual capital you need to excel as a high-performance manager in this fast-moving industry.

the 5-day Mini MBa for the Pharmaceutical industry WORKSHOP 1429

who shouLd attendManagers who need to understand cross-functional issues in the pharmaceutical industry.

how You wiLL BenefitThe healthcare industry is undergoing transformational change. Shrinking margins, increasing pressure from regulators, demographic shifts, generics, ethical concerns, and emerging markets are just some of the issues that managers in pharma and life sciences have to deal with. These and other drivers will not only have an impact on your business strategy, but also challenge the existing processes, organizational structures and roles/skills in the near future. This workshop will address these and other issues from the different perspectives of your business to support you in your current and future roles.As a result of participating in this workshop, you’ll better be able to: •Understand unfamiliar aspects of business •Understand broader financial and strategic

contexts •Support strategic goals from top

management 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


Pharma companies operate.


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

landscape •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

“ However beautiful the strategy, you should occasionally look at the results.”

– WINSTON CHURCHILL


27-31 May 2013 . . . . . . . . . . . . . . . . Istanbul . . . . . . . . . . . . . . . . . . . .English24-28 June 2013 . . . . . . . . . . . . . . . . Barcelona . . . . . . . . . . . . . . . . . . .English15-19 July 2013. . . . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . .English19-23 August 2013 . . . . . . . . . . . . . . London. . . . . . . . . . . . . . . . . . . . .English9-13 September 2013 . . . . . . . . . . . . Berlin . . . . . . . . . . . . . . . . . . . . . .English16-20 September 2013 . . . . . . . . . . . Paris . . . . . . . . . . . . . . . . . . . . . . .English

23-27 September 2013 . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . .English4-8 November 2013. . . . . . . . . . . . . . Geneva. . . . . . . . . . . . . . . . . . . . .English25-29 November 2013. . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . .English15-19 December 2013 . . . . . . . . . . . . Dubai . . . . . . . . . . . . . . . . . . . . . .English20-24 January 2014. . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . .English17-21 March 2014. . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . .English

5 days / 4869 €

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Investigate approaches to drive growth by adopting customer-centric and patient-centric business models in Pharma.

Patient Centricity in Pharma WORKSHOP 2314

who shouLd attendBusiness unit heads, marketing managers, brand and product managers, medical directors and medical education managers

how You wiLL BenefitWhat are the mega-trends in the healthcare environment? What are their consequences for the pharmaceutical industry and your business? How is the new stakeholder and customer landscape changing? What is the impact of the increasing role and power of patients, as groups and as individuals, in trying to manage their own health? How have other industries gone about adopting customer-centric models? Are there lessons here to be learned by the pharmaceutical industry? Satisfying patient’s needs better than your competitors can only give you a strong competitive advantage. What are the winning approaches and steps you can take to your company customer- and patient-centric? This workshop will review various approaches to drive growth by adopting customer-centric and patient-centric business models in Pharma. As a result of participating in this workshop, you will be better able to: •Understand the mega-trends affecting

Pharma and their impact on your industry •Describe and draw the stakeholder

mapping relevant to your business •Have a clear view on the true meanings of

“patient empowerment” and “customer-centricity”

•Elaborate patient-centric plans that address patients’ needs and enhance your competitive edge

•Launch initiatives that harness patient influence, activism and power

toPiCs in this worKshoPA series of group discussions, team exercises and case studies will guide us through the issues and factors you need to know and consider when building and implementing customer- and patient-centric organizations.

Use winning approaches and process to create a customer- and patient-

centric organization.

Megatrends in Pharma•Demographics, technology and health

economics •New stakeholders landscape •Power shift towards payers and patients •Patient empowerment and its multiple

expressions •Case study: This patient group is powerful

Customer-Centricity•Moving from product-focus to satisfying

customer needs •Customer-centricity in other industries:

models that place customers at the centre of operations

•Pharma stakeholders and customers: •Who are they? •What are their needs? •How can Pharma deliver positive

customer experience? •From pilot to wide-scale educational

programs, practice support services and patient management and support services

•Case Study: Creating positive customer experiences

Patient-Centrism•Integrating patients in our operations:

•From Development •To Market Access •To Commercialization •And to Life-cycle management

•Possibilities and limitations, the dos and don’ts

•High-performance patient-centric organisations: Critical success factors

•Case study: The business impact of patient-centricity

NEW!


7-9 October 2013 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .Brussels . . . . . . . . . . . . . . . . . . . . . . . . . . . English24-26 March 2014. . . . . . . . . . . . . . . . . . . . . . . . . . . . . .Brussels . . . . . . . . . . . . . . . . . . . . . . . . . . . English

3 -days / 5381 €

“ As patients and consumers, we are better informed today about our health care than any previous generation.”

