Delivery-Development course - CAP School

Delivery-Development course

Course dates: 28.02-25.04 2019

Course price $2800

The course is designed for entrepreneurs and top managers and provides practical tools for managing the organizational design of a growing company. The modern world requires you to constantly change and react to market challenges immediately. Ability to adjust a strategy, implement innovations, increase sales, set up business processes and create a flexible corporate culture are vital for achieving effective and sustainable growth of a company. We will help you to create a strategy for continuous innovation implementation in management and technology. Together we will discuss the practical implementation of Scrum and Agile methodologies for creating flexible teams. In the “soft skills” section, students’ attention will be focused on the development of personal leadership, skills of effective negotiation and conflict management. You will be able to evaluate your own leadership skills and understand how a modern entrepreneurial culture allows business to be constantly ready for a change.

Course modules



28.02 – 1.03.2019 (10:00-18:00)

Entrepreneurship is probably one of the leading concerns in our society at global level: governments, universities, companies, investors.  

When we talk about entrepreneurship sometimes we think about one young person that goes to a garage and develops an internet base company that he or she can sell for millions of dollars. There are cases, of course, but we should approach entrepreneurship as a professional activity.  

Entrepreneurial success requires to identify an opportunity and the transform this opportunity into an enterprise, and this enterprise grows, employs people, distributes dividends to the entrepreneurs who launched it and eventually can be sold or listed in the stock exchange because it has a relevant value.  

Entrepreneurs create jobs and value. They are important for our society.  

All of this has to be done correctly and with social values.  

Over the years it has been possible to create formal approaches to practice entrepreneurship, how to identify an opportunity, how to develop a “business plan” to transform the opportunity into a company in a professional way. The “business plan” must include the people needed, their organization, the financing approach, the marketing and sales approach, and, eventually, the exit through selling the company, for example.  

Module Goals&Objectives: 

The objective of this course is to transfer a professional approach to entrepreneurship so that those who at some point consider that they have a reasonable business opportunity have the tools to transform this opportunity into a company in the most possible professional way, using the business models available today.  

Module Structure: 

The course will have sessions based on presentations open to a discussion. And will have also sessions based on case discussions. 

Pedro Nueno

Visiting Professor at Harvard Business School, Oxford University. A member of the Advisory Board of many business schools, including Harvard Business School. 10 books on corporate management and entrepreneurship

Designing and Managing Business Processes and Scaling Up Operations

Designing and Managing Business Processes and Scaling Up Operations

2.03-3.03.2019 (09:00 – 17:00)

This course introduces some fundamental concepts about business operations management and process choice. It is targeted at business owners, entrepreneurs, and intrapreneurs, or those who intend to become one. By providing a new understanding of business processes and capacity issues, this course will be useful for anyone that aims at enhancing firm performance in the long run and creating sustainable competitive advantage in their organization.

The course differs from other courses on entrepreneurship in that we focus mainly on the operations management of the scaling phase. Unlike most entrepreneurial courses, which focus on launching a start-up and developing an idea, this course aims to prepare students for managing potential strategic and tactical operational challenges as a company scales. The course will offer a survey of some of the operational foundations needed to develop any great business including process flow analysis, inventory management, and capacity operations as well as strategic sourcing and procurement, with the goal of enabling students to feel confident in their understanding of the core tools and ideas to scale a business.

Module Goals and Objectives

The general goals of the course are to

• acquire a body of knowledge, frameworks, and techniques specific to business process management and to raise the awareness of the interdependencies between operations and other business functions such as marketing, finance, and strategy

• enhance critical thinking, analysis and creativity skills, with a particular focus on the application of operations frameworks to specific business settings

• use qualitative and quantitative tools to make decisions in the face of uncertainty

Learning outcomes

Upon successful completion of the course, the participants will be able to

1. Be prepared to distinguish between the start-up and scaling-up phases

2. Become familiar with different scaling strategies (including horizontal and vertical scaling)

3. Recognize factors that enable scaling up, including process innovation and service engineering

4. Recognize the basics of process analysis and capacity

5. Identify process bottlenecks and recognize their relationship to process capacity

6. Explain the effect of variability on the process

7. Analyze various strategies to reduce waiting time

8. Assess operational and behavioral measures to increase the perception of service as measured by waiting time

9. Recognize the role of supply chain management in successful operations scaling

10. Assess current trends in retail operations

11. Recognize the fundamental terms and trade-offs in supply chain management

The sessions will be taught interactively and will primarily rely on real-world examples and discussions to encourage the transposition of concepts to practical issues.

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Sam Aflaki

Academic Director of Operations Module на программе Executive MBA, Director of French Division at Industrial Excellence Award.

