Senior Leadership Programme

OVERVIEW
FOCUS
The programme is designed to develop the participant’s capabilities by increasing their understanding of concepts and analytical tools needed to compete successfully in the Global Marketplace, and to give them the behavioural skills necessary to mobilise people and groups to turn their Strategic intentions into reality.

 
THE LEARNING PROCESS
Senior executives learn most effectively from material that is firmly rooted in actual business situations.
ICMD SLP has been designed to be a powerful learning experience. Multiple learning methods, some of which are listed below, are brought together to provide the delegates with vision, deeper knowledge, personal energy and practical skills. Common strategic issues across the organisation must be identified and must drive the final design of the SLP in partnership with ICMD..

 
Multiple Learning Methods
1.Learning from World Class Faculty (Refer Appendix C for faculty résumés)
The proposed faculty on ICMD SLP is among the best faculty in S.A. and at Manchester Business School and Cranfield School of Management in the U.K. For ICMD SLP they have set themselves the goal of challenging the delegates’ assumptions and will play a key role in the process of learning. All these faculty have excellent experience in Facilitation (as opposed to lecturing).

 
2.Learning from Business Leaders
Practical experience also comes in the form of participation by top business leaders. ICMD will select keynote speakers from other industries to come to the SLP to share their own experiences to help others learn from their failures and successes.

 
3.Learning from Company Senior Executives
The involvement of Senior Directors will be crucial in reinforcing the links and learning between the "classroom" and the organisation.
As suggested each day on the SLP will be anchored by one of the Main Board Directors of ICMD. Their role will be to ‘chair’ the day, set the scene, provide important input to the debate, raise important issues as well as receive feedback from delegates on the SLP. ICMD will identify the common strategic issues facing the different organisations in ICMD and will use these as input to the SLP to shape both the framework and content as well as cases and syndicate work. These strategic issues form common threads that link the core themes of the programme and ensure there is relevancy and return in terms of strategy implementation for the organisation.

 
4.Learning from Experience
ICMD will endeavour, together with the faculty, to gear every aspect of the programme towards action; the desired outcome is that when senior managers from the participating divisions return to their organisations, they will be able to implement the lessons of the programme and will continue to learn through the implementation. Networking between delegates will also be an important benefit of the SLP. ICMD can use technologies such as the Internet to set up an SLP Intranet to facilitate ongoing networking, communication and learning amongst delegates.

 
Learning from Peers
Senior managers on the programme will also learn from each other. Each SLP group will have literally "hundreds" of years of business experience and because of the diversity of backgrounds that experience spans many functions, industries, businesses and cultures. Sharing these experiences will be a key process during the programme. Time will be allocated throughout the programme to apply the contents, frameworks and modules discussed in the group to the delegates’ own organisation. Action planning is a key output of the programme and the themes are integrated in the final Module.
In addition to the above, ICMD will selectively draw on Readings, Cases and Facilitated Group Exercises. The five day workshop on the SLP will include the following elements.
Pre-Course Reading and Reflection
Classroom/Large Group Session to set stage
Senior Directors input and/or outside guest speakers from other industries
Group work (including evenings) followed by Group Report Backs and facilitated discussions
Company and Syndicate presentations
In conclusion, participative techniques form the heart of the programme. Real business issues are analysed, faculty members summarise the conclusions, providing a conceptual framework for the issues that are raised, and valuable general principles are defined. The emphasis is on relating the learning to the participant’s own business. The extent to which this approach has dictated the programme’s design makes it unique.

 
THE PROGRAMME
Competing for the Future is the underlying theme of the five day programme.
A foundation module will be devoted to examining the most important forces shaping the world’s business environment and how they affect the resources and competencies needed for the future.

 

 
PARTICIPANTS
The SLP is designed for experienced executives who have general management responsibilities for a business unit and / or a division within their company. This programme is also appropriate for senior corporate staff members with functional responsibilities who participate in allocating or co-ordinating the flows of corporate resources within or across business units or divisions.

 
OBJECTIVES
To provide delegates with a strategic view of ICMD, globally and in Southern Africa, emphasising how they can function more effectively to achieve organisational objectives.
To provide delegates the opportunity to develop their strategic capabilities within ICMD.
To foster team building, leadership and entrepreneurial skills.
To assist in building an entrepreneurial, innovative and flexible organisation.
To analyse the processes of Change in ICMD and focus on the role of the leader in transforming the organisation.

 
Duration and Timing
The proposed programme duration is 5 days to be delivered in 1 workshop as detailed below.