– PATRICIA HEWITT



• Build and execute a strategic brand plan, rather than a product plan

• Develop unique, actionable customer insights


Identify and seize marketing opportunities offered by new stakeholders and channels, and become more customer-centric.

Marketing excellence and Product Management in Pharma WORKSHOP 613

who shouLd attendSenior managers with several years of experience in one or more functional areas in their companies

how You wiLL BenefitThe healthcare market is changing, different channels are converging, the traditional share of voice approach is showing signs of acute fatigue, new customer touch-points are emerging and the customers’ views on value are shifting. As a result, the traditional role of the tactical product marketer is disappearing fast, and marketing is becoming a strategic discipline -- in line with many other industries.As a result of participating in this workshop, you will be better able to: •Select the right mix of traditional and new

channels and integrate them for optimal impact on the various customer segments

•Measure brand performance at strategic and tactical levels and its contribution to the overall marketing ROI

toPiCs in this worKshoPThis highly interactive workshop incorporates strategy sessions, case study discussions, problem-solving assignments and group work, giving you the foundations to succeed in pharmaceutical product management in the new era. The following topics area addressed:

Develop unique, actionable customer

insights.

roles and responsibilities of the new product manager •Overall responsibilities of product

management •Navigating your product from launch to

patent expiration •Working effectively across functions and

departments •Value-based marketing

Marketing planning •The role of market research •SWOT analysis - economic, political, social

and marketing environment, plus the competition and your own company

the product marketing plan •Strategic vs. tactical planning •The buying process •The product lifecycle •SMART objectives

segmentation and positioning •Segmentation essentials •Prioritizing segments •Positioning and messaging •Branding

the marketing mix •Developing a promotion strategy •CRM, digital marketing and web 2.0

opportunities •Managing a sales force •PR and patient communications •Medical education •Optimizing the marketing mix and ROI

“ Suppliers and especially manufacturers have a market power because they have information about a product or a service that the customer does not and cannot have, and does not need if he can trust the brand. This explains the profitability of brands.”

– PETER DRUCKER


24-28 June 2013 . . . . . . . . . . . . . . . . Barcelona . . . . . . . . . . . . . . . . . . .English23-27 September 2013 . . . . . . . . . . . Paris . . . . . . . . . . . . . . . . . . . . . . .English

18-22 November 2013. . . . . . . . . . . . Geneva. . . . . . . . . . . . . . . . . . . . .English17-21 February 2014 . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . .English

5 days / 4869 €



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Acquire the methodology you need to run projects smoothly and efficiently and to end them with the desired outcomes.

Managing Pharma r&d Projects for roi WORKSHOP 2383

who shouLd attendR&D managers, project managers, innovation managers

how You wiLL BenefitTo get a better return on R&D investments, pharma companies want to improve the efficiency of their R&D activities. They need R&D managers with strong project management capability in addition to their scientific expertise. This workshop gives R&D managers the methodology they need to run projects smoothly, efficiently and leading to the desired outcomes. Scientific expertise, combined with the ability to manage projects and achieve targets through others, is a winning combination for advancement in a pharma career.As a result of participating in this workshop, you will be better able to:•Use proven project management

methodology•Create realistic resource budgets and control

costs•Define realistic phases and milestones for

your project•Manage the project and monitor progress•Manage stakeholders and communicate

progress•Manage project risk•Close the project and evaluate results


the fundamentals of Project Management •Characteristics of projects•Risk management•Cost management•Managing people

applying a project framework for success •Identifying the project life cycle stages and

the key inputs and outputs •Selecting and applying best practices

Core project leadership skills •Identifying stages of team development •Building and managing team effectiveness

Gain a winning combination: Scientific

expertise and achieving targets through others.

Building a project charter •Defining clear project objectives •Defining key project deliverables •Gaining buy-in from stakeholders

the 6-step Planning Method •Determining project scope with work

breakdown structures (WBS) •Driving the plan down to task level

Building high-confidence estimates •Effective ways to produce better estimates •Managing the estimating process

scheduling the project •Determining the critical path tasks •Calculating the project duration

Creating the project timeline •Building clear and readable Gantt charts •Setting key milestones to track and control

the project

developing a risk management process •Identifying the project risks and assumptions •Evaluating risk impacts •Strategies for managing risks

effectively matching resources to work •Identifying the resources your project needs •Optimizing the use of resources

running the Project •Establishing an effective control process •Establishing change control procedures

implementing the plan •Monitoring actual task progress •Engaging team members to maximize

productivity

tracking and reporting progress •Tracking planned vs. actual task performance •Correcting and optimizing the schedule

Leading throughout the project life cycle •Communicating project status to

stakeholders •Building ownership, motivation and

commitment across the team

successful Project Closure •Managing systematic project closedown •Documenting the project

NEW!


