Expanse-Transformation course - CAP School

Expanse-Transformation course

Global entrepreneurship program

Course dates: 6.05-26.06 2019

The course links the company’s strategy with the challenges of a rapidly uniting world which is nowadays characterized by globalization, political and economic uncertainty, the importance of intercultural communications and innovative technologies. Experts of this course will focus on proven methods of forecasting and analyzing the impact of the complex world on your company. Moreover, the course gives an idea of ​​how an entrepreneur can transform the company’s global risks into benefits by using the tools of brand management, personal strategic leadership skills and flexible employee management.

Course modules

Managing People in Organizations

Managing People in Organizations

6.05 2019

The aims of our workshop are three:  

  1. Training in Self-leadership: the best leadership starts witn oneself, making strengths productive; that´s an attitude that shapes behavior 
  2. Training in leading teams: being a leader does not imply that one has to be the direct and primary agent; after all, undermining a team´s role diminishes the effectiveness of the person in charge 
  3. Training in landing successfully in a new job/position: the people who can best contribute to a leader´s effectiveness are also those over which one has no direct control, and with whom a personal a professional relationship must be built. 

 Methodology: from theory to reality, tailoring every step to each participant´s size. We will start with a personal assessment of expectations and needs, then we will continue with quite practical exercises to meet the three aims, and finally  every participant will figure out an ambitious personal plan to implement right away. 

Guido Stein

Professor, IESE Business School

Brands Management and Communication

Brands Management and Communication

13-14.05 2019 (10:00-18:00)

The purpose of these sessions is to dive into what brands mean today and how they relate with consumers. Brands are no longer names but entities that establish relations with their customers and have their own saying in the society today. The positioning of a brand in the consumer’s minds has become one of the main objectives of the company’s management as soon as they realized that making a difference with a wide variety of competitors is what matters now.

The objective of this course is to discover how a brand can become relevant through discussing cases and debating workshops on subjects such as luxury, fast-moving consumer goods, low cost and mainstream brands. The learnings will be around brand values, making something better than anybody else, the circles of influence, and the brand and company purpose.

The topics that will be covered in the two lectures as well as in four specific cases and the following workshops will be:

  1. An overview of the changes we are going through thanks to the technological and digital revolution that imply drastic modifications of believes and behaviors of todays citizens (“What Matters Now”, Lecture)
  2. An analysis of the Low-Cost Revolution through one of the first fast and most successful fashion creators (Inditex Case) and the following workshop where participants in different groups will work and elaborate concepts of existing brands that they will select in the Low-Cost arena. The summary of those finding will help to understand the Why, What and How of that strategical approach to business.
  3. From Fashion to Mainstream is the following topic that will be covered. Many of the product or service ideas created today are very close to specific customers in specific countries and, after the initial success, they find it very complicated to expand geographically with the same strategic approach. From being Good to becoming Great will be the outcome of the discussion of the Snapple case and the workshop that will follow in which, once again, the participants in groups will analyze a brand of their choice that has overcome those strategical constraints.
  4. How to change brand perceptions in the following subject that we will cover thank to the Siemens Employer Branding Case. How to revitalize a brand, how to make it attractive to different stakeholders and where to start. The discussion will be followed by a workshop that will be devoted to understanding that managing by financial results is not enough and that managing through reputation is a need if one wants to succeed in a world where product parity is everywhere.
  5. The last subject is devoted to learning on how to become best in the world thanks to a case of one of the most famous restaurants: El Celler de Can Roca. Her we’ll discover that dreaming in what one wants to become is constructed step by step, but it has a lot to do about understanding humans, wanting to run the extra-mile. Becoming artists, caring about others, co-working, unbundling, sharing knowledge will be concepts and reality that will be discussed in the case as well as in the workshop that will follow. How did the best brands on Earth were build?
  6. Finally, the principles acquired o building brands successfully will be shared by the participants as a summary of the whole course

Xavier Oliver

IESE Business School

Global Economic Competitiveness

Global Economic Competitiveness

17-18.05 2019 (10:00-18:00)

The goal of this course is to enable participants to understand the latest frameworks, rankings and tools for competitiveness at both the firm level and the national policy level.  Participants will identify the leading drivers of economic growth and competitiveness; cite examples from successful economies; understand how these drivers mutually reinforce one another and factor in elements of social inclusivity and sustainability into growth strategies.  The participants will then apply these tools to Ukraine to develop a comprehensive government strategy for building the competitiveness of Ukraine and repositioning the country in global markets. Finally, participants will link this strategy to specific Ukraine Government Cabinet members for implementation.  

