Transcript Strategic Business Management

Strategic Business Management
How you can develop general
manager awareness
and thinking in your middle
managers.
Offered by Richard M. DiGeorgio & Associates
215-369-0088
What is SBM?
(Strategic Business Management)
 A middle management development
program for hi-potential leaders.
 A powerful digital computer simulation of
a fictitious company – seems Real.
 Participants manage many
interdependencies to achieve success.
 It is played in teams of 4-8.
 The program is 80% experiential.
 Tailoring and action learning align it with
your organizational needs.
The Need:
 Alignment and boundarylessness: keys to
success.
 Developmental jobs are fewer.
 The bar is higher - competition greater.
 How to capture managers’ interest when dealing
with conceptual business ideas.
 How to get the benefits of a quality, intense
university program for Hi-Po’s; yet avoid the
costs and time required?
Program Challenges:
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Align an organization & keep it aligned
Develop a strategic plan to grow company
Turnaround a struggling company
Understand key levers to change
Develop people and future leaders
Develop a balanced scorecard
Work effectively as cross functional teams
Apply lessons to real world situations
How Is This Program Different?
 Provides a hands-on, highly interactive
experience.
 Allows managers to make the hard decisions
that come with running a business.
 Provides immediate feedback based on
decisions made.
 Makes learning difficult conceptual topics fun.
 Great platform to understand your firm’s
strategy and alignment issues.
 Easily tailored to emphasize your needs.
Key Objectives:
 Strategy:
Understand what alignment really means
How Balanced Scorecard ties to Strategy
 Change:
Understand levers of change
Experience turning around an organization
 Organizational Effectiveness:
Keys to organizational success
Diagnosing organizational effectiveness
Key Objectives:
 Teams:
Learn the keys to team effectiveness.
Learn to apply team concepts in challenging
situations by getting feedback.
 Profitability:
Understand the factors that impact
profitability.
Understand the difference between leading
and lagging indicators of success.
Decisions - Decisions:
Marketing
 Pricing
Manufacturing  Production
Targets
Finance
 Debt to
Acquire
R&D –
 Where to
Improvements Invest R&D
HR
 Morale
 Market
 Develop
 Vendor
 Inventory
 Measures of
 Cash Flow
Share Target
Relations
Success
New Product
Policy
 Align R&D &  Speed to
Strategy
 Develop
People
Market
 Top Grade
Screens From Simulation
Description of Each Below
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Home page for Simulation
HR Decisions Available in Simulation
Example of Competency Report for One of five departments
One Portion of the Sales Report
Another Portion of the Sales Report – (other portions not shown)
– there are 15 reports – Sales, Finance, etc. – all reports updated
automatically each quarter
Marketing and Sales Decisions
Graph of Quality & Timeliness for one Product
Graph Shows Comparison of your Product’s Price and Equivalent
Product Prices (There are many other graphs which are
automatically updated after each quarter is played)
Materials Used:
 Good to Great
Collins
 The Discipline of
Market Leaders
Treacy, Wiersema
 Competing for the
Future
Hamel, Prahalad
 Leading Change
Kotter
 The Service Profit
Chain
Heskett, et. al.
 The Wisdom of
Teams
Smith, Katzenbach
 Execution
Bossidy, Charan
Options To Tailor
 Emphasize soft side skills:
 Provide coaches
 Tie to feedback instruments
 Strengthen team building learnings
 Tie to your strategic planning process:
 Change exercises and handouts to reflect
 Use cases from inside the company
 Presentations by key executives
 Integrate with larger Exec Dev Program
Benefits to Your Organization:
 Attendees will:
 Be better strategic thinkers and organizational
diagnosticians
 Better understand your organization’s strategy and
challenges
 Identify issues of alignment they personally need to
address
 Increase their understanding of team effectiveness
 Be better leaders
 Be encouraged to lead change in their unit
 Follow-up Two Months after allows attendees to share
their learnings and encourage application of learning