OBJECTIVE

The programme is designed to develop the participants’ capabilities by broadening their view of
ORGANISATION, the industry and the wider global forces that impact on both. It is also important for the
participants to develop greater appreciation of their role as a manager and leader of key human resource in
ORGANISATION while also developing a deeper understanding of themselves. Participants will leave the
programme with greater confidence of their ability to lead within ORGANISATION and with the behavioural
skills necessary to mobilize people and groups to turn their strategic intentions into reality.

Furthermore, through debate and real life case studies the EDP provides a high level practical learning
experience to build and develop greater world class leadership capability amongst the participants.

Its purpose is to create a forum within which focused networking and sharing of best practice can take place.
As a result of this it must facilitate the integration and implementation of the business strategies at operational
level against current international and local realities.


Target Auidence

The Executive Development Programme is designed for the Senior Executives of ORGANISATION who have
general management responsibilities for a business unit and/or division. This programme is also appropriate
for senior corporate staff members with functional responsibilities who participate in allocating or coordinating
the flows of corporate resources within or across business units or divisions

FRAMEWORK

Competing for the Future, Building Organisational Foresight, Building a Market Driven Entrepreneurial
Organisation, Leading and Innovating and Personal Energy and Effectiveness are the five underlying themes
of the programme.


An integration and application module is built into each theme, which affords Participants opportunity to reflect
on and reshape their business and personal priorities.

THE LEARNING PROCESS

The learning process is a critical ingredient in the success of this programme. ICMD therefore suggests that
the following learning methodologies are incorporated into the ORGANISATION Executive Development
Programme (EDP).


i.Full-Time Workshops

The Executive Development Programme is supported with 9 days of Full-Time study, run in
modular study blocks over a 12 month period.

The programme would be highly interactive using plenary and small group sessions. Relevant case
material (with videos) would be used and current financial services articles (of a strategic nature)
would be introduced to stimulate discussion.

ii) Learning from World Class faculty (Refer to Appendix C)

The proposed Executive Development Programme faculty are leading-edge and are
acknowledged experts in their particular fields. ICMD draws heavily on international faculty who
bring international perspectives to the programme.

All of the faculty are excellent facilitators and will produce a very stimulating and thought-provoking
climate in the classroom. The workshop will be highly interactive and delegates will be challenged
throughout.

iii) Learning Through Action

ICMD use a variety of teaching methods to maximise active and participative learning including
business simulations, case discussions, lectures, group work and presentation and evening
forums.

iv) Learning from Business Leaders

Practical experience also comes in the form of participation by top business leaders (local and
international). In partnership with ORGANISATION, ICMD will select keynote speakers from other
industries to share their own experiences to help others learn from their failures and successes.
This would also include video-conferencing Key Note speakers from UK, European and American
companies.

vi) 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 the Executives from the participating divisions return to
their organisation, 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 EDP.

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.


PROPOSED PROGRAMME: STRUCTURE, CONTENT AND FACULTY

THEME 1: COMPETING FOR THE FUTURE

1.DEVELOPING ORGANISATIONAL CAPABILITY TO COMPETE EFFECTIVELY FOR THE FUTURE.

Outline of the Programme:

This opening module offers an exceptional opportunity for the corporate leaders to rethink company
strategy in the context of ground-braking strategy concepts developed by Dr. Gary Hamel and Dr.
Gordon Hewitt and his colleagues at University of Michigan, U.S.A. Major topics include industry
foresight, competition for competence, competitive innovation, extending corporate imagination,
manning coalitions, creating the hyper-efficient firm and escaping the curse of shorttermism.

Participants will be able to discuss with Dr. Gordon Hewitt, the Global challenges they face and listen
to – and argue with – their views on how to create the markets of the future.

• The challenge to conventional Strategic Wisdom
  
• New Dynamics of Competitive Change
  
• Competitive Innovation versus Competitive Advantage
  
• Creating new Competitive Space
  
• Agenda for Industry and Corporate Transformation
  

Key Strategic Issues:

• How do we equip an organisation with the capability to:
  
• Develop a sophisticated and shared view of industry evolution and how to shape it?
  