The course begins by defining and quantifying high economic growth and presenting and analyzing sets of indicators.  It then presents a framework for achieving high growth based on the actual examples of countries that have achieved it.  Having done this, the course proceeds to ask whether growth is enough and how to incorporate concerns for social inclusivity and sustainability into frameworks for growth and competitiveness. The course also presents the drivers of competitiveness at the level of the firm and of the industry cluster using the Porter Diamond. It proceeds to then present a framework and series of tools, developed by the author for the World Bank, for assessing the competitiveness of Ukraine’s economy.  The course concludes with an exercise in which participants apply these tools to come up with a newly revised strategy for boosting Ukraine’s economic growth including the delegation of responsibilities to various Ministers of state and stakeholders of the economy.

Participants will be introduced to recent authoritative writings of authors on economic growth whose writings are enhanced by newly available data. They will also have a chance to use leading indices such as the Global Competitiveness Index of the World Economic Forum and the Doing Business Index of the World Bank.

By the end of the course students will gain:

  1. Ability to utilize tools such as the Porter Diamond for improving the competitiveness of individual enterprises, industry clusters, regional economies and national economies
  2. Ability to define and quantify rapid, sustained and inclusive economic growth
  3. Understanding key drivers of economic growth
  4. Ability to incorporate social inclusiveness and sustainability into growth models
  5. Ability to set reasonable goals for Ukraine in key economic areas
  6. Ability to draft a policy paper for the Government of Ukraine
  7. Knowledge of how to structure Ukraine’s Cabinet to achieve economic goals
  8. Self-confidence in engaging in informed economic debates   

Kevin Murphy

CEO, J. E. Austin Associates. Director, Partners for Sustainable Development. The World Economic Forum member.

Leading across cultures: creating cross-cultural connections

Leading across cultures: creating cross-cultural connections

23-24.05 2019 (10:00 - 18:00)

As the world becomes more connected through business activity and technological advancements, there is an increasing demand for competent global leaders who foster effective collaboration across multiple boundaries in international work environments. This course aims at equipping managers with global leadership competences to effectively lead global collaboration. The course will provide specific frameworks for understanding cultural differences and managing such differences in a variety of contexts, such as multicultural teams, international joint venture and M&A. Instead of focusing on detailed knowledge about specific cultures, the objectives of the course is to offer generic competences that will enable managers to navigate a wide range of global cultures. We will balance three aspects of competences in the training: knowing (i.e., cultural knowledge), doing (i.e., cultural bridging), and being (i.e., cultural identities).

Key components of the course:

  1. Effects and psychological mechanisms of culture
  2. Models of cultural dimensions and differences
  3. Tools for cultural mapping
  4. Communication challenges in global collaboration
  5. Leading multicultural teams
  6. Cultural integration in international M&A
  7. Bridging cultural differences
  8. Effects of cultural identities in cultural bridging
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Yih-Teen Lee

Professor, IESE Business School. Editorial board member, Journal of Management, Journal of World Business and Advances in Global Leadership.

Governance and regulation of business in political uncertainty

Governance and regulation of business in political uncertainty

27-30.05 2019 (18:30-21:30)

Economists suggest a model of the free market, where buyers and sellers coexist in harmony and satisfy each other needs fully in ideal business conditions. For them this is a “simplifying assumption”, but for real entrepreneurs, this hypothesis is dangerous because the world of politicians and officials dictates its own rules to the market. During the module we will talk about social, political and legal issues that affect business activity in Ukraine. Technological development has made markets global, that is why entrepreneurs that want to build an international business should have tools to respond to geopolitical upheavals, as well as cope with cultural characteristics of customers and bureaucrats in different countries.

Milo Jones

Professor, IE Business School. Managing director, Inveniam Strategy. Ex-project manager, Citibank Emerging Markets Group.

Eka Tkeshelashvili

Former Minister of Justice of Georgia, former Minister of Foreign Affairs of Georgia, former Vice-Prime Minister of Georgia and former Minister of Reintegration Affairs of Georgia. The leader of the anti-corruption initiative in Ukraine.

