developing extraordinary leaders · product life cycle management → page 74 acquire a systematic...

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Catalogue of Workshops2014 - 2015

DevelopingExtraordinaryLeaders

What is an Effective Leader? Meet MCE’s new Managing Director, Rudi Plettinx

Critical Thinking → 4Develop your critical thinking skills for making better business decisions. These techniques will help you with your immediate challenges and will continue to be valuable throughout your career.

Managing Chaos: Tools to Set Priorities and Make Decisions Under Pressure → Page 26Get the most effective tools to plan your day and adjust to shifting priorities and demands—with less stress and greater clarity.

Risk Management for Managers → Page 27Gain a solid overview of the enterprise Risk Management concept and its influence on your areas of responsibility.

Assertiveness for Managers → Page 30Learn how to channel assertiveness skills to interact more effectively with people throughout your organization.

Getting Results without Authority → Page 35The ability to adapt quickly and work with anyone to achieve desired results is crucial—especially when you don’t have immediate authority to command their cooperation. Learn the key elements of influencing others using personal power, persuasion and negotiation.

How to Communicate with Diplomacy, Tact and Credibility → Page 36Learn how to choose and use the most appropriate words and emotional tone for every business situation. Gain insights into your communication style and skills for clearly and effectively receiving and transmitting information, ideas, thoughts, feelings and needs.

Analytics: Tools and Techniques to Tame Big Data → Page 46Learn how to productively handle the spreadsheets, reports and information that pile up in your inbox every day. Explore proven quantitative tools and methods for analyzing, interpreting and utilizing data to make more informed and reliable business decisions.

Developing Your Creative Thinking → Page 52Creative thinking can create business value by generating

fresh and innovative business ideas and by finding innovative solutions to tough business challenges. Acquire creative thinking techniques and learn how to manage the creative process in your team.

Managing Innovation → Page 53Think of innovation as a growth strategy: build an innovation process and culture, and apply new forms of collaborative innovation and co-creation. Get the tools to manage innovation and create competitive advantage for your company.

Change Management → Page 58Break change into manageable pieces and deal with it as a project with an action plan and measurable results.

Coaching Skills for Managers → Page 62Discover the authentic and true power of coaching to increase your value as a Leader. Learn how to unlock and to enhance the potential of your people and of your teams. Gain the tools you need to get started.

Leading with Emotional Intelligence → Page 63Intellect and business expertise can only carry you so far if emotional intelligence is lacking. This workshop helps you to develop the skills to ensure you are a highly effective, emotionally intelligent leader.

Leadership for Senior Managers in Public Organizations → Page 64Acquire the combination of leadership skills you need to make changes and improve performance of your part of the organization, all delivered within the context of management in public organizations.

Product Life Cycle Management → Page 74Acquire a systematic approach for product introductions and the Go-to-Market actions that are applicable for both B2B and B2C markets.

Using Social Media to Engage Customers and Build Your Brand → Page 74Tap into the Internet’s amazing potential to turn users into customers and migrate traditional marketing activities to online marketing.

What’s New at MCE31 New MCE Workshops

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Preparatory Workshop for PMP® Certification → Page 79Get a solid grounding in the Project Management Body of Knowledge (PMBOK)® and standards and guidelines with an experienced, PMP®-certified facilitator.

Process Improvement → Page 80Recognize how each process relates to the whole operation and acquire proven tools to successfully implement business improvements.

Value-Based Selling → Page 84Learn how to use your business and selling experience to design and implement methods to define customer value, to communicate the value, and to increase call impact and overall sales performance.

Fundamentals of Successful Selling → Page 84Get the essential skills and knowledge you need to improve your sales technique, from making effective and structured sales calls, to using the right behaviours and persuasive techniques to position your product or service and make the sale.

Negotiation and Closing Skills for Sales Professionals → Page 86Equip yourself with sales negotiation tactics, influence your customer’s perception of products’ cost, value and benefits, and use tactics to close the sale by maintaining a flexible position that successfully counters your customer’s negotiating moves.

Managing and Coaching Your Sales Force for High Performance → Page 86Get the best out of your team and individuals, help them develop the abilities they need to reach their objectives, and apply your sales management and coaching skills effectively to drive business results.

Territory and Time Management for Salespeople → Page 87Learn to make the most productive use of your time as you mine your territory for sales.

Customer Service Excellence: How to Win and Keep Customers → Page 87Providing customer service excellence is what will keep your

customers coming back. Gain the skills to deliver better, faster service and increase customer satisfaction.

Instructional Design for Trainers → Page 103Gain a practical, proven-in-action method for creating innovative and successful training programs.

Talent and Performance Management → Page 104Get the best techniques for developing talent and improving workforce performance, in line with strategic goals of your organization.

Training the Trainer → Page 105Become a facilitator of learning, not just a presenter. Engage your audience from the beginning and leave your trainees praising your training abilities, get the practical platform skills and confidence you need to succeed.

5-Day Mini MBA for the Oil and Gas Industry → Page 110Prepare yourself for more senior responsibility in the Oil and Gas industry by examining the four key disciplines of management—Strategy, Leadership, Finance and Operations—and how they work together to provide value.

Good Manufacturing Practices in Pharma and Biotech → Page 115Build competitive advantage for your company over time through your high-quality, efficient manufacturing processes.

Key Account Management & Sales Excellence in the Biopharma Industry → Page 116Recognize the shift to an integrated multi-stakeholder model and optimize the sales strategy by using process-oriented approaches.

Managing Biopharma R&D Projects for ROI → Page 116Acquire the methodology you need to run pharma research and development projects smoothly and efficiently and to end them with the desired outcomes.

Patient Centricity in Pharma → Page 117Investigate approaches to drive growth by adopting customer-centric and patient-centric business models in Pharma.