2-5 December 2013 . . . . . . . . . . . . . . . . . . . . . . . . . . . . .Brussels . . . . . . . . . . . . . . . . . . . . . . . . . . . English10-13 March 2014. . . . . . . . . . . . . . . . . . . . . . . . . . . . . .Brussels . . . . . . . . . . . . . . . . . . . . . . . . . . . English

4 days / 4664 €

“ If we knew what it was we were doing, it would not be called research, would it?”

– ALBERT EINSTEIN



• Gain an overview of trends in the healthcare environment impacting your business today and tomorrow

• Learn how to help medical affairs expand beyond its traditional role

• Link science to the market and provide market-based input into science


Find answers to the key challenges in medical affairs and maximize opportunities for your company.

Medical affairs WORKSHOP 2258

who shouLd attendSenior managers in medical affairs and senior managers who interface and interlink with this critical function

how You wiLL BenefitThe Medical Affairs function at major pharmaceutical companies is called upon to fulfill expanding needs beyond its traditional roles. Medical Affairs is bridging R&D and Commercial, linking science to the market and providing market input into science. Medical must be supporting business, while also protecting the company within the ever more regulated area. In this respect, activities like medical science liaison and continuous professional education, pose particularly difficult challenges to pharma. Altogether, these lead to increasingly complex tasks and responsibilities to “Medical”. This workshop will give you a solid overview of the current, mid- and longer-term trends in the healthcare environment impacting your business today and tomorrow. It will help you find answers to the key challenges in Medical Affairs and maximize the opportunities for you and your company. As a result of participating in this workshop, 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

Find answers to challenges in Medical Affairs and maximize opportunities for your

company.

•Better coordinate the interaction with other customer facing functions from R&D to marketing and sales

•Develop plans to change and adapt your organization to the new and future market needs, including the new skills needed in pharma


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 •Case study part 1 •Workshop: define current organizational

and skill environment vs. future requirements

aligning Medical affairs with research and development and sales and Marketing •From Research and Development into

Clinical Operations and back •Integrating MSLs and sales and marketing:

dos and don’ts •Medical information and Customer

service: a Siamese twin? •Aligning Medical education and marketing •Innovative delivery channels for Medical

Affairs: the opportunities of the internet and CRM

•Aligning local Medical Affairs strategy with global/regional imperatives

“ There are no such things as applied sciences, only applications of science.”

– LOUIS PASTEUR


24-26 July 2013. . . . . . . . . . . . . . . . . Paris . . . . . . . . . . . . . . . . . . . . . . .English20-22 November 2013. . . . . . . . . . . . Berlin . . . . . . . . . . . . . . . . . . . . . .English

19-21 February 2014 . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . .English

3 days / 5381 €



•Outsourcing trends •Case study part 2 •Workshop: identify winning practices and

key lessons learned for building best-in-class medical affairs departments

translating insight into action •Case study part 3 •Scenario-based workshop: shaping

pre-launch, growth and mature brands’ success through best-practice medical affairs

•Measuring the impact of the Medical Affairs department and of its key programmes.

•Embedding change •Action planning and next steps



Optimize the sales strategy by using process-oriented approaches.

Key account Management and sales excellence in the Pharma industry WORKSHOP 2418

who shouLd attendManagers who are moving into a new sales management role from other functions in the company or are moving into this role as a result of a promotion within the sales team.

how You wiLL BenefitThe pharmaceutical market is undergoing transformational change, new stakeholders are appearing, the traditional share of voice approach is showing signs of acute fatigue, customer access is becoming difficult, customers are joining forces in powerful influence networks, different channels are converging, and the customer’s view on value is shifting. To remain truly successful, sales needs to align even more with marketing and medical, requiring a different culture as well as supporting processes and technologies like CRM, account management and multichannel campaign management. As a result of participating in this workshop, you will better be able to:•Understand the changes in the healthcare

environment and how they are impacting the sales force

•Understand the shift to an integrated approach in a multi-stakeholder model

•Align the sales strategy to the corporate and marketing strategies

•Deliver the promise of customer experience and create sustainable customer loyalty

Align the sales strategy to the corporate and marketing strategies.


Managing the strategy •Sales manager role within company /

industry context •Leader: leads the sales team to develop

and execute sales strategies based on business goals and corporate strategy to achieve targets

•Stakeholder: represents sales and manages sales-internal resources and coordinate with sales-external resources in order to best execute sales strategy

•Coach: leads (develops, enables, empowers, motivates) the sales team for lasting success of participants’ personal sales challenges

Managing the sales and Marketing strategy •Sales manager role, integrated strategy

planning with sales involvement, opportunities and requirements

•The Marketing Process (market assessment, goal setting, strategy, tactics, analysis): Getting a full understanding of the logical flow, elements and process of integrated marketing planning and how sales can contribute to it.