 
MODULE CONNECTION GROUP HOST FACULTY DURATION AND TIMING
Opening and Pre-course Preparation Video Hamel and Prahalad - Competing for the Future   Ms M Chaplin

Mr A Warren Smith

 Halfday

1999
       
Forces Shaping the Business Environment   Mr Sean Cleary Halfday

1999
Strategic Positioning through Technology   Mr. Wolfgang Grulke Half day 1999
Financial Strategy for Senior Managers   Mr John Stretch One day 1999
Guest Speaker – The New L.R.A. - What Senior Executives need to know at ICMD   Mr. Jonathan Goldberg Evening
       

Towards a Market Driven Entrepreneurial

Organisation

   Prof. Gordon Mandry (Manchester Business School) One day

1999
Guest Speaker – Personal Energy and Personal Effectiveness - The Management and Development of Self   Prof. Johan Coetzee Evening
       
Building a High Performance Organisation

Competing for the Future:

Applying Your Strategic and Operational know-how to enhance the revenue - generating ability of your company.

   Mr. Peter Laburn One day

1999
Closing Dinner   Mr. Quinton Coetzee

‘Back to Basics - The San Solution’ (Team Building + Leadership)

 Evening

1999
Leadership and Management for the Future   Mr. Guy Charlton One day

1999


PROPOSED PROGRAMME : STRUCTURE, CONTENT AND FACULTY
Module 1: Forces shaping the business environment.
Understanding the wider environment and the impact on ICMD
How can changing markets be built into business thinking?
How are political, technological, social and economic changes globally and in South Africa affecting co-operation and competition in the construction and related industries?
Globalisation, Managing Technology and Innovation as key strategic issues


Duration ˝ Day


Module 2: Strategic Positioning through Technology
Managing knowledge : A New Imperative
Trends in future technologies and how these will fundamentally impact on how ICMD competes
Using information as an Integral Part of the Competitive Process
Improving the Management of Information at an Individual, Group and Organisational Level
The Culture Gap - A critical factor affecting IT issues

 
Module 3: Financial Strategy for Senior Managers
Analysis of ICMD Financial Accounts
Creating Shareholder value (SVA)
Managing Shareholder Expectations & Requirements
Economic Value Added (EVA)
Reconciling EVA to SVA
Integrating EVA into the Strategy of the Business
Strategic Management Accounting
Accounting for Competitive Advantage
Tailoring accounting systems to specific competitive strategies
Developing tailored performance measures
Financial Planning & Control (FP&C) Systems
The implications for FP&C systems of a strategically, tailored approach
Planning for and controlling rapid & dynamic growth in a changing competitive environment

 
Duration 1 Day


(Each module is supported with either local or international faculty - It is proposed that all faculty are briefed individually by ICMD Executive Chairman to ensure both relevancy of content and application to ICMD.
Module 4: Towards a Market Driven Entrepreneurial Organisation
Understanding what it means to be Market Orientated
Knowledge and experience based marketing
Building a Market Driven and Entrepreneurial Organisation
Lessons from Innovative firms
Entrepreneurial and Managerial Imperatives

 
Duration 1 Day

Module 5: Building a High Performance Organisation
From Hierarchies to Teams and Processes that focuses on adding value to stakeholders
Building strategic capacity within ICMD
Leadership and the New Science
Aligning the Organisation - Markets, Strategies, Leadership and Culture
Competing for the future: Applying your strategic and operational know-how to enhance the revenue-generating ability of your company
Developing a baseline assessment of your business: products, applications, hooks, and customer segments
Examining the external environment and how value is migrating in the industry.
Considering customer segments in terms of current vs. future attractiveness
Examining the strategic alignment of key segments in relation to leadership, culture and operational activities.
Briefly examine the notion of planning for alternate futures, and working in teams to create scenarios of 3 futures, rejuvenation of value, orderly market transition, and dog eat dog.
Focus on the core and distinctive competencies of the business, defining what exists and what needs to be acquired, given the possible futures defined.
Conclude with a combination of the Hamel & Prahalad Model of examining unexploited opportunities and other methods to generate new ideas for the business. This exercise would necessarily be introductory, but would be stimulated by the insights derived from the combined sessions 1-6.

 
Duration 1 Day


Module 6: Leadership and Management for the Future

 
1. Why Leadership?
The Global Challenge
The critical ingredient in growth

 
2. The Changing Human Environment

 
Strategy and capacity predictability?
The human strategic drive chain
Organisational leverage areas

 
3. Leaders and/or Managers?

 
Performance beyond expectations
Traditional Model
The Management/Leadership effectiveness process
Describing the transactional to transformational journey
Shifting organisational paradigms
Shifting human paradigms - demanding leadership and participation, not management
What is Leadership?

 
4. Trust

 
Perspectives on trust and emotion
Trust measurement profile
Application on the job
Empowerment - Actualising Potential
Impacting on productivity
What is empowerment
Accountability
Assumptions about people (questionnaire)
Productivity problems or leadership crisis
A fundamental shift of mind
The disempowering management cycle (exercise)
The competence/confidence model
Organisational constraints
Organisational stress

 
5. Coaching and Counselling

 
The Link between Leadership and Coaching
Line Manager as a developer
Counselling the Poor Performer - practical skills

 
Duration 1 Day