Contact MCE today for more information +32 (0)2 543 21 20 | 3 in

Table of ContentsWhat’s New from MCE . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2Creating Extraordinary Leaders . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6What is an Effective Leader? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9The MCE Centre in the Heart of Brussels . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .12Meet MCE’s New Managing Director, Rudi Plettinx . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13Developing Individuals and Teams for Outstanding Performance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14Moving Your Organization forward through In-Company Learning Solutions . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16The Leadership Journey . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .18

Universal Business Skills WorkshopsBusiness Management Skills5-Day Mini MBA Best Seller . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .22Consulting Skills for Managers Best Seller . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .23Critical Thinking NEW . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .24Developing and Presenting Business Plans . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .24Essentials of Management Best Seller . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .25Managing Chaos: Tools to Set Priorities and Make Decisions Under Pressure NEW . . . . . . . . . . . . . . . . . . . . . . . . . 26Maximizing Outsourcing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .26Risk Management for Managers NEW . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .27Time Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .27

Communication and Influencing SkillsAssertiveness for Managers NEW . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .30Assertiveness for Women Best Seller . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .31Business Communication and Presentation Skills . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 32Communicating to Your Senior Management and Key Stakeholders Best Seller . . . . . . . . . . . . . . . . . . . . . . . . . . 33Developing Personal Influence and Impact Best Seller . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 34Getting Results without Formal Authority NEW . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .35How to Communicate with Diplomacy, Tact and Credibility NEW . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 36Interacting with Others to Get Things Done Best Seller . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 37Managing Conflict Best Seller . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .38Strategic Negotiation Skills Best Seller . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .39

Executive AssistantsCommunication and Influence for Executive Assistants Best Seller . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 41The Fundamentals of Finance for Executive Assistants . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 42The Professional Executive Assistant Best Seller . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .43Project Management for Executive Assistants Best Seller . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 44Writing Skills for Executive Assistants . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .44

Finance & AnalyticsAnalytics: Tools and Techniques to Tame Big Data NEW . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .46Budgeting, Forecasting and Cash Flow Management Best Seller . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 47Financial Planning and Analysis for Controllers Best Seller . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 48Fundamentals of Finance and Accounting Best Seller . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .49Strategic Finance for Senior Finance Executives . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 50Treasury and Cash Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .50

InnovationDeveloping Your Creative Thinking NEW . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .52Managing Innovation NEW . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .53

Leadership and People ManagementDeveloping Leadership Best Seller . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .55Leadership and Team Development for Managerial Success . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 56Developing Leadership: Special Edition for Women . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .57Change Management NEW . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .58Leadership for Senior Managers Best Seller . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .59Leadership for Senior Managers: Special Edition for Women Best Seller . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .60Leading International and Remote Teams Best Seller . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 61Coaching Skills for Managers NEW . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .62Leading with Emotional Intelligence NEW . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .63Leadership for Senior Managers in International Public Organizations NEW . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 64Managing and Leading People in an International Environment Best Seller . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 65

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MarketingB2B Marketing Strategy Best Seller . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .67Building Strong Brands . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .68Consultative and Solution Sales and Marketing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .68Consumer Marketing Strategy Best Seller . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .69Fundamentals of Consumer Marketing Best Seller . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 70Managing Channels and Distributor Networks . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .70Mini Master of Marketing Management, Part 1 Best Seller . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 71Mini Master of Marketing Management, Part 2 Best Seller . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 71Principles of Value-Based B2B Marketing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .72Product Management in B2B Markets Best Seller . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .73Product Life Cycle Management NEW . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .74Using Social Media to Engage Customers and Build Your Brand NEW . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 74Product, Category and Segment Management in Consumer Markets Best Seller . . . . . . . . . . . . . . . . . . . . . . . . . . 75

Project & Process ManagementManaging Risk in Projects Best Seller . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .78Preparatory Workshop for PMP® Certification NEW . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .79Process Improvement NEW . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .80Project Cost Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .80Project Management: The Fundamentals Best Seller . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .81

Sales ExcellenceValue-Based Selling NEW . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .84Fundamentals of Successful Selling NEW . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .84Global and Key Account Management in B2B Markets . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .85Negotiation and Closing Skills for Sales Professionals NEW . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .86Managing and Coaching Your Sales Force for High Performance NEW . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 86Territory and Time Management for Salespeople NEW . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 87Customer Service Excellence: How to Win and Keep Customers NEW . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 87

Strategic Alliances and MergersManaging Strategic Alliances and Partnerships Best Seller . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 89Mergers & Acquisitions: Integrating Operations and Consolidating Accounts . . . . . . . . . . . . . . . . . . . . . . . . . . . . 90Mergers & Acquisitions: Valuation of Companies and Due Diligence Best Seller . . . . . . . . . . . . . . . . . . . . . . . . . . . 91

Strategy and ImplementationBusiness Performance Metrics and Management: Aligning KPIs to Your Strategy Best Seller . . . . . . . . . . . . . . . . . . . 94Business Process Alignment Best Seller . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .95Business Strategy for Managers Best Seller . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .96Profitable Customer Centricity Best Seller . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .97

Talent Management and HRHR Management: The HR Business Partner Best Seller . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 100Influencing and Consulting Skills for HR Professionals . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 101Organization Development and Transformational Change Best Seller . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 102Instructional Design for Trainers NEW . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 103Talent and Performance Management NEW . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 104Training the Trainer NEW . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 105Compensation and Benefits . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 106Learning and Development Strategy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 107Strategic HR: Aligning Your Strategy to the Business . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 107

Industry-specific WorkshopsChemical Industry: 5-Day Mini MBA for the Chemical Industry . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 109Oil and Gas Industry: 5-Day Mini MBA for the Oil and Gas Industry NEW . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 110MedTech Industry: 5-Day Mini MBA for the Medical Devices Industry . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 111