•Turning agreed marketing strategy into sales strategy: focus, priorities, approaches; understanding the difference and inter-relation of marketing and sales strategy

Managing the resources •Resource optimization, key account

management, campaign management and customer-centricity

•Setting up an optimal organization (balancing strategies, markets and resources)

•Finding the optimal sales structure depends on evaluation and balancing different factors: corporate goals and strategies, markets (customers) and human resources

•Evaluation process (grid) and templates for organizational situation analysis

Managing the team •Understanding key elements of

performance management of individuals as part of the sales strategy execution

•Elements of objective setting and connected incentive schemes, reporting tools and priorities

NEW!

“ Sales are contingent upon the attitude of the salesman – not the attitude of the prospect.”

– W. CLEMENT STONE


27-29 October 2013 . . . . . . . . . . . . . Dubai . . . . . . . . . . . . . . . . . . . . . .English9-11 December 2013 . . . . . . . . . . . . . London. . . . . . . . . . . . . . . . . . . . .English

24-26 March 2014. . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . .English

3 days / 4356 €




22-24 July 2013. . . . . . . . . . . . . . . . . Paris . . . . . . . . . . . . . . . . . . . . . . .English18-20 November 2013. . . . . . . . . . . . Berlin . . . . . . . . . . . . . . . . . . . . . .English

17-19 February 2014 . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . . .English

3 days / 5381 €

• Understand the mega-trends affecting pharma and their impact on the industry

• Determine the critical success factors for making Market Access really work

• Identify potential strategies to address the demanding needs of pharma’s multiple stakeholders


Find, organize and deliver answers to the ever-increasing demands of your stakeholders.

Market access in Pharma WORKSHOP 2259

who shouLd attendSenior 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

how You wiLL BenefitIn order to cope with the new and future pricing and reimbursement requirements, pharma must develop very effective strategies addressing the demanding needs of its multiple stakeholders. Market access is rapidly becoming the key to survival and long-term success in pharmaceuticals. Market access goes well beyond the original, technically oriented function of health economics and outcomes research. Pharma must integrate market access in its models, as a continuous and multi-disciplinary activity from licensing and early development until product launch and beyond. This workshop will give you a solid overview of the current, mid- and longer-term trends in the healthcare environment that will impact your business today and tomorrow. It will help you find, organize and deliver answers to the ever increasing demands of your Stakeholders.

Find, organize and deliver answers to the

ever increasing demands of your stakeholders.

This workshop will help you: •Adapt your market access approach

and strategies to meet the evolving requirements of your stakeholders

•Organize the global and local roles and responsibilities in market access

•Plan and articulate the necessary measures to increase effectiveness of your value proposition

•Develop plans to change and adapt your organization to the new and future market needs, including the new skills needed in pharma


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 •Case Study, Part 1: Challenges of Market

Access and Key Functions

addressing the stakeholders’ needs from r&d to Marketing •Payers and the other stakeholders •Functions, concepts and strategies to

overcome the 4th hurdle •Health economics and outcomes research •To QALY or not to QALY •Case Study, Part 2: Accelerating Market

Access and Cost-Effectiveness

high-performance organizations•Communications and value proposition •Collaborative approach and treatment

guidelines •Orchestrating multifunctional groups •Global/local understanding and support •Case Study, Part 3: Reimbursement Action

Plan and Risk-Sharing proposal •Embedding change •Action planning and next steps

“ Find the appropriate balance of competing claims by various groups of stakeholders. All claims deserve consideration but some claims are more important than others.”

– WARREN G. BENNIS

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“ Leadership in telecommunications is also essential, since we are now in the age of e-commerce.”

– MICHAEL OxLEY, POLITICAN

MCe also offers fully customized services for your organization. our expertise in the telecom industry includes:

Develop yourself to take advantage of new opportunities in the expanding telecom industry.

teLeCoM INdUStry

5-day Mini MBa for the telecom industry. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .121

retail Marketing and sales in the telecom industry . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .122

9 Competing profitably with customer care and a customer-centric organization

9 Making innovation happen, and efficiently bringing new ideas to market

9 Managing retail channels and outlets profitably

9 Stakeholder management: leading the network of interested parties to the best solutions

9 Managing partnerships and alliances

9 Setting up and managing successful mergers and acquisitions

9 Sales and account management

9 Becoming a “Service provider 2.0”, turning IP and new-generation threats into opportunities


TELECOM INDUSTRy

• Identify the changes and issues facing the telecom industry

• Understand the fundamentals of a telecom company’s core business disciplines

• Begin to think and act as business managers in telcos think and act


Increase the knowledge and skills you need to excel as a high-performance manager in telecom.