Agile and SCRUM

Agile and SCRUM

15-16.03 2019 (10:00-18:00)

Entrepreneur works constantly on the Product Discovery: learns the behavior and needs of potential users, manages expectations of the stakeholders (investors or upper management), runs experiments to improve product metrics, seeks for feedback from outer world etc.

While the Product Delivery constantly continues too – the Product Development team works full time on improving the product according to the insights found at the Discovery.

So in this course we will focus specifically on the nuances of the Delivery:

  1. How to work with the Development team on a regular basis to ensure that your ideas will be implemented on time?
  2. How to effectively set tasks to my team to ensure they understand the client’s context beneath those?
  3. How to prioritize my ideas to ensure that the team is working on what is most valuable?
  4. How to be an effective medium between clients (end users) and the team, ensuring that the team is working to satisfy the client?

All of the above questions (and many more) will be covered in this interactive course!

Yuri Koziy

Agile Coach, Managing Partner, AgileDrive

Organizational structure and processes design

Organizational structure and processes design

21-22.03 2019 (10:00-18:00)

The goal of this course is to develop participants understanding of the alternative organizational structures that they can adopt for their companies.

The link between the competitive environment in which the company operates, its strategic goals and the structural design that best fits both, is at the core of the contingent approach to design adopted in this course. Participants will learn advantages and limitations of each form of organizational structures. They will be able to decide which form to adopt in a particular situation, while considering the implications in terms of managerial competencies needed, effects on people and change management. The course will also touch upon the organizational forms of the future and their implications: flat forms, adhocracies, holocracies, network forms, etc. The teaching style will be as interactive as possible, with full availability of the instructor for discussing real cases brought to his attention by the participants.

Vincenzo Perrone

Ex-Vice-rector for Research at Bocconi. Ex-Chairman of the Institute of Organization at Bocconi.

Leading change

Leading change

23.03 2019 (10:00-18:00)

Our world is in desperate need of leaders who understand innovation and change. Leaders who know what truly inspires people to develop new, creative ideas. Ideas about their world, about their companies and about themselves! 

Our world needs leaders who can help us change. Change for the better. 

During this module participants will learn about insights and techniques that will help them develop als leaders in positive change. 

Some Topics Dr. Ben Tiggelaar will cover: 

  1. Research shows: Only 25% of innovation success is determined by investments in technology. The other 75% is accounted for by human factors like leadership and change management. What does this mean in practice? 
  2. The majority of professionals worldwide claim that their supervisors, managers and team leaders create a demotivating working environment. What is going wrong? 
  3. Psychological safety: How do you make sure all employees feel motivated to contribute to effective change and innovation? 
  4. Changing your own thinking and behavior, and that of the people around you. What works and what doesn’t? What can we learn from research? 
  5. Your personal to do-list: what are the first few things you should concern yourself with when you get back to work? 

Dr. Tiggelaar will address these topics from a practical perspective, grounded in behavioral science.  

 Course Goals & Objectives: 

  1. Recognizing the need for positive change in business and society 
  2. Understanding the central role of leadership 
  3. The core of the matter: behavior change 
  4. Defining what needs to be changed and how this works in practice 
  5. Learning about powerful tools for change: both personal change and business change 

Learning Outcomes: 

  1. Becoming more aware of the positive influence you can have as a business leader 
  2. Developing and deploying this influence on a daily basis in your organization 
  3. Becoming a force for positive change in your business, your industry and society 

 Course Structure: 

  1. Your personal challenges: what is expected of you, what will be difficult, and what is essential in your view? 
  2. Some essentials in leadership research, and practical applications. A.o.: The learnings from Ohio and Michigan; Transformational leadership; What Google found: The need for psychological safety. 
  3. Some essentials in change research, and practical applications. A.o.: Why behavior change is the core of the matter; Truth and myth in change management. 
  4. Which factors make changing behavior -of yourself and others- so difficult? About: automaticity; context; and loss aversion. 
  5. What is necessary for effective, sustainable change? Introducing: The Ladder. 
  6. Setting change goals that work: why learning goals are essential. 
  7. Defining behavior that brings results: why fun is a prerequisite. 
  8. Organizing support that will make change happen: tweaking the environment to help yourself and your colleagues. 

Ben Tiggelaar

Visiting professor at Harvard University, IE Business School, Nijenrode Business University, Rotterdam School of Management, Vlerick Leuven Gent Management School.


Understanding corporate culture

Understanding corporate culture

Модуль пройдет с 26 по 29 марта 2019 (18:30 – 21:30).