Pharma & Biotech Industry5-Day Mini MBA for the Pharma and Biotech Industry Best Seller . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 113Pharma and Biotech Brand Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 114Good Manufacturing Processes in Pharma and Biotech NEW . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 115Key Account Management and Sales Excellence in the Biopharma Industry NEW . . . . . . . . . . . . . . . . . . . . . . . . 116Managing Biopharma R&D Projects for ROI NEW . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 116Market Access in the Pharma and Biotech Industry . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 117Patient Centricity in Pharma NEW . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 117

MCE’s Industry-specific Expertise for Customized Workshops . . . . . . . . . . . . . . . . . . . . . . . . 118

Training Industry Awards . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 122Index . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 123

NOTE: For information about MCE’s General Terms and Conditions, Registration, Cancellation Policy and all other information related to MCE’s services, please visit: www.mce-ama.com/terms


Developing Extraordinary LeadersWorkshops Designed to Build Leaders

6 | www.mce-ama.com

Over the last decade the workplace has changed

significantly. Many have faced the effects of the global

recession, layoffs, decreased engagement levels, an

impending retirement of Baby Boomers, as well as

the emergence of Generation X, and Generation Y

and the Millennials in the workforce. This has caused

organizations and leaders to redefine who they are,

refresh their leadership perspective and re-evaluate

how to engage and lead their teams.

Effective leaders are not only able to connect with

individuals to increase employee engagement and

retention; they also improve productivity. An effective

way for new leaders to gain these skills is through

structured development activities. MCE’s curriculum

of Open Enrolment and In-Company workshops is

designed to establish common leadership practices to

achieve desired individual and organizational goals.

MCE has been fortunate to work with an impressive

list of clients in both the public and private sectors

across Europe, the Middle East, Central Asia and

Africa. We have had the opportunity to examine

the leadership challenges organizations are facing

today and to implement solutions to develop leaders

and deliver results. Our clients benefit from our

experience through our proven content and detailed

recommendations which are designed to give leaders

the tools they need to make a difference.

Leadership, at its essence, is absolutely

a state of mind.

Based on best practice research, MCE leadership

workshops have been specifically designed to

develop the competencies critical for the success

of a leader today. There is a logical progression of

knowledge and skills presented in workshops that

build on each other. Each workshop gives participants

the opportunity to apply their learning back on the

job in order to improve performance.

Leadership, at its essence, is absolutely a state of

mind. It isn’t just about those who have direct

reports. Leadership can and does exist at all levels in

an organization. And as leaders, we must model the

behavior we want to see from others. If we can establish

a framework for what we want to achieve and inspire

a sense of ownership for the work we do, we will

not only deliver successfully; we will instill pride and

commitment to the leader and organization as a whole.

It is true that our days are busy and our workloads

are full. But it is up to each of us to invest time in

developing ourselves and our leaders of tomorrow.

Are you working on developing leaders in your

organization? Tell us more: [email protected].


Developing Extraordinary Leaders

Leading with your heart and mindLeadership is critical to sustaining the success of your organization by attracting, growing and retaining the

talent you need to deliver results. And, for leaders, living your leadership ideals sends a powerful message

to the organization. In working with leaders across the globe, MCE has distilled a few critical competencies

that we think are critical to leading with both your heart and mind.

1 | Self-Awareness

Leaders must have a clear sense of who they are and

the impact their actions and behaviors can have on

others. This can ensure they are able to adapt their

style and approach in order to bring out the best in

their employees.

2 | Having a Vision

People need to understand what they are trying to

create and what they are moving towards. It is the role

of the leader to set the direction for the team and to

establish a clear line of sight between their individual

contributions and the objectives of the organization.

3 | Client Centricity

A leader must understand what clients (internal

and external) value and are looking for so they can

establish the focus, principles and products/services

that are key to delivering on these expectations.

4 | Treating Employees as People

Employees are whole people. They cannot be one

person when they come into work and another when

they leave the office. Leaders must connect with their

employees personally and truly understand what

drives them in order to engage them successfully.

5 | The Ability to Communicate

Leaders must believe and demonstrate that

communication is a 2-way competency. It is just as

much about listening as it is about speaking openly

and honestly. How we communicate impacts our

ability to collaborate with others, create alignment

and to influence and motivate others toward the

desired results.

6 | A Strong Sense of Accountability

A leader must be prepared to step up when the news

is bad, not just when the news is good. Leaders are

ultimately accountable for the delivery of results –

both the outcome and the path to get there.

7 | A Commitment to Learning

A leader must stay curious about learning and

should take advantage of relevant opportunities to

develop and grow. Our circumstances change and

the lens through which we evaluate people and

situations will evolve with experience. We can learn

from our mistakes, try new approaches and share our

experience with, and learn from others.

8 | www.mce-ama.com

What is an Effective Leader?By Dave Ulrich

If you Google the word leader, you get more than 200

million hits. On Amazon, there are 375,058 books today

whose topics have to do with leaders. It doesn’t help to

go to Wikipedia to get a clearer definition because, right

off the bat, 11 different types of leaders are named,

from bureaucratic to transformational, to laissez-faire.

In the field of leadership, there are as many opinions

as there are writers, and there is also a lack of common

language and tools. So it’s no wonder that if you ask any

roomful of leaders or potential leaders what effective

leaders need to be, know, or do, you get as many

answers as there are people in the room.


We believe that it is time to bring together decades of

theorizing about leadership: we need to simplify and

synthesize rather than generate more complexity and

confusion.

From the body of interviews we conducted, we

concluded that 60 to 70% of leadership effectiveness

would be revealed in a code – if we could crack it!

Synthesizing the data, the interviews, and our own

research and experience, we emerged with a framework

that we simply call the Leadership Code, made up of

The Five Rules of Leadership. These make up leadership

DNA.

The Five Rules of Leadership01 | Shape the future

This rule is embodied in the strategist dimension of the

leader. Strategists answer the question, “Where are we

going?” and they make sure that those around them

understand the direction as well. They figure out where

the organization needs to go to succeed; they test these

ideas pragmatically against current resources (money,

people, organizational capabilities); and they work with

others to figure out how to get from the present to the

desired future. Strategists have a vision about the future

and are able to position their organizations to create

and respond to that future. The rules for strategists are

about creating, defining, and delivering principles of

what can be.