5-day Mini MBa for the telecom industry WORKSHOP 2298

who shouLd attendManagers who need to understand the changing business environment in the telecom service industry

how You wiLL BenefitMore than ever before, the dynamics and fast pace of the new Telecom Service environment require cross-functional experts who master complexity and go beyond the silo thinking. This “Mini-MBA” program prepares participants to move into more senior positions or into functions away from their base education. Therefore participants are exposed to the core management disciplines a business leader in general should avail of and learn how the different functional disciplines can create synergy. After participating in this workshop, you will be better able to:•Implement strategies effectively through

people and different departments•Enrich your business know-how with

methods and tools•Understand how generals managers think

and act•Improve your personal business

understanding and career potential•Use the experiences and frameworks

discussed during the workshops for improving your own contribution and decision-making

•Become an active contributor to the change process for your own company

Develop an all-round view of how successful Telecom organizations

operate.


Preparation•Reading of selected articles which will be

actively used during the 5 days•Completion of a questionnaire about your

expectations of the programme, your motivation for attending the workshop and your current career challenges

telecom industry past and present •Overview of the evolving telecoms

business world•Business environment for telecoms today•Threats and opportunities for telecoms •Introduction of the case study

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•Building the “strategy house” •Strategy implementation framework•The leadership action plan•You as a leader•Leading in a changing environment•Innovation

Marketing and sales •Marketing definition and role•Getting customer insights•Mapping the competitive landscape•Segmenting, targeting and positioning•Customer value propositions•Brand management•Multi-media marketing communication•Sales organisation and management•Channel marketing and distribution

policies•Customer focus and measurement•Mobile Virtual Network Operators (MVNO)

Managerial finance and accounting •Accounting and finance •Analytical tools for financial performance•Investment appraisals•Costing and pricing methods•Financial planning•Budgets as management tool

telecom’s future and industry outlook

“ Leadership in telecommunications is also essential, since we are now in the age of e-commerce.”

– MICHAEL OxLEY


24-28 June 2013 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .Brussels . . . . . . . . . . . . . . . . . . . . . . . . . . . English18-22 November 2013. . . . . . . . . . . . . . . . . . . . . . . . . . .Brussels . . . . . . . . . . . . . . . . . . . . . . . . . . . English

5 days / 4869 €




TELECOM INDUSTRy

Understand the economics of a retailer and manage your channels to maximize traffic and revenues.

retail Marketing and sales in the telecom industry WORKSHOP 2340

who shouLd attendMarketing, channel and brand managers responsible for managing the retail chain in the telecom service industry

how You wiLL BenefitThe Telecom Retail Store is still one of the first and main customer “touch point” for the Telecom Service industry. As some channels are managed directly and some are being managed indirectly, motivating the staff, get the right “look and feel”, selling to the retailers and make sure that the products attributes are making it to the end customer are difficult challenges. There is nothing worse than having retails stores that are not reflecting what the websites or the adverts have promised in the whole Customer experience.During four intensive days, you will get the basics right on how to sell to retailers and how to mix products and services in the shops, negotiate with retailers and manage shelf space the most efficient way.

Get the basics right on how to sell to and work

with retailers.

You will be better able to:•Understand the economics of a retailer •Motivate the channels and avoid fraud

and other risks•Practice and understand the notion of

“value selling”•Develop negotiation skills with retailers

and their buyers•Prepare a retail channel action plantoPiCs in this worKshoP

Preparation The workshop begins with pre-work. As a prerequisite to the success of the workshop, you will be asked to read selected articles that will be actively used during the four days. Finally you should return the questionnaire which will allow us to understand your expectations of the programme, motivation to come to the workshop and your current career challenges.

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 •Case Study, Part 1

extend the Customer value Proposition to retail •Understanding the Customer Value

Proposition •Extending your brand attributes to the

retail shops •Value selling to retailers •Case Study, Part 2

negotiation skills for telecom retailers •Questioning: techniques; golden rules;

exercise •Listening: being perceived as listening;

golden rules; exercise •Interpersonal styles; how to communicate

better with each style; how not to communicate

•Negotiating with different styles •Role plays •Case Study, Part 3

develop a telecom retail Plan •Establishing your Telecom Retail plan •Managing People and processes (goal

setting, incentive schemes, reporting) •Leading the team •Learning from mistakes •Case Study Part 4

At the end of the workshop you will have created a top line action plan to better ensure that the changes you envision can become a reality for your business. The workshop facilitator will give feedback and recommendations at conclusion of the programme, including a post-programme reading list.

