|
     
..
|
|
The program consists of three modules woven together in both conten
and flow. It spans nine months and is integrated into participants' jobs.
The three modules build on each other with the overarching themes of strategy,
leadership, and application forming the foundation of the program.
Module I: The Strategic Context
|
MONDAY - AM
|
TUESDAY - AM
|
WEDNESDAY -
AM
|
THURSDAY -
AM
|
Competing in the New Economy
-Strategy
-Context
-Analysis
|
Understanding the Street
-The Gold Standard
-View from the Street
-Competing Against the Best
|
Executive Presence
-Getting the Message Across
-Setting the Direction
|
Strategic Signatures
-Understanding Financial Levers
-Workers Within the Business Model
|
|
MONDAY - PM
|
TUESDAY - PM
|
WEDNESDAY -
PM
|
THURSDAY -
PM
|
|
Leadership Challenges
-Role of the Executive
-Making Things Happen
|
Strategy Implementation
(Revisions and Focus of Strategy Implementation
Project)
|
Driving Implementation |
The Implementation Agenda
-Understanding the Levers of Change
-Setting the agenda for the Strategy Implentation and Leadership
Effectiveness
|
|
|
TUESDAY
- EVENING
|
|
|
| |
Dinner and Reception |
|
|
Objectives:
- Clear understanding of the competetive environment in the financial
industry
- Appreciation of positioning in a competitive industry looking both
from the outside (financial analyst) and the inside (senior executives)
- Begin development of executive skill set for defining and implementation
strategy
- Understanding the business model of a corporation, i.e. how we make
money, lever points, land mines and portholes
- Define a clear implementation challenge and assignment at both the
organizational and individual level
Module II: Meeting the Leadership Challenge
|
WEDNESDAY -
AM
|
THURSDAY -
AM
|
FRIDAY - AM
|
Analysis of the Strategy Implementation Assignments
-Landmines and Potholes
-Evaluating Progress
-Capturing Lessons Learned
-Understanding the Political Process of Implemetation
|
Setting the Leadership Agenda
-Strategic Leadership Capability
|
Establishing the Network
-Integrating Across the Corporation
-Driving Continuous Improvement
-Radical Performance Enhancement
|
|
WEDNESDAY -
PM
|
THURSDAY -
PM
|
FRIDAY - PM
|
|
Setting the Implementation Agenda
-Strategic Choices
-Focused Action
-Fast Cycle Implementation
|
Driving Personal and Organizational Effectiveness
-Becoming the Leader
-Driving Organizational Results
-Managing UP
|
Preparing for Implementation |
|
WEDNESDAY
- EVENING
|
|
|
Reception and Senior Executive Conversation |
|
|
Objectives:
- Understanding how to continue to drive implementation in the face
of success and failure
- Use feedback to identify areas to leverage and leadership capabilities
needed
- Establishing the learning agenda
- Begin work on customized leadership effectiveness
Module III: Leveraging Capability
|
MONDAY - AM
|
TUESDAY - AM
|
WEDNESDAY -
AM
|
THURSDAY -
AM
|
Overview of the Executive Role
-Managing Up, Across and down
-Introduction Into the Simulation and Strategic Issues
|
|
Capture the Learning
-Unit Level
-Individual Level
|
The Executive Role
-Continuous improvement
-Aligning the organization
|
|
MONDAY - PM
|
TUESDAY - PM
|
WEDNESDAY -
PM
|
THURSDAY -
PM
|
|
Preparation for the Board Presentation
-Presentation
-Strategy Assignments
|
Running the Corporation
Capture the Learning
-Organizational Level
|
Driving Strategic Change
-Producing business results
-Investigating the corporation
-Thin threads
-Weak Signals
-Reading the landscape
|
Application and Commitment
-Levers and Pulleys
-Managing Up
|
|
MONDAY - EVENING
|
|
WEDNESDAY -
EVEN
|
|
Setting the Strategic Agenda for the Corporation
|
|
Setting the Leadership Agenda |
|
Objectives:
- Practice leadership within the context of runing the business
- Receive feedback from facilitators, participants and observers on
leadership capabilities
- Feel the challenge of top executives roles and learn how to balance
competing demands
- Preparing for future responsibilities
|
 |