02 | Make things happen

Turn what you know into what you do. The executor

dimension of the leader focuses on the question, “How

will we make sure we get to where we are going?”

Executors translate strategy into action and put the

systems in place for others to do the same. Executors

understand how to make change happen, assign

accountability, know which key decisions to take and

which to delegate, and make sure that teams work well

together. They keep promises to multiple stakeholders.

The rules for executors revolve around discipline for

getting things done and the technical expertise to get

the right things, done right.

03 | Engage today’s talent

Leaders who optimize talent answer the question, “Who

goes with us on our business journey?” Talent managers

know how to identify, build, and engage talent to get

results now. They identify what skills are required, draw

talent to their organizations, engage these people,

communicate extensively, and ensure that employees

turn in their best efforts. Talent managers generate

intense personal, professional, and organizational

loyalty. The rules for talent managers center on

resolutions that help people develop themselves for the

good of the organization.

04 | Build the next generation

Leaders who are human capital developers answer the

question, “Who stays and sustains the organization for

the next generation?” Talen managers ensure shorter-

term results through people, while human capital

developers ensure that the organization has the longer-

term competencies required for future strategic success;

What is an Effective Leader?

10 | www.mce-ama.com

they ensure that the organization will outlive any single

individual. Just as good parents invest in helping their

children succeed, human capital developers help future

leaders be successful. Throughout the organization,

they build a workforce plan focused on future talent,

understand how to develop that talent, and help

employees see their future careers within the company.

Human capital developers install rules that demonstrate

a pledge to building the next generation of talent.

05 | Invest in yourself

At the heart of the Leadership Code – literally and

figuratively – is personal proficiency. Effective leaders

cannot be reduced to what they know or what they do.

Who they are as human beings has everything to do

with how much they can accomplish with and through

other people.

Leaders are learners: from success, failure, assignments,

books, classes, people, and life itself. Passionate about

their beliefs and interests, they expend enormous

personal energy on and give great attention to

whatever matters to them. Effective leaders inspire

loyalty and goodwill in others because they themselves

act with integrity and trust. Decisive and impassioned,

they are capable of bold and courageous moves.

Confident in their ability to deal with situations as they

arise, they can tolerate ambiguity.

Over the last few years that we have worked with

these five rules of leadership, we have come to some

summary observations:

All leaders must excel at personal proficiency. Without

the foundation of trust and credibility, you cannot

ask others to follow you. While individuals may have

different styles (introvert/extrovert, intuitive/sensing,

etc.), an individual leader must be seen as having

personal proficiency to engage followers. This is

probably the toughest of the five domains to train

and some individuals are naturally more capable than

others. All leaders must have one towering strength.

Most successful leaders assume at least one of the

five roles in which they excel and most are personally

predisposed to one of the five areas. These are the

signature strengths of your leaders.

Each leader must be at least average in his or her

‘weaker’ leadership domains. It is possible to train

someone to learn how to be strategic, execute, manage

talent, and develop future talent. There are behaviours

and skills in each domain that can be identified,

developed, and mastered. Leaders must be able to

grow. The higher up the organization that the leader

rises, the more he or she needs to develop excellence in

more than one of the five domains.

Dave Ulrich is a professor of business at the Ross School of Business, University of Michigan, and co-founder of The RBL Group. He has written a number of influential books covering topics in HR and Leadership, is currently on the Board of Directors for Herman Miller, is a Fellow in the National Academy of Human Resources, and is on the Board of Trustees of Southern Virginia University. Ulrich has been ranked the No. 1 Management Educator & Guru by BusinessWeek, selected by Fast Company as one of the 10 most innovative and creative leaders and named the most influential person in HR by HR Magazine.

Excerpted, with permission of the publisher, from The AMA Handbook of Leadership, edited by Marshall Goldsmith, John Baldoni and Sarah McArthur. Published by AMACOM. Copyright 2009, Marshall Goldsmith, John Baldoni and Sarah McArthur. For more information, visit: www.amacombooks.org

- Dave Ulrich -


MCE’s exceptional, multi-functional centre is equipped

with state-of-the-art audio-visual equipment and

other amenities to guarantee the success of your

meeting, seminar, conference or event. The facilities

include a main conference room, numerous meeting

rooms for groups of different sizes, a lobby for

networking events, cocktails, lunches, dinners or

exhibition space, an open-plan restaurant staffed by

professional chefs, a roof-top terrace for networking

events, and private parking.

The MCE Conference Centre and its staff are renowned

across Europe for producing some of the most

prestigious conferences in the field of management

and business strategy. With more than 45 years of

experience, the MCE Conference Centre staff are

experts in organizing, designing, developing,

marketing and delivering seminars, conferences and

events.

MCE guarantees a service of outstanding quality. Your

designated contact person will ensure the success of

the entire coordination of your event.

To contact us about an event or meeting in the MCE Conference Centre in Brussels, please call: Tel: +32 (0)2 543 21 00

Website: www.mce-ama.com/facilities

Tailor-made venue for your events

Rue de l’Aqueduc 118

1050 Brussels, Belgium

A Modern, Spacious Conference Centre in the Heart of Brussels


Dear Human Resources and Human Capital Development Professional,

After many years of working in other

parts of the executive education

and management development

industry, it is my privilege to return

to MCE in the role of Managing

Director. During the 1990s as

Director of In-Company and Markets at MCE, I met and

worked with many clients across Europe and around the

world. As I return to MCE in a new role, my hope is to re-

connect with you and make the acquaintance of customers

who have joined us since then.

Many of our customers have told us about recent

changes in their organizations that are the result of

adapting to dramatic shifts in the global economy and

in their industries. To stay competitive and fulfill their

missions, these organizations have had to re-think their

strategies, design and produce new products, services

and ways of working, and identify the new skills and

capabilities their people need to carry them forward.