“ Commerce flourishes by circumstances, precarious, transitory, contingent, almost as the winds and waves that bring it to our shores.”

– CHARLES CALEB COLTON


16-19 September 2013 . . . . . . . . . . . . . . . . . . . . . . . . . .Brussels . . . . . . . . . . . . . . . . . . . . . . . . . . . English2-5 December 2013 . . . . . . . . . . . . . . . . . . . . . . . . . . . . .Brussels . . . . . . . . . . . . . . . . . . . . . . . . . . . English

4 days / 4664 €

• Learn techniques for motivating the team, selling to retailers and ensuring that the products’ attributes are delivered to the end customer

• Manage your own channels and how to maximize traffic and revenues

• Understand the different distribution channels and their specifics


INDEx OF WORkSHOPS By SUBjECT


aAssertiveness . . . . . . . . . . . . . . . . . . . . . . . 34, 38 For managers . . . . . . . . . . . . . . . . . . . . . . . . 38 For women . . . . . . . . . . . . . . . . . . . . . . . . . . 34

BB2B Markets . . . . . . . . . . . . . . . . . . . . . . . 70-81 Account management . . . . . . . . . . . . . . . . 77 Mini master of marketing management . . . . . . . . . . . . . . . . . . . . . . . 78 Channels . . . . . . . . . . . . . . . . . . . . . . . . . . . 79 Customer value proposition . . . . . . . . . . . . 81 Data analytics . . . . . . . . . . . . . . . . . . . . . . . 79 International account management . . . . . . 77 Product management . . . . . . . . . . . . . . . . 76 Strategy . . . . . . . . . . . . . . . . . . . . . . . . 73, 81B2C Markets . . . . . . . . . . . . . . . . . . . . . . . 70-81 Fundamentals . . . . . . . . . . . . . . . . . . . . . . . 75 Mini master of marketing management . . 78 Product, category management . . . . . . . . . 80 Segment management . . . . . . . . . . . . . . . . 80 Strategy . . . . . . . . . . . . . . . . . . . . . . . . . . . 71Banking Industry . . . . . . . . . . . . . . . . . 103-104 5-day mini MBA for banks . . . . . . . . . . . . 103 Branch sales productivity . . . . . . . . . . . . . 104 Client centric value proposition . . . . . . . . . 104 Retail banks . . . . . . . . . . . . . . . . . . . . . . . 104Budgeting and Controls . . . . . . . . . . . . . 47-79Business Management Skills . . . . . . . . . 17-26 Business plans . . . . . . . . . . . . . . . . . . . . . . 25 Change management . . . . . . . . . . . . . . . . . 61 Consulting skills . . . . . . . . . . . . . . . . . . . . . . 21 Critical thinking . . . . . . . . . . . . . . . . . . . . . . 18 Essentials of . . . . . . . . . . . . . . . . . . . . . . . . . 23 Getting results without authority. . . . . . . . . 35 Innovation, managing . . . . . . . . . . . . . . . . . 53 Interacting with others . . . . . . . . . . . . . . . . 33 International business, managing . . . . . 55, 63 Mini MBAs . 19, 103, 106, 108, 110, 113, 121 Managing chaos, pressures, deadlines . . . . . 24 Operational management . . . . . . . . . . . . . . 33 Outsourcing . . . . . . . . . . . . . . . . . . . . . . . . . 26 Risk management . . . . . . . . . . . . . . . . . . . . 20 Time and stress management . . . . . . . . . . . 22

CChange Management . . . . . . . . . . . . . . . . . . . 61Chemical Industry . . . . . . . . . . . . . . . . 105-106 5-day mini-MBA for . . . . . . . . . . . . . . . . . 106Coaching and Mentoring . . . . . . . . . . . . . . 8, 60Communication and Influence Skills . . 28-38 Assertiveness for managers . . . . . . . . . . . . . 38 Assertiveness for women . . . . . . . . . . . . . . . 34 Conflict resolution . . . . . . . . . . . . . . . . . . . . 37 Diplomacy, tact, credibility . . . . . . . . . . . . . . 32 Emotional intelligence . . . . . . . . . . . . . . . . . 56 Influence, persuasion . . . . . . . . . 28, 32, 35, 97 Interacting with others . . . . . . . . . . . . . . . . 33 Interpersonal skills . . . . . 28, 32, 33, 34, 38, 56 Negotiation skills . . . . . . . . . . . . . . . 31, 36, 75 Presentation skills . . . . . . . . . . . . . . . . . 29, 30 Stakeholder communication . . . . . . . . . . . . 29 Writing skills . . . . . . . . . . . . . . . . . . . . . . . . 43Consumer Markets . . . . . . . . . . . . . . . . See B2CCreative thinking . . . . . . . . . . . . . . . . . . . . . . 52Critical thinking Skills . . . . . . . . . . . . . . . . . . 18Customer Centricity . . . . . . . . . . . . . . . . . . . 50

