MTP develops virtual Business Learning Programmes for managers from world-class companies such as Shell and Unilever and are now offering HR and Learning professionals the opportunity to experience programmes through taster sessions via our Business Education Network.
The network has two key objectives;
- to increase your ability and confidence when discussing broader business issues
- to experience learning with MTP in a virtual classroom environment using Cisco WebEx
Delivered online by an experienced facilitator; all you need is a telephone, a PC and Internet access.
There is no cost for participants.
Leadership and Authenticity
Authenticity is a term that is heard a lot in Business Education circles.
Since Rob Goffee and Gareth Jones of London Business School asked the question, and published their book, “Why should anyone be led by you?” business leaders try to be authentic. But what does that mean and how can you do it?
Herminia Ibarra of INSEAD has written about the authenticity paradox. She argues that a “rigidly authentic sense of self” can stop us from becoming better leaders.
We explore these areas and then move to consider the concept of authenticity when applied to an organisation rather than a leader. The more recent book by Goffee and Jones “Why should anyone work here?” considers the concept from an organisational perspective.
Decision Support in Finance
The objectives of this module are to:
– Understand the key elements of high quality decision making and support
– Apply some common decision analysis tools to every day decisions
Through this module we will explore the six elements that contribute to high quality decisions. Following this, short exercises will be used to demonstrate some common decision support tools, which can be used to significantly improve both decision clarity and analysis.
Strategy of Innovation
A look at the theories of Costas Markides of London Business School, first explained in the book ‘Fast Second’, which he co-wrote with Paul Geroski. Their model for dividing innovations into four distinct types will be explained. Their argument that it is the businesses with strong business skills that make a success of new radical innovations will be explored using several examples from recent experience.
The session objectives are:
- To understand the different types of innovation as defined by Markides and Geroski.
- To appreciate the skills a business needs to scale up radical innovations to achieve success.
- To consider the strengths of the ‘Fast Second’ approach compared to other ways of analysing innovation.
Business Partnering
This is a two part module – the first module covers the role of a Business Partner. We discuss participants’ profiles from the Strength Deployment Inventory and how an understanding of these can contribute to improved interactions with colleagues in a business partnering context. The benefits of understanding both your own motivations and those of colleagues will be explored. In the second module a case study is used to build upon the learning from the previous session. Participants will work in groups to analyse how a business partner can adopt approaches that are most effective in their role. Groups will be invited to share the results of their work.
The objectives of this module are to:
- Understand the role of a Business Partner
- Be able to develop high value relationships
- Know how to adapt their style to maximize performance
The Language of Finance
This session will cover the Business Cycle and the three financial statements (balance sheet, cash flow and profit & loss account). We will go through a diagnostic questionnaire and build on it during the session. The balance sheet and P&L will be illustrated by Apple.
The session objectives are;
- To understand the fundamentals of business finance.
- To understand key elements of financial terminology.
- To gain confidence when using financial information.
Strategy for Business
This session is designed to help managers increase their understanding of some of the core concepts of Business Strategy.
Many writers on Business Strategy take examples of successful companies and explain how they have achieved their success only to see them fail a short period of time afterwards. The test of a robust approach to Strategy is that the lessons are still applicable in a number of years.
We include the analysis of Michael Porter which seems to be as valid today as when it was originally published in the 1980s and the Profit Impact of Market Strategy project (PIMS), a quantitative approach still highly regarded which began in 1972.