Changes in the global economy have affected MCE, as

well. And in response, we have re-examined our mission,

our customer value proposition, and how we need

to work from today onward to serve the needs of the

companies and organizations that rely on our products

and services. In some ways, we are returning to our

core competence: designing and delivering world-class

leadership development and business acumen solutions

based on sound research and the best practices in

businesses and organizations.

In another way, however, we are moving beyond today’s

demands to create an enterprise of excellence that

is capable of helping leaders and managers achieve

their goals and business results on a global scale. We

have re-focused our attention to developing business

acumen skills as well as the interpersonal skills that

great leaders all possess. To that foundational offering,

we have committed MCE and its people to providing

management development solutions beyond the

traditional classroom. This includes learning online, in

virtual classrooms, using new technologies and tools to

accelerate and increase the effectiveness of the learning

experience. Using these technologies and methods, we

can create a scalable approach for your learning needs.

As we launch a series of new initiatives over the

next several months, we invite you—our valued and

important customers—to speak to us about your

challenges and about MCE’s performance. We want to

hear from you when we get it right—and when there

is something we can improve to serve you better. To

that end, please send your comments, suggestions,

complaints and compliments to us at comment@mce.

eu. We look forward to hearing from you.

Rudi Plettinx, Managing Director

MANAGEMENT CENTRE EUROPE

Managing Change at MCE


Talent development is more important than ever to

prepare, motivate and retain top employees to support

an organization’s future growth. Most organizations have

undergone tremendous change in the last few years

alone. Required shifts in strategy to navigate through

this period have had an impact on your organization’s

structure, processes, resources and approach to market.

Are your people prepared to execute your growth

strategy and deliver the expected results within your

new business reality?

How we work with you to prepare your people for future success

Developing individuals and teams for outstanding performance


Our on-going research and our experience in the

marketplace indicate that there are two areas of prime

focus for developing individuals and preparing them to

be tomorrow’s leaders. The first area is Leadership Skills

Development. It encompasses all of the skills—from

basic to advanced—that leaders need to be personally

and organizationally effective in their roles. The second

area is Business Acumen. The complexity of doing

business in today’s global economy requires specialized

business skills more than ever. And to be effective

and produce results, managers need to have a solid

foundation of skills ranging from project management,

financial understanding, marketing and sales to strategy

and innovation.

MCE’s Open Enrolment workshops are based on best

practices and the latest research in organizations and

businesses. We also learn from our customers. We

engage, connect, share, challenge and coach managers

as they create knowledge collaboratively. We believe

that learning by doing, building on experience, sharing

experiences, and reflecting on implementation all

contribute to the development of a leader.

MCE workshops are practical and hands-on. They focus

on the key business and organizational issues that you

are likely to face in your role. And, in a typical workshop,

you will learn with participants from several countries

and a variety of industries. The exchange of ideas and

viewpoints from many different perspectives extends

the learning and opens up new ways of thinking and

problem-solving.

We subscribe to the 70-20-10 model of learning and

development:

• 70% of learning comes from on-the-job experiences

• 20% comes from the people around you—mentors,

managers and peers

• 10% comes from formal workshops and reading

We design our development solutions in ways that

enable you to integrate what you have learned into your

daily work and responsibilities. This pragmatic approach

is at the centre of our philosophy

Benefit from our expertise

Learning is not complete until it is applied successfully

in your workplace. MCE’s approach encourages

participants to apply and integrate their learning

into their daily activities. Our objective is to promote

continuous performance improvement.

MCE workshops are designed to:

• Translate into improved performance, both on an

individual and organizational level

• Incorporate relevant examples and easy-to-use

concepts

• Maximize the use of continuous learning activities to

bridge the learning from the classroom back on to the job

• Integrate adult learning principles both in the design

and delivery

• Enable follow-through management support to assist

in learning application and transfer

• Deliver on the expectation of providing a challenging,

interactive and continuous learning experience

• Contribute to business results through close

alignment with your corporate strategy

• Provide program delivery flexibility with blended

learning options

Contact us today for more information about how we can help prepare you and your people for future success.

Call: +32 (0)2 543 21 20. Email: [email protected]. Website: www.mce-ama.com


Delivering unique learning solutions, your way, when you need them, where you need them across the globe

Moving Your Organization forward through In-Company Learning Solutions

Whether your goal is to stay ahead of your competition,

expand your business, or find creative ways to deal

with the impact of the changing economy, adapting

requires learning. MCE’s Key Account Managers work

together with our team of experts to help you define

your Leadership Strategy and—growing out of the

strategy—your organization’s Leadership Architecture.

Ultimately, this involves developing and planning

the implementation of large-scale learning strategies

and solutions that support the achievement of your

organizational goals.

We have helped some of the leading organizations in

Europe, the Middle East and Africa address complex

business issues and achieve measurable results.

Our learning solutions address and solve issues like

developing leadership talent, enhancing business

acumen, and improving organizational performance and

productivity.

Our clients come to value the strength of our

partnership skills, the quality of our work and the level

of expertise we bring to each project. Our team has a

genuine passion for making a meaningful difference in

the organizations we partner with. We always strive to

become your learning partner of choice, but we know

and appreciate that we must earn this recognition by

first becoming your trusted advisor in all that we do.


In-Company Solutions Delivery AdvantagesIncrease the value of your training experience

by tailoring or customizing your programs to fit

your priorities and culture. Modular content can

be easily adapted to deliver cost-effective unique

learning objectives. By integrating your templates,

methodologies, specific case studies, and your

language, your participants’ learning experience can be

significantly enhanced thereby accelerating results.

Delivery OptionsMCE offers flexible delivery options. Depending on

the needs of your organization and the focus of

your curriculum, you can choose the best-fit for your

audience and the desired learning experience.

Instructor - Led ClassroomOur classroom sessions are designed to be highly

interactive and relevant to the needs of the audience.