eemotional Intelligence . . . . . . . . . . . . . . . . . 56executive Assistants Communication and influence for . . . . . . . . 40 Fundamentals of finance for . . . . . . . . . . . . 42 Professional executive assistants . . . . . . . . . 41 Project management . . . . . . . . . . . . . . . . . . 43 Writing skills . . . . . . . . . . . . . . . . . . . . . . . . 43

ffinance Balance sheet, understanding . . . . . . . . . . . 45 Budgeting . . . . . . . . . . . . . . . . . . . . . . . . . . 47 Cash flow management . . . . . . . . . . . . 46, 47 Controllers . . . . . . . . . . . . . . . . . . . . . . 47, 49 Financial planning and analysis . . . . . . . . . 49 For executive assistants . . . . . . . . . . . . . . . 42 Forecasting . . . . . . . . . . . . . . . . . . . . . . . . . 47 Fundamentals . . . . . . . . . . . . . . . . . . . . 42, 45 Mergers and acquisitions . . . . . . . . . . . 83, 84 Project management accounting . . . . . . . . 50 Strategic finance . . . . . . . . . . . . . . . . . . . . . 48 Treasury and cash management . . . . . . . . . 46

hHuman resources . . . . . . . . . . . . . . . . . . 95-101 Aligning to strategy . . . . . . . . . . . . . . . . . . . 98 Compensation, benefits . . . . . . . . . . . . . . . . 96 Consulting skills for HR . . . . . . . . . . . . . . . . 97 HR business partner . . . . . . . . . . . . . . . . . . . 95 Influencing skills for HR . . . . . . . . . . . . . . . . 97 Instructional design for trainers . . . . . . . . . 100 Learning & development, managing . . . . . . 96 Organization development . . . . . . . . . . . . . 99 Strategic HR . . . . . . . . . . . . . . . . . . . . . . . . . 98 Talent & performance management . . . . . . 98 Training the trainer . . . . . . . . . . . . . . . . . . 101

iInfluence, expanding . . . . . . . . . . 28, 32, 35, 97Innovation . . . . . . . . . . . . . . . . . . . . . . . . . 51-53 Creative thinking, developing . . . . . . . . . . . 52 Managing innovation . . . . . . . . . . . . . . . . . 53International Public organizations . . . . . . 65

LLeadership Change management . . . . . . . . . . . . . . . . . 61 Coaching skills for managers . . . . . . . . . . . . 60 Developing leadership . . . . . . . . . . . . . . . . 59 Developing leadership for women . . . . . . . . 57 Emotional intelligence, leading with . . . . . . 56 Implementing business strategy . . . . . . . . . 58 International environment, leading people in . . . . . . . . . . . . . . . . . . 55, 63 International public organizations . . . . . . . . 65 International teams . . . . . . . . . . . . . . . . . . 63 Leadership for managers . . . . . . . . . 58, 59, 62 Managing people . . . . . . . . . . . . . . . . . . . . 55 Strategy implementation . . . . . . . . . . . 58, 87 Team development and leadership . . . . . . . 62 Women in leadership . . . . . . . . . . . . . . . 57, 64

MManagement Change management . . . . . . . . . . . . . . . . . 61 Coaching skills for managers . . . . . . . . . . . . 60 Developing leadership . . . . . . . . . . . . . . . . 59 Developing leadership for women . . . . . . . . 57 Emotional intelligence, leading with . . . . . . 56 Implementing business strategy . . . . . . . . . 58 International public organizations . . . . . . . . 65 International teams . . . . . . . . . . . . . . . . . . 63 Leadership for managers . . . . . . . . . 58, 62, 64 People management . . . . . . . . . . . . . . . 55, 62 Strategy implementation . . . . . . . . 58, 64, 87 Team development and leadership . . . . . . . 62 Women in leadership . . . . . . . . . . . . . . . 57, 64Marketing Account management . . . . . . . . . . . . . . . . 77 Mini master of marketing management . . . 78 Channels . . . . . . . . . . . . . . . . . . . . . . . . . . . 79 Customer value proposition . . . . . . . . . . . . 81 Data analytics . . . . . . . . . . . . . . . . . . . . . . . 79 Fundamentals of B2C marketing . . . . . . . . . 75 International account management . . . . . . 77

