The Executive Mini-MBA Course

Course overview

Aipa In-House Mini ‘Executive MBA’ training is the most cost-effective way to train your senior management team. It focuses on the core elements of an MBA; strategy and change, finance, people and leadership and marketing skills but tailored to your team’s needs.

Is this Aipa Executive ‘Mini-MBA’ development programme for your team?

 

DESIGNED FOR

 

High-potential managers and executives wanting to enhance their general management capabilities. This highly interactive five-day programme will apply key business skills to common challenges to demonstrate how tools and tactics can deliver effective control and create value.

 

Part One

 

MODULE 1: Strategy and Strategic Change

In this module you will explore and develop your knowledge of core elements of strategic thinking and analysis. You will apply the vital strategic business models to analyse performance in your own and different businesses and industry allowing you to understand and develop a strategic plan that delivers your commercial objectives.

 

BUSINESS STRATEGY

Defining and demystifying strategy?                       

  • Strategy as warfare
  • Strategy as Ying & Yang

The creative and analytical sides of strategic thinking

  • Developing the “Helicopter” competence as a business leader
  • Differentiating strategy from operational excellence

The two different schools of strategy

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

The classic strategic planning process

  • Formulation
  • Definition
  • Implementation and execution

Assessing industry attractiveness and profitability

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

Low cost versus differentiated strategies – where are you?

Understanding growth – what is driving future growth?

Understanding Classic Portfolio Analysis – The BCG Matrix

Blue Ocean Thinking – Applying the disciplines

Understanding the competition

  • Conducting a competitive analysis
  • Building a competitive profile map

Strategy feasibility checklist

LEADING STRATEGIC CHANGE

The challenge of strategic implementation and execution

Classic change scenarios – reorganisations, mergers and acquisitions, systems implementation

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

Applying a change management tool kit

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

Reviewing your change projects

Part Two

MODULE 2: Financial Management and Accounting

This module is designed to help you understand the language of business finance. It will provide you with a clear understanding of the key financial indicators and terminology used. It is a very practical module that will build from little or no financial knowledge. The content will be immediately applicable in your business. It will be relevant and serious, but enjoyable!

The finance model

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

Financial terminology and policies

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

Key financial statements

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

Key financial ratios

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

EVENING WORKSHOP – DELIVERING KNOCK-OUT PRESENTATIONS
Presentations can often be a daunting prospect: you have to get a message across as well as engage with the audience. This workshop will give you top tips on how to:
• Look and feel more confident when speaking in public
• Plan a presentation quickly
• Stick to your key points and get them remembered
• Grab audience attention and keep it throughout
• Use your voice to engage your listeners
• Increase your physical impact with movement and gesture

Part Three

MODULE 3: Competitive Marketing

This module will take a look at the core topics and the real purpose of marketing today. You will be able to understand the role and contribution of marketing, both traditional and digital, to business success in order to develop the best margins, profits and revenues.

What is marketing?
• Examples of breakthrough marketing from existing companies

Examining the new competitive environment
• Understanding the changing business environment and the pressures creating the imperative of market-driven strategy

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

Positioning and the 4 P’s
• Positioning – and how it impacts the 4 P decision
• Current examples of clear and confused positioning

Product/service life cycles
• Managing and matching life cycle stages to behaviour-based market segments
• Cash flow implications of the life cycle and the Boston Matrix portfolio Customer life cycles and CRM
• Retention Marketing versus Conquest Marketing
• the economics of customer acquisition, retention, satisfaction and loyalty, a CRM philosophy

The impact of social media on business
• what is changing? – Latest statistics, trends, demographics and research
• Impact of mobility, social, cloud computing and globalisation
• Impact on society – hierarchical systems challenged by self-organising networks
• Impact on business – 9-to-5 local becomes 24/7 global
• Employees, partners and customers as brand advocates

Aligning social media with your marketing plan
• Situation analysis and planning, communications and marketing objectives
• Content and channel roadmap, audience messages and engagement
• Strategy and delivery plans, evaluation and measurement

Using social media to generate revenue and transform your business
• Monitoring influencers and real-time engagement with customers
• Co-creation with brand advocates
• Crowd-sourcing product and service innovations
• Easy access to new and emerging markets

PRACTICAL SOCIAL MEDIA SESSION
This practical session requires the use of your laptop. Please bring your’s along with you.

Part Four

MODULE 4: Leadership and Managing People

This module will explore the different types of leadership style and their relative effectiveness. It will also help you identify your own motivational and leadership style and preferences. You will learn how to adjust your style to suit the needs of others in order to increase your influencing capabilities. The session will also explore what makes for success in building high performance teams.

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

CASE STUDY SESSION
During the course of the programme you will participate in group sessions that will apply the learning and skills you have developed in the context of a unique case study, the key aim is to illustrate an integrated approach to business management. It offers the opportunity to test your ideas in a simulated environment.

Course facilitator

 Dr. Kwame Nyamekye is an international business consultant, a lawyer and speaker specialising in, business planning, managing change, human resource management and executive development. He has worked for several years for prominent institutions where he advised on the business and organisational change issues arising out of strategic reviews in both private and public sector organisations. He has been responsible for the management of consulting teams along with the profitability of assignments. His business and consulting experiences have included major organisational changes including strategic alignments, mergers and acquisitions and restructuring.

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