This option continues to be the most popular modality

since participants enjoy the in-person interaction,

sharing of diverse experiences, networking with their

peers, and applying their learning in a safe environment

with the benefit of real-time coaching and feedback

from their facilitator.

Blending Learning SolutionsOur blended learning solutions integrate a variety of

delivery modes including active instructor-led classroom,

on-line components and opportunities for self-study to

create a continuous learning experience for participants.

This approach ensures we can maximize retention and

increase the likelihood of transferring learning back on

the job.

Virtual ClassroomA virtual classroom is a live, interactive session using

web conference technology to engage learners. These

pre-scheduled sessions offer an alternative and effective

approach to reach a broader target audience. Delivered

by one of our expert facilitators, these sessions are

designed to replicate many of the same benefits of

an instructor-led classroom experience session while

eliminating the need for travel and the cost of training

facilities.

e-Learninge-learning programs leverage technology to provide

access to content anytime, anywhere. They can be

designed to provide a self-study option or to be a

reference tool for just-in-time access to information.

e-Learning programs can be deployed as independent

learning programs or as a blended learning tool to

support instructor-led or virtual classroom sessions.

For more information about all of these options, contact us at: +32 (0)2 543 21 20, or email us at [email protected].

To earn your confidence, you can count on us to:

• Collaborate and support you as we explore ways to

best become an extension of your team

• Build a deep understanding of your business, culture,

and the unique challenges of your industry

• Design and deliver creative and sustainable solutions

that work within your business environment

• Offer proactive, honest advice and recommendations

based on global best practices and extensive adult

learning expertise and experience

• Deliver our services with care, ensuring each project

exceeds the outcomes promised

• Handle complex delivery challenges efficiently and

effectively

• Improve the impact of learning in your organization


The Leadership Journey

A voyage of transformation for organizations and individuals The need for capable, well-equipped leaders in organizations of all types is greater than ever. In fact, a recent survey by the Institute for Corporate Productivity (i4cp) and American Management Association (AMA), a cross-section of global leaders identified Leadership Development as the top “human capital critical issue” for organizations to address in 2014.Finding and developing candidates for leadership roles is a well-known journey that requires nourishment, evolution and reinforcement throughout its various stages. At regular intervals along the route to leadership, both the individuals and the organization need to be monitored for progress towards their goals. Timely feedback helps to maintain the quality of the development activities and enables modifications and adjustments as both the organization and the individuals evolve.Management guru Steven Covey’s admonition to “begin with the end in mind” is critical to the success of the journey. What skills, knowledge and behaviors do you want your leaders to acquire and internalize as they move into their roles of responsibility? How will you know they have undergone the desired transformation? The sustainability of a long-term talent development strategy hinges on the continued support and commitment of the organization’s leadership, and the engagement and commitment of the internal clients and participants. Fluid communication with sponsors and stakeholders are encouraged throughout the life-cycle of the journey. And measurement of results at each stage of

completion provides a holistic view towards achieving the over-arching goals.Which skills and traits to be developed in your leaders depends on where they are in the organization, as well as the level of their current competency and skills. Newer leaders need to focus more on operational skills while beginning to develop transformational competencies and behaviors. Experienced leaders need to have a strong foundation in operational skills while mastering expertise in leading strategy, as well as in organizational relevance and sustainability.

It is important for all leaders at all levels to recognize and understand the following:•Theirbehavioralstyle•Howtheytendtoreacttovarioustypesofsituations•Howothersviewtheirskillsandcompetencylevels•Theircommunicationpreferences•Theirmanagementstyles

Leadership Development–Leadership at All Levels

Conviction

Inspirational

Aspirational

Results VisionStrategyImplementation Sustainability

Motivational

Influential

Leading Self Leading Others Leading LeadersLeading

OrganizationsLeading

SustainableProsperity

TransformationalLeadership

Operational Leadership

© Copyright American Management Association. All rights reserved.

© American Management Associoation


Global Leadership Journey Sample

• Communication • Collaboration • Credibility• Dependability

Leading Self

Level 1

• Delegation • Motivation • Building Relationships• Dealing with Conflict• Business Acumen–Basics

Level 2

Leading Others

• Managing Change, Chaos and Ambiguity

• Negotiation • Influence• Critical Thinking• Creativity• Business Acumen–Advanced

Level 3

Leading Leaders

• The Four P’s: Purpose, People, Process, and Progress– Purpose-Vision, Mission, Values

and Ethics– People-Talent Management, Talent

Transformation, Alignment, and Engagement

– Process-Business Processes, Performance and Infrastructure

– Progress-Transformation, Innovation, and Relevance

Level 4

LeadingOrganizations

• Impact on the organizations’ Ecosystem and Society at Large

Level 5

LeadingSustainable

Prosperity

© Copyright American Management Association. All rights reserved.

Leadership at All LevelsLeadership lives at all levels of the organization. From the CEO who inspires the organization towards a vision, to the individual contributor who aspires to deliver results and do well in his or her functions and responsibilities.

Leading SelfIndividual contributors understand the goals of the immediate team, and drive their results towards those goals. They are team players, positive contributors, and have established credibility and dependability. Effective communication, collaboration, and interpersonal skills contribute to their success and effectiveness.

Leading OthersNew leaders (Level 2) set team goals and lead for results. They must motivate and mentor, resolve conflict, and delegate and organize priorities. They master communication and relationship skills, and manage effectively up, down and across the organization.

Leading LeadersMid-level Leaders (Level 3) set department and functional goals aligned to organizational strategy. They must manage chaos, change, and ambiguity. They negotiate effectively with both internal and external relationships. Critical thinking, creativity, and influence become important competencies for leading strategic planning and alignment, as well as complex problem solving.

Leading OrganizationsSenior Leaders (Level 4) set the vision, strategy and direction. They lead organizational transformation and create the culture. They define the values and lead by example.