Globalization and sustainable development

Globalization and sustainable development

7-8.06 2019 (18:30-21:30)

The world in which business graduates like yourselves will be entering will be an extremely competitive one. You will need to be able to differentiate yourselves against your peers to give you that extra edge that employers will value. An essential component of this will be your ability to understand the world around you, the risks and opportunities it presents and your skill in incorporating these factors into your business decisions. In an age of economic, geopolitical, social, technological and demographic change, it is no longer sufficient to analyze in isolation the market forces affecting global business firms. Business leaders must learn to understand non-market elements and the forces that are shaping the challenging global business environment of the 21st century. This course will help you in that process. It will do so by exploring the ‘mega-trends’ that are shaping our world. These trends might be economic, geopolitical, social, technological, or related to resources and sustainability, but they all have one thing in common: they are conforming a very different world to the one we know today and it is this world that future business executives will have to operate within. By the end of this course you will understand the global trends that are shaping our world and have commenced the process of learning how to incorporate that awareness into their your thinking and decisions, in business as well as in life.

Angel Pacual-Ramsay

Professor, ESADE Business School, ex-advisor of Spain Prime minister.

How does macroeconomy and international trade works

How does macroeconomy and international trade works

10-13.06 2019 (18:30-21:30)

The success of your business entry into other countries depends on macroeconomic factors and local government policies. On the one hand, it is a source of risks, on the other – it is a source of new business opportunities. You will learn how to track changes in key economic factors and align your business strategies with them. The module focuses on key macroeconomic variables: GDP, employment, inflation, interest rates and exchange rates. We will review the basic fundamental economic theories in order to be able to analyze the influence of different regulatory approaches on business in the short and long term. Among the cases that we will examine are research and experience of international trade in Singapore, USA, China and Ukraine.

Giorgi Kadagidze

Best Banker of Europe 2014. Former Head of the National Bank of Georgia

Strategic Forecasting

Strategic Forecasting

26-27.06 2019 (10:00-18:00)

Amid fears about durably low economic growth and about increasing global political, social, societal and environmental tensions worldwide, it seems increasingly fashionable for managers and senior executives to worry and complain about how unstable, risky and dangerous the world has become. These fears are legitimate, as a growing body of evidence that suggest that these threats are real and significant. But they also feed the “fireman” mentality: a wide range of actors, who are too happy to fight the flames of the present, often overlook the possibility that the house may have already burnt down. And a fireman rarely has the luxury to maintain the curiosity and the imagination that is required today to fix the most mind-boggling and pressing issues of tomorrow – those issues where true strategic value arguably lies. That is the role of architects, one that too few executives feel they have the time to play.

This dilemma is likely to matter for a wide range of professionals.

If you are an entrepreneur, developing your ability to be a changemaker can help you identify opportunities in areas that are ripe for disruption. You may in particular be able to create new business opportunities by fixing broken systems that have become unsustainable for a wide range of political, social and environmental reasons.

If you are working in a big company, being a change-maker can help you transform the way the business and the industry operate so as to create more value not only for shareholders and consumers, but for society as a whole as well. Focusing more on shared value as a game-change will not mean forgoing profit, but fundamentally changing the equation you rely on to maximize profits.

If you are a banker, thinking like a change-maker can help you identify the relevant trends shaping the most meaningful risks and opportunities in tomorrow’s markets. As a game-changer in the banking industry, relying on a non-conformist view of a sector, you may be able to better uncover opportunities that more conventional and traditional approaches may overlook.

If you are a consultant, approaching a business problem like a change-maker can help you determine what is likely to make some business models more successful than others, and what approaches are likely to be disrupted in this business environment. This approach may be better suited for a consultant advising industries that are ripe for change because the traditional way they function may not be sustainable anymore.

No matter where you find yourself professionally in a disruptive landscape, your ability to think and act like a change-maker is therefore likely to be a key driver of success. This is why this class is designed to help potential business creators, senior executives and leading decision-makers and analysts identify future opportunities to innovate and bring about meaningful and constructive change to obsolete systems and models – in an increasingly complex business environment. It aims at empowering individuals as change-makers, by helping them think about the change they want to bring about and leverage what they know how to do best in a global environment. The class will also introduce participants to disruptive thinking and to complex and wicked problems.

Jeremy Ghez  

Professor of economics and international relationships HEC Paris. Academic directir of HEC Paris Geopolitics center.

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