Product management . . . . . . . . . . . . . . . . 76 Product, category management . . . . . . . . . 80 Segment management . . . . . . . . . . . . . . . . 80 Strategy . . . . . . . . . . . . . . . . . . . . . 71, 73, 81Medical technology . . . . . . . . . . . . . . . 109-110 5-day mini-MBA for . . . . . . . . . . . . . . . . . 110Mergers & Acquisitions . . . . . . . . . . . . . . 82-85 Account consolidation . . . . . . . . . . . . . . . . . 84 Due diligence . . . . . . . . . . . . . . . . . . . . . . . . 83 Integration of operations . . . . . . . . . . . . . . . 84 Leadership for integration . . . . . . . . . . . . . . 84 Strategic alliances, managing . . . . . . . . . . . 85Mini MBAs . . . . 19, 103, 106, 108, 110, 113, 121

ooil and gas Industry . . . . . . . . . . . . . . . 107-108 5-day mini MBA for . . . . . . . . . . . . . . . . . . 108organization development . . . . . . . . . . . . . 99

PPartnerships & Alliances . . . . . . . . . . . . . . . . 85Performance Management . . . . . . . . . . 98, 99Pharmaceutical Industry . . . . . . . . . . 111-119 5-day mini-MBA for . . . . . . . . . . . . . . . . . 113 Brand management . . . . . . . . . . . . . . . . . 115 Good manufacturing processes . . . . . . . . 112 Key account management . . . . . . . . . . . . 118 Market access and pricing . . . . . . . . . . . . 119 Medical affairs . . . . . . . . . . . . . . . . . . . . . 117 Patient centricity . . . . . . . . . . . . . . . . . . . . 114 Product management . . . . . . . . . . . . . . . . 115 R&D projects, managing . . . . . . . . . . . . . . 116Project Management . . . . . . . . . . . . . . . . 66-68 Executive assistants, for . . . . . . . . . . . . . . . 43 Fundamentals . . . . . . . . . . . . . . . . . . . . . . . 67 PMP® certification, preparing for . . . . . . . . 68 Risks in projects, managing . . . . . . . . . . . . 68

sSales . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 70-81 Fundamentals of selling . . . . . . . . . . . . . . . . 72 International key account management . . . 77 Negotiation and closing skills . . . . . . . . . . . 75 Sales force, managing and coaching . . . . . . 72 Value-based selling . . . . . . . . . . . . . . . . . . . 70Sales and Marketing . . . . . . . . . . . . . . . . 70-81 B2B markets . . . . . . . . . . . . . . . . . . . . . 43-46 B2C markets . . . . . . . . . . . . . . . . . . 41-43, 46Strategic Alliances, Mergers & Acquisitions . . . . . . . . . . . . . . . . . . . . . . 82-85 Account consolidation . . . . . . . . . . . . . . . . . 84 Due diligence . . . . . . . . . . . . . . . . . . . . . . . . 83 Integration of operations . . . . . . . . . . . . . . . 84 Leadership for integration . . . . . . . . . . . . . . 84 Strategic alliances, managing . . . . . . . . . . . 85Strategy and Implementation . . . . . . . 86-90 Business process alignment . . . . . . . . . . . . . 88 Business strategy . . . . . . . . . . . . . . . . . . . . . 87 Customer centricity . . . . . . . . . . . . . . . . . . . 89 Performance metrics & management . . . . . . 90 Strategy . . . . . . . . . . . . . . . . . . . . . . . . . . . 87Supply Chain Management . . . . . . . . . . 91-93 Aligned to corporate strategy . . . . . . . . . . . 92 Governance . . . . . . . . . . . . . . . . . . . . . . . . 92 Negotiations . . . . . . . . . . . . . . . . . . . . . . . . 93 Operational excellence in . . . . . . . . . . . . . . 92 Procurement . . . . . . . . . . . . . . . . . . . . . . . . 92 Strategic sourcing . . . . . . . . . . . . . . . . . . . . 92

ttalent & Performance Management . 94-101 Compensation and benefits . . . . . . . . . . . . . 96 Organization development . . . . . . . . . . . . . 99 Talent and performance management . . . . . 98telecom Industry . . . . . . . . . . . . . . . . . 120-122 5-day mini-MBA for . . . . . . . . . . . . . . . . . 121 Retail marketing and sales . . . . . . . . . . . . 122

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 management development covering

management, leadership and business

skills and industry-specific topics

The following conditions apply: 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-refunda-ble, regardless of attendance. Prices are subject to change without notice.



www.mce-ama.com

This pass entitles

Mr John Johnson


unlimited regularly

scheduled MCE



MCE ANNUAL PASS


MCE ANNUAL PASS

MCE ANNUAL PASS

9.950 €*

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