How MCE Can HelpIn today’s world, the Leadership Journey involves a variety of activities and modalities. While face-to-face classroom development in the form of workshops, seminars and courses are still an important part of the journey, other ways of developing leaders are often a useful alternative. Delivery formats such as live online/virtual sessions, on-demand e-learning, webinars and blended learning are used frequently in global development initiatives. Tools and resources are also an important part of a comprehensive development strategy. They include assessments, executive coaching, coaching and mentoring as part of a structured program, real-life case studies, white papers, books, research and online resources.

MCE can help your organization and your future leaders by designing and delivering integrated development solutions custom-made to meet your specific requirements. And, we can provide you with any of the elements of the solution, whether they involve face-to-face seminars and workshops, online activities and classes, or assessments, coaching and related resources and tools.

Contact MCE today for more information about how we can help your organization develop your next generation of leaders. Phone us on +32 (0)2 543 21 20, email us at [email protected], or visit our website: www.mce-ama.com.

© American Management Associoation


Business ManageMent skills


get new insights, knowledge and skills in business management to help you in your career.

Workshops

5-Day Mini MBa Best seller 22

Consulting skills for Managers Best seller 23

Critical thinking neW 24

Developing and Presenting Business Plans 24

essentials of Management Best seller 25

Managing Chaos: tools to set Priorities and Make Decisions under Pressure neW 26

Maximizing Outsourcing 26

Risk Management for Managers neW 27

time Management 27

all MCe workshops can be fully customized to meet your organization’s specific needs.

Contact us today for more information: [email protected], or call: +32 (0)2 543 21 20.

Contact MCe today for more information +32 (0)2 543 21 20 | 21 in


5-Day Mini MBaunderstand the core disciplines of general management and how different functions work together to achieve the strategy.WWW.MCE-AMA.COM/1218 5 DAYS/4664 EUR (EXCL VAT)/MID-CAREER

BEST SELLER

HOW YOU WILL BENEFIT

By participating in this workshop you will:

• increase your ability to translate strategic organizational goals for

your area and implement them more efficiently

• understand how general managers think and act

• enrich your business know-how with the best management

methods and tools

• Make better business decisions and improve your contribution to

the business

• network and learn from with a diverse group of peers from

different functions, industries and countries

TOPICS IN THIS WORKSHOP

Strategy implementation and leadership

• Mission, vision, strategy and business plans

• Customer Value Proposition

• Management versus leadership

• the leadership action plan

• You as a leader

• leading in a changing environment

• innovation

Marketing and sales

• getting customer insights

• Mapping the competitive landscape

• segmenting, targeting and positioning

• Marketing planning: the extended marketing mix

• Brand management

• Multi-media marketing communication

• sales organization and management

• Customer loyalty and how to measure it

Operational excellence in supply chain

• supply Chain challenges

• Principles of warehousing

• Measure supply Chain operations

• iCt as competitive advantage and support

• the lean journey

Managerial finance and accounting

• Financial statements

• analytical tools for financial performance

• investment appraisals

• Costing and pricing methods

• Financial planning

• Budgeting, forecasting, and cash flow analysis

Case study presentations and wrap-up

• Case study presentations

• Personal action planning and your next steps

WHO SHOULD ATTEND

MCe’s 5 Day Mini MBa is for managers and individual contributors

who want to develop their understanding of how the major

functions in their organization work together to achieve the

strategy. it is an important development step in the career of

functional experts who are, or will soon be, appointed into broader

management positions.

DATES & LOCATIONS

20 - 24 January 2014 . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . english

27 - 31 January 2014 . . . . . . . . . . . . geneva . . . . . . . . . . . . . . . . . . english

9 - 13 February 2014 . . . . . . . . . . . . Dubai . . . . . . . . . . . . . . . . . . . . english

17 - 21 February 2014 . . . . . . . . . . . london . . . . . . . . . . . . . . . . . . english

31 March - 04 april 2014 . . . . . . . . geneva . . . . . . . . . . . . . . . . . . english

7 - 11 april 2014 . . . . . . . . . . . . . . . . Milan. . . . . . . . . . . . . . . . . . . . . english

5 -9 May 2014 . . . . . . . . . . . . . . . . . . istanbul . . . . . . . . . . . . . . . . . . english

12 - 16 May 2014 . . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . english

16 - 20 June 2014 . . . . . . . . . . . . . . . Barcelona . . . . . . . . . . . . . . . . english

30 June - 04 July 2014 . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . english

7 - 11 July 2014 . . . . . . . . . . . . . . . . . Barcelona . . . . . . . . . . . . . . . . english

18 - 22 august 2014 . . . . . . . . . . . . kuala lumpur . . . . . . . . . . . . english

25 - 29 august 2014 . . . . . . . . . . . . london . . . . . . . . . . . . . . . . . . english

15 - 19 september 2014 . . . . . . . . istanbul . . . . . . . . . . . . . . . . . . english

22 - 26 september 2014 . . . . . . . . Paris. . . . . . . . . . . . . . . . . . . . . . english

13 – 17 October 2014 . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . english

3 – 7 november 2014 . . . . . . . . . . . geneva . . . . . . . . . . . . . . . . . . english

16 – 20 november 2014 . . . . . . . . Dubai . . . . . . . . . . . . . . . . . . . . english

15 – 19 December 2014 . . . . . . . . london . . . . . . . . . . . . . . . . . . english

19 – 23 January 2015 . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . english

26 – 30 January 2015 . . . . . . . . . . . geneva . . . . . . . . . . . . . . . . . . english

8 – 12 February 2015 . . . . . . . . . . . Dubai . . . . . . . . . . . . . . . . . . . . english

2 – 6 March 2015 . . . . . . . . . . . . . . . london . . . . . . . . . . . . . . . . . . english

http://WWW.MCE-AMA.COM/1218


Consulting skills for Managersgain the knowledge and skills you need to take a consulting approach and get to the heart of an issue. then, design a solution that really helps your internal customers.WWW.MCE-AMA.COM/873 4 DAYS/4459 EUR (EXCL VAT) /MID-CAREER