В этом модуле вы научитесь:

Понимать корпоративную культуру

Цель модуля — познакомить вас с наиболее полезными моделями корпоративной культуры и дать инструменты их практической имплементации. Вы научитесь управлять корпоративными изменениями, находя подходящий путь для культурной трансформации вашей организации. Вместе с Валерием мы поговорим как о корпоративной атмосфере достижений в целом, так и о культуре в отдельных подразделениях. В модуле рассматриваются модели интегральной динамики от ведущих мировых экспертов (Clare Graves, Don Beck, Ken Wilber, Frederic Laloux), понятия «управленческих витаминов» и жизненного цикла компании (Ichak Adizes), а также теория управленческой борьбы (Владимир Тарасов).

Быть лидером корпоративных достижений

Атмосфера достижений создается лидером корпоративной культуры. Именно вы создаете своей команде условия, в которых взаимодействие личностей, объединенных общим мировоззрением, дает эффективные результаты. На практических занятиях вы научитесь наращивать личный управленческий ресурс, лучше понимать позицию коллег и видеть траекторию совершенствования команды. Вы сможете определить состояние вашей организационной структуры на фоне исторических изменений в менеджменте.

Valerii Pekar

Lecturer at Kyiv-Mohyla Business School (kmbs), Lviv Business School (LvBS) Advisor to ministers of economic development and trade (2014-2016). Member of the National Reforms Council (2014-2016).

Carrying out effective negotiations

Carrying out effective negotiations

3-6.04 2019 (18:30 – 21:30)

The Course Description: 

The course focuses on various approaches to the negotiations, whether in business and commercial, or international political sphere. The course will overview the interest-based negotiations approach, or a Harvard model of negotiations in the most concise and accessible manner. We will also talk about the critical approaches to this model, as well as other models, which are often used today (for instance, 3d negotiations model). We will discuss how and why should we be able to distinguish between the positions and interests, how and in what circumstances to select various options conducive for finding a solution, how to choose the options based on the objective criteria and how to distinguish between the personal and substance related problems during the process of negotiations. The concept of BATNA will be discussed and particular attention will be devoted to the strategy and tactics of negotiations.  

We will further focus on the following issues, which are essential in all models of negotiations: 

  1. Complexity, uncertainty and risks  
  2. Motivations, goals and interests of the negotiation actors 
  3. Stages of negotiations  
  4. Negotiation strategies and planning  
  5. Information bargaining  
  6. Escalation, Impasse and failures to agree 
  7. Overcoming barriers to agreements  
  8. Tough negotiations and tactics for derailing the negotiations 
  9. Communication modes, units and sequences 
  10. Power and influence during the negotiations 

The Goal of the Course: 

The goal of the course is to acquaint students with the best methods of conducting negotiations and reaching agreements during the talks. We will focus on the obstacles that often arise during the negotiating process, which are preventing us from reaching the result that we want and the ways how to overcome these obstacles.  

The Expected Result: 

Students will learn various approaches towards the negotiations and will get acquainted with the concrete mechanisms how to increase the chances of result by employing differing negotiating tactics.  

The Structure of the Lectures: 

The course is highly interactive. During the course we will watch the videos of negotiations and analyze various theoretical concepts based on these videos. The negotiations course is concluded with the major negotiation exercise, in which participants represent various interest groups who are divided over a major international issue.  

Sergi Kapanadze

Deputy speaker of Georgia’s Parliament

Modern Sales Methods

Modern Sales Methods

8-9.04 2019 (10:00-18:00)

CAPS believes that organisations are most definitely effective when they have a highly effective team accountable for the success of the business, thus this is program designed for sales executives who at the end, will be ale to effectively enable and harness their team to having higher quality client engagements with the main aim of improving dramatically the sales return of their sales team. 

Executive Sales Coaching is aimed at empowering executives to maximize the impact of their teams’ participation towards achieving their full potentials while developing the ability to initiate and enable change through coaching.  This program is to support the executive’s team business goals while accelerating the team’s personal development, thus resulting in distinctive client experiences, greater employee engagement and with measurable business results 

 Executive participants will learn with role plays the end to end concept and methodologies focussed on how their ‘down line’ personnel can achieve higher sales achievements through the understandingtools/elements, characteristics and importance of coaching towards building effective relationships across the client ecosystem, while leveraging on her team dynamics.  

At the end of the program, the executives will learn to: 

  1. Improve team client engagement 
  2. Improve team Customer Retention 
  3. Improve team Sales Achievement/ Self Discipline 
  4. Improve team Competitive Advantage 
  5. Articulate Unique Values 
  6. Increase team Win Opportunities & Sales Overachievement 

Victor Femi-Fred

Sales & Industry Learning Consultant (MEA) в IBM West Africa.

