SDA Bocconi and GISMA come together to offer global organizations industry-relevant programs and customized training to meet their business needs. The programs offer a fresh perspective on critical business disciplines and an updated approach on emerging areas.
Starting in the second half of 2017, the initial course portfolio will include executive programs covering topics such as International Negotiation; Influencing & Persuasion for Managers; Leading Multinational Teams and Start-up Finance.
According to Thorsten Thiel, Managing Director at GISMA, the partnership is likely to expand to include more programs. He said: “We are extremely proud to have the privilege of working with SDA Bocconi and offering their programs at our campus in Berlin. With Europe’s constant changing political and business landscapes and the impact that technological developments are likely to have on business in Germany in the coming years, it is crucial that organizations of all sizes stay ahead of the curve so they can assess potential risks and make the most of the opportunities arising from these changes."
Giuseppe Soda, SDA Bocconi Dean, confirms the relevance of this new Partnership: “Our goal is to be an increasingly international School of Management, capable of conducting rigorous, relevant and multidisciplinary studies, and this collaboration constitutes an important opportunity to directly impact the German market. Internationalization is a top priority for SDA Bocconi and the launching of new and challenging International Executive Programs in partnership with GISMA reflects our mission: to contribute to the development of individuals and organizations by creating and disseminating innovative managerial knowledge.”
“I welcome the academic partnership between the SDA Bocconi School of Management and GISMA Business School. Executive education is pivotal to improve industrial entrepreneurship in times of digital transformation and rapidly changing business models. The impact of new technologies and artificial intelligence as well as the creation of new value chains increase the need for European companies to adapt and to anticipate change. Increasing entrepreneurial leadership and developing digital skills will be fundamental for business to drive these changes and succeed in the international markets. Deepening and widening the market of executive education in a European and global perspective can significantly improve the leadership of our entrepreneurs and managers, making the most out of our respective business cultures: German organization and Italian creativity”.
H.E. Pietro Benassi, Italian Ambassador to Germany
LEADING MULTINATIONAL TEAM
Dates: 18-19 Jenuary 2018
To achieve innovative results, foster creativity and develop successful products and services, it is a success factor knowing how to value and enhance team members differences and abilities.
The main learning takeaways are:
Creating awareness on personal and team members peculiarities: fostering the understanding and the integration of different styles so to maximize individual potentialities, trough an interactive session and a self-assessment tool (MBTI).
Creating the basis for successful dynamics: building a climate of trust and commitment both within the team and towards external partners.
Handling conflicts in a constructive way: spotting conflict’s roots, aligning leadership style with a common goal and defining a win-win strategy to derive excellent results.
The challenges of team design and composition: integrating individual differences to achieve a common goal
Setting the stage for an effective team: how to develop trust, cohesion and team identity
The balance between individual and team goals: leveraging on information sharing and members involvement
Team pitfalls and potential failures: how to recognize and face challenging situations
Creative bridging simulation game: building a Bridge with LEGO to experience interfunctional team working (see the methodology in the following slide)
Debriefing on how teams performed
Becoming a higher-performing team
Dates: 6-7 November 2017
Objectives: This is a course that covers topics related to the financing of new ventures. In particular it covers the fundamentals related to the “life cycle theory” of financing enterprises and the staging of venture capital investments. The course also addresses the key management objectives and techniques of the Private Equity & Venture Capital industry.
Target: Entrepreneurs, Middle and Senior managers
“Life cycle theory” of financing enterprises
Staging investments in venture financing
Strategic aims and operating levers of PE & VC investors
Practical knowledge and technical skills
Planning a PE & VC investment
Value creation in PE & VC operations
Computing the IRR in PE & VC operations
Critical thinking and analytical problem solving skills
Analyzing and disentangling the determinants of value creation in PE & VC investments
Comparing and assessing the alternatives for the investment way-out
Understanding the impact of the different PE & VC levers on the IRR
Maintaining an ethical behavior during class time
Inspiring ethical behavior in other class participants
Dates: 16-17 October 2017
Objectives: This course will transfer the most important tools for effective international negotiation, in order to create a common ground to influence different stakeholders at different levels and close successful negotiation.
Target: Professional, middle and senior managers
The “Negotiator Professional”: born or raised negotiators? The impact of personality traits
Negotiation: strategies and setting
Negotiation: rational and emotional behavior
How to prepare and set the negotiation field
Setting objectives of the negotiation and strategies
Negotiation: Managing dialogue with the counterpart
Defining the field: the first anchor and move
How to manage emotional aspects when negotiating
Listening as a key element of a successful negotiation.
Analysis and discussion of a Company Case Study
GETTING THINGS DONE: THE ROLE OF INFORMAL NETWORKS
Dates: 16 - 17 November 2017
Objectives: The course focuses on how to achieve influence without using formal authority. Leaders need to obtain collaboration from their team members, support from individual in other areas of the organizations, and key resources to achieve their goals. For this reason, the ability to influence others without formal authority is a key element of being an effective leader.
Target: Middle and Senior managers
Principles and ideas on how to create coalitions and align people’s behavior
Assessing your social networks
A correct use of social networks is the premise to achieve influence, and to increase coordination in the organization. Each individual faces both personal preferences and structural constraints when developing and managing social networks. In this session, we will use the results from your Social Network Questionnaire to identify patterns in your approach to build networks of relationships
Developing your social networks
Having recognized the importance of social networks and our own pattern and preferences in building networks, in this session we will focus on strategies and tactics to better build and maintain our social capital.
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