• Define, acquire and leverage new competitive competencies.
  
• Broaden traditional concepts of innovation to open up new opportunity boundaries?
  
• Create profitable new growth markets in a resource-constrained environment?
  
• Share a competitive agenda at all levels that highlights the value-added of every function
  to future industry leadership?
  

In the context of the above Dr Hewitt will focus on the leadership challenges facing the participants:

1.Putting Leadership in Context

• New patterns and dynamics of global competition – implications for leadership
  
• The emerging role and value added of leadership in the modern enterprise
  
• Equipping the enterprise with new competitive, strategic and organisational frames of
  reference
  
• Creating a capacity for competition and change
  
• Establishing new intellectual, behavioral and emotional agendas
  

2.Analysing Leadership in Action

• Old versus new view about the nature and source of leadership attributes
  
• Case studies of effective leadership
  
• Differentiating leadership from management
  
• Beyond competencies – from what leaders do to what they deliver
  
• Quantity and quality of leadership required in the modern enterprise
  
  

1.Creating Leaders of the Future

• Implications for attracting, developing and retaining leadership talent
  
• Implanting a leadership culture and creating a leadership engine
  
• Implications for traditional practices of HR and line management
  
• Meeting the leadership challenges of the future
  
• The leadership scorecard – how do we rate?
  
  

2 days: Professor Gordon Hewitt:

Visiting Distinguished Professor of International Business and Corporate Strategy at the Graduate Business
School, University of Michigan, Honorary Professor at the Faculty of Social Sciences, the University of Glasgow,
Visiting Professor of Business Strategy at Manchester Business School and visiting Professor at London
Business School.

1.INTEGRATION AND APPLICATION MODULE

• Reshaping the Senior Executives agenda.
  
• Identifying current business and personal priorities – what should they be for today and tomorrow?
  
• How do I make the necessary adjustments.
  
  
  

THEME 2: THE BUILDING OF ORGANISATIONAL FORSIGHT: MAPPING EMERGENT TRENDS IN
THE FINANCIAL AND WIDER BUSINESS SECTORS.

Suggested Topics:

• Models of the impact of globalisation on financial services markets.
  
• Trends around specialist merger activity across business markets.
  
• The emergence of broad social and political trends on a global basis.
  
• A careful overview of the main points from the wider "futurology literature", and the impacts of
  these perceived processes for the Company.
  
• New organisational structures forming around "Partnering" and cross boundary alliances.
  An Overview of emerging strategic HRM across different markets, particularly in America, the Far
  East and Europe.
  
• Review of the development of mass Information Technology and its impacts in service markets, as
  an informing process rather than mere automation.
  
• Appraisal of emerging models of State regulation practices, and their impacts upon market
  development in financial services.
  
• Appraisal of competitive trends and developments in business sectors having some alignment to
  the financial services sector, e.g., strategic developments in retailing, logistics distribution,
  computer software and data warehousing markets.
  
• Overview of emerging comparative trends in Customer Service methodologies across European
  and American companies.
  
• Comparative review of the application of Value-Based Management techniques across different
  business sectors and companies, probably on a global basis.
  
• Careful appraisal of the emergent potential of new entrants into the global financial services
  markets, e.g. China, India and the "Tiger economies" of the Pacific Rim.
  
• A practical review of the utility of different environmental scanning technologies, e.g., scenario
  planning, Linear extrapolation,Delphi panels etc with a view toward locating their strengths and
  weakness for predictive purposes.
  
• Review of a series of scenario’s concerning social conditions and business market, particularly in
  Western Europe, through to 2010.
  
• An understanding of the factors historically know to have dislocated future predictions, and their
  likely sources.
  
  

These are illustrative examples of the types of material/focus which MBS/ICMD would propose to bring to this
"Theme"


The following modules may then selectively be used to debate the implications of these emerging trends for
ORGANISATION.