Mature Leadership

Mature Leadership

12-13.04 2019 (10:00-18:00)

The world, in which nowadays leaders act, demands the development of specific characteristics. These characteristics allow them to remain effective in front of variability, unpredictability, complexity and ambiguity (VUCA). High cognitive abilities, adoption of new knowledge and competence is already not enough. For the growth of leadership effectiveness it is vital to gain characteristics, such as mindfulness, complexity and consistency of thinking, multi-perspectivity, already developed emotional intelligence and integrity of personality.

West development scientists outlined stages of leaders’ maturity buildout, as a result of many years investigations. Each of these stages possesses particular complexity of thinking and action logic. The way, in which leader perceives the world and creates thoughts, depends on these stages. The transition from one level to another can be compared to an upgrade of operation system – with every new version a person receives a possibility effectively use more complex ‘soft’.  In other words, to act successfully in frames of more complex and uncertain conditions of outer world.

The level of leader’s development is the ‘ceiling’ of organization development. The way leader feels about his/her authority and time, the way he/she creates relationships and forms culture of the company directly depends on his/her maturity. In number of western companies in order to measure maturity the specially developed and scientifically approved diagnostic instruments are used.  

Throughout Vytautas Buciunas module, we will talk about leadership from evolutionary point of view. The concept of individual’s vertical development, the stages of leadership maturity and their connection with the levels of organization expansion. Every module participant will try to distinguish where exactly he/she stands in the evolution model and which he/she should move. Furthermore, our students will be able to find some answers on the question ‘which features should conscious leader obtain?’. Other than that, through practical tasks you will gain the possibility to see methods, which are used by leaders on the different levels and try to implement some of them yourselves. 

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Vytautas Buciaunas

Ex Senior Banker, Associate Director at EBRD, leadership and organizational development consultant

Strategy and Innovation Management

Strategy and Innovation Management

16-17.04 2019 (10:00-18:00)

This course focuses on how to foster innovation from a management perspective. Strategy and Innovation Management will allow students to develop a true understanding on the role of management in fostering a culture and a system of innovation. This implies implementing a front-end process of business innovation, linking strategy to innovation, building an organizational architecture for innovation, implementing innovation-specific values, principles and practices, and transforming the way a company operates to allow innovation to prosper. These skills are valued today and will be central in the future, as managers are expected to have the ability to turn strategic problems into novel creative solutions, and to engage their people in the implementation of innovation initiatives. The course focuses on the role of top managers and leaders in the middle as change drivers and facilitators of innovation by others.

The course allows:

  1. To learn how to relate a transformation strategy to innovation methods as a means to overcome the traditional obstacles to radical change in organizations.
  2. To understand distinct approaches specific to managing business innovation, and assess how these differ from technological innovation.
  3. To learn how to develop a change program to foster broad and continuous innovation in traditional firms.
  4. To learn how to assess and overcome key obstacles to creative problem solving and innovation management.
  5. To get an exposure and appreciate key management practices used by well recognized, successful innovating companies.

Target audience

Managers that want to learn how to build a culture of innovation and intrapreneurship in their corporations. The contents are relevant to the responsibilities of C, C-1, C-2 executives who need to make their companies more competitive though creativity, innovation and responsiveness to customer needs, but also to mature entrepreneurs that want to professionalize their tasks of general management and maintain the vitality of their firms as they grow.

Joaquim Vilà

Academic Director of IESE’s Executive Education Focused Programs on Innovation Implementatio n. Research Fellow at Wharton Business School.

Leading self

Leading self

24-25.04 2019 (10:00-18:00)

The traditional view of leadership has greatly changed in the last years. Today a leader can’t rely only on his/her authority, on command and control, but needs to develop new skills: motivating collaborators to face difficult times, to continue to fight for challenging goals, help people to remain stable and motivated even if  uncertainty is high and continuous change stressful. To be a good leader first of all we must rethink our leadership style.

Being a leader in this context means to be a good motivator, communicating a clear and attractive vision, being assertive and empowering with people, knowing how to deal with interpersonal problems constructively.    

Course Content:

The training builds on practical knowledge and skills of participants trying to develop awareness of one’s strengths and weaknesses in leadership, rethinking one’s leadership style and its relevance to the personal/organizational goals and the changing markets.

The training will also strengthens the understanding of personal characteristics, which can help to improve the leadership in difficult times and help building strong integration inside the team of collaborators.  

Beatrice Bauer

Founder of the Center for teaching and learning at SDA Bocconi. Personal consultancy to executives on high performance in times of high stress.

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