1.SELECTIVE MODULES TO SUPPORT THEME 2:

i.DIET OR WAR – The Financial Services Company of the Future

• Change in financial services and ORGANISATION’S response
  
• What sort of Financial Services Company would you like to run?
  
• How big are you – are you big enough?
  
• Can you guarantee survival – if not how do you improve your chances?
  
• How should I view my competitors?
  
• Do I know enough about them?
  
• Am I prepared to ‘take out’ a competitor if necessary?
  
• Would you ‘kill for an angle’? – the advantage of being different
  
  i.TURNING THE SUPERTANKER – PROBLEMS OF CHANGING ORGANISATION
  
  
• Do we have to change?
  
• Why?
  
• What are we changing to?
  
• How?
  
• How quickly?
  
• Is yesterday’s success of value in the future?
  
• What glue keeps the company together?
  
  

i.PEOPLE AS THE CUTTING EDGE – MANAGING ORGANISATION’S HUMAN RESOURCES
FUNCTION

• Developing subordinates
  
• Do we "inspect" what we "expect"
  
• Smooth succession planning is essential in a Financial Services Company today to avoid
  discontinuities.
  
• Managing "stars" and "non-stars"
  
• Competitive advantage through the staff of ORGANISATION
  
• Leadership and management, well-managed financial services companiess can (and do) die –
  something extra is needed.
  
• How well do you manage the leadership/management skills in your unit?
  
  i.WHAT TO LEAD AND WHAT TO MANAGE – THE DILEMMA OF TODAY’S BOARDROOM
  
  
• Different styles and culture based on the management/leadership balance
  
• Deutsche Bank and Banc One - success at the extremities
  
• Developing subordinates and succession planning – every managers legacy to his company
  
• Future career paths – who do I want to keep and how do I keep them?
  
• Could you lose the company?
  
  By the conclusion of their exposure to these materials, EDP participants should have an extremely insightful
  overview of developing trends across the financial services and business sectors, and their implications for
  ORGANISATION.
  
  
  

2 days : DR John Westwood:

Senior Faculty member of the Manchester Business School and teaches on all the post experience courses as well
as the MBA programme. Has spent 20 years in research, teaching and consulting in the financial services sector,
he has an ongoing relationship with all major UK banks and many banks in Europe. At the same time Dr.
Westwood is a regular presenter at major banking conferences and is a board advisor to a number of financial
services institutions.

2.INTEGRATION AND APPLICATION MODULE

• Reshaping the Senior Executives agenda.
  
• Identifying current business and personal priorities – what should they be for today and tomorrow?
  
• How do I make the necessary adjustments.
  
  

2.FUTURE WORLD – THE TEN COMMANDMENTS

1.Capitalise on the world market and resources

2.Treat your customers as ‘smart consumers’

3.Compete as if there is no regulation

4.Value intangible assets – information and intellectual capital

5.Capitalise on ‘free’ computing, telecommunications and information

6.Destroy organisation-based processes

7.Build ‘value networks’

8.Re-intermediate

9.Free people from the constraints of ‘the office’ and the ‘9 to 5’

10.Design your organisation around your market

THEME 3: BUILDING A MARKET DRIVEN ENTREPRENEURIAL
ORGANISATION – THE KEY TO COMPETING EFFECTIVELY

1.MARKET DRIVEN STRATEGY – PROCESS FOR CREATING VALUE

• Understanding what it means to be Market Orientated
  
• Hearing the voice of the market
  
• Researching and reacting to the market
  
• Disseminating information
  
• Market Driven Strategy
  
• Knowledge and experience based marketing
  
• One-to-one Marketing - The Age of Customer Interaction
  
• Customer Value Analysis
  
• Customer Management - Building Learning Relationships
  
• Reaching Customers across the different market segments
  
• Issues on implementing Market Driven Strategies
  
• Building a Market Driven and Innovative Organisation
  
• Lessons from Innovative firms
  
• Relationship Marketing and Customer Retention
  
  

1.CHANNELS, CUSTOMERS AND OUTSOURCING – A VICIOUS COCKTAIL LACED WITH IT

• Customers are smarter – how do we add value
  
• What are the channels of the future – how valuable are our bricks and mortar?
  
• Can the internet destroy any of our markets – which are defensible?
  
• What are the appropriate outsourcing strategies?
  
• Who can we trust to do what?
  
  

1.HOW IS ORGANISATION COMPETING – WHAT SHOULD YOU BE DOING?

• Competitor Analysis
  
• Superior differentiation through effective segmentation and positioning strategies
  
• Characteristics of Winners in the next decade
  

1.INTEGRATION AND APPLICATION MODULE

• Reshaping the Senior Executives agenda.
  
• Identifying current business and personal priorities – what should they be for today and tomorrow?
  
• How do I make the necessary adjustments.
  
• THEME 4: LEADING AND INNOVATING
  

THE LEADERSHIP CHALLENGE

Identifying the nature and scale of the short to longer term challenges facing the participants as leaders of the
organisation. This would work at understanding what specifically will be key to ongoing future business
success in the competitive and changing world.

THE LEADERSHIP REQUIREMENT

What capabilities and personal attributes will participants need to lead successfully? Models used by world
class organisations will be examined but the emphasis will be on the actual requirement for the participants
themselves. This session will look strategically at such topics as:

• Leading change and transformation
  
• Sustaining high performance
  
• Nurturing and capitalising on Innovation and Entrepreneurship
  
• Motivating and getting the best out of people-ensuring alignment and building commitment and pride
  
• Building and developing winning teams and organisations.
  
• Understanding and changing organisation culture
  
• Developing the learning organisation.
  
• Those aspects of leadership, which have been identified as most important, will then be worked through in
  depth in the subsequent sessions.
  

1.LEADING CHANGE AND TRANSFORMATION

• Depending on the emphasis of the previous session this would work through:
  
• The nature and types of change
  
• Where is continuous improvement appropriate
  
• What does transformation mean in practice
  
• Why do people support or resist change
  
• How can successful change be extended and copied
  
• The criteria of successful change would be identified and the strengths and weaknesses of
  different change strategies analysed.
  
• Leadership sessions on the selected topics would follow running through into the
  second day
  

1.WHAT DOES THIS MEAN FOR EACH OF US AS A LEADER

This would look in more depth at the implications for each participant and/or the leadership team as a
whole to work through what actions are relevant to ensure that the leadership challenge is effectively met
and capabilities developed.


INTEGRATION AND APPLICATION MODULE

• Reshaping the Senior Executives agenda.
  
• Identifying current business and personal priorities – what should they be for today and tomorrow?
  
• How do I make the necessary adjustments.
  
  

THEME 5: PERSONAL ENERGY AND EFFECTIVENESS

1.PERSONAL EFFECTIVENESS AND EMOTIONAL INTELLIGENCE

The Programme in Personal Effectiveness is specifically designed to focus on those normative/emotive
issues, which constitute effective self-management, continuing meaningful career development and
personal development, as well as the maintenance of a balanced integrated lifestyle.

An overview of the dominant factors/criteria, which detract from quality-of-life and which precipitate
self-neglect, are reviewed and supported by video material. Contemporary concepts and practices
within the area of personal effectiveness is reviewed and is sustained with inventories and profiles,
which serve as personalised equipment for continuing application.

The development of a personalised management philosophy for universal (generic) application, forms a
core part of the programme. This obviously relates to optimal occupational and personal prioritising.

This programme in Personal Effectiveness is deliberate in its focus on those salient soft issues which
have become a core ingredient in the total process of executive development. In addition to a vast
research programme at business schools and in association with the HSRC, a full spectrum of case
studies, which emanate from the Centre for Self-Management and which has been attended by circa
9,000 managers, will be reviewed.


2.INTEGRATION AND APPLICATION MODULE

• Reshaping the Senior Executives agenda.
  
• Identifying current business and personal priorities – what should they be for today and tomorrow?
  
• How do I make the necessary adjustments.
  
  

CERTIFICATION

This programme has been developed in partnership with MBS: Delegates completing the programme will be
awarded an MBS Certificate.