You will better be able to:

• Conduct focused, productive consultancy meetings, design and

facilitate problem-solving workshops

• successfully project-manage your solution and demonstrate

results

• Manage demanding clients and those who are unclear in their

expectations


Understanding the consulting process

• the consulting process and cycle

• the critical issues for the internal consultant role

• Moving from colleague to client perspective

Initial client meetings

• Managing initial client meetings successfully

• Developing the consultant questions ‘toolkit’

• Building rapport and managing client expectations

Defining a consulting assignment

• What makes and breaks projects and assignments

• the critical factors in project management

• Developing a project charter

Information gathering meetings

• information gathering interviews

• Handling difficult client scenarios

• Managing client expectations

Understanding client motivations

• Developing your consulting antennae to detect client

preferences

• Pacing your style to develop client rapport

• understanding your own preferences and how they impact your

clients

Managing organizational change

• understanding the dynamics of managing organizational change

• identifying the critical success factors

• the role of the internal consultant in managing change

Presenting findings and recommendations

• the key tasks and psychology involved

• using consulting tools to communicate effectively

• Making the client presentation - being credible and convincing

Managing client commitment

• Maintaining the client’s commitment

• Confronting bad news issues

• Closing the assignment and exiting

Marketing internal consulting services

• Developing a marketing strategy

• identifying your key clients and what they ‘want to buy’

• Organizing to deliver your services

Action planning and discussion

THIS MCE WORKSHOP CAN BE FULLY CUSTOMIzED TO MEET

YOUR ORgANIzATION’S SPECIFIC NEEDS.

Working with you, MCe can adapt the objectives and content of

this workshop to meet the needs of your organization. Develop

a team of managers and improve the impact of learning in your

organization.

We also offer flexible delivery options. select from instructor-led

classroom delivery, a blended learning solution, a virtual classroom,

e-learning modules or a combination of the above to develop your

people in the most effective way possible.

Contact us today for more information:

email: [email protected]

telephone: +32(0)2 543 21 20

Website: www.mce-ama.com

WHO SHOULD ATTEND

Managers and specialists in any support or staff function, such as

HR, it, finance, legal, logistics, marketing research, internal audit

etc., who want to contribute higher value to their organisation, and

recognize the need to take a consultancy approach to partnering

with line or senior management.

DATES & LOCATIONS

10 - 13 February 2014 . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . english

16 - 19 March 2014 . . . . . . . . . . . . . Dubai . . . . . . . . . . . . . . . . . . . . english

22 - 25 July 2014 . . . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . english


18 - 21 november 2014 . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . english

15 - 18 December 2014 . . . . . . . . . london . . . . . . . . . . . . . . . . . . english

2 - 5 February 2015 . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . english


23 - 26 March 2015 . . . . . . . . . . . . . istanbul . . . . . . . . . . . . . . . . . . english


mailto:[email protected]

http://www.mce-ama.com


Critical thinkingDevelop your critical thinking skills for making better business decisions.WWW.MCE-AMA.COM/7731 2 DAYS/3024 EUR (EXCL VAT) /MID-CAREER

NEW

WHO SHOULD ATTEND

all middle managers and supervisors who want to make better

decisions and get better results.

DATES & LOCATIONS


16 - 17 June 2014 . . . . . . . . . . . . . . . london . . . . . . . . . . . . . . . . . . english

19 - 20 October 2014 . . . . . . . . . . . Dubai . . . . . . . . . . . . . . . . . . . . english

13 - 14 november 2014 . . . . . . . . . geneva . . . . . . . . . . . . . . . . . . english

8 - 9 December 2014 . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . english



after participating in this workshop, you will be better able to:

• apply a structured approach for critical thinking

• get better results by making better decisions


Using Critical Thinking in Business

• Defining critical thinking and critical thinkers

• Critical thinking’s role in meeting business challenges

Components of Critical Thinking

• Relating critical thinking to business challenges

• Discovering the Critical thinking Process

• Your personal assessment results and interpretation

Using Critical Thinking in Interpersonal Situations

• situations in which critical thinking has been / could be used

• selecting techniques for using critical thinking skills

Applying Critical Thinking in Business Decisions

• using critical thinking techniques in a real business decision

• action plan for development of critical thinking skills

Developing and Presenting Business PlansPackage your initiatives in a solid business plan that supports your company strategy.WWW.MCE-AMA.COM/2242 4 DAYS/4459 EUR (EXCL VAT) /MID-CAREER

WHO SHOULD ATTEND

all managers who have to develop and present a business case to

senior management

DATES & LOCATIONS

17 - 20 March 2014 . . . . . . . . . . . . . geneva . . . . . . . . . . . . . . . . . . english


1 - 4 July 2014 . . . . . . . . . . . . . . . . . . Berlin . . . . . . . . . . . . . . . . . . . . english

7 - 10 October 2014 . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . english



You will be better able to:

• Write a real business plan for your initiative

• Present your business plan persuasively

• get approval and negotiate real commitment of resources


Planning your strategy

• Putting your idea in a broader strategic context

• Building the body of your business plan

• Preparing back-up analysis to effectively handle questions and

objections

• use management models to present your arguments

• Considering Different Media for Proposing Your idea

• Creating an elevator pitch

Selling your business plan

• good presentation techniques

• Defending your idea

• securing commitment and resources

• Following up, being persistent

Finishing touches

• Finalizing your business plan

• Defining a clear plan of action with milestone goals and results

clearly outlined

• Peer coaching




essentials of ManagementMaster the basics of management to get things done and create value for your company.WWW.MCE-AMA.COM/190 4 DAYS/4459 EUR (EXCL VAT) /MID-CAREER

BEST SELLER



• improve the outputs from your area of responsibility

• Find more time to devote to leadership and collaboration with

other departments

• Manage your budget and kPi cycle

• Report results

• Run effective meetings

• Manage your schedule and energy levels

• Manage your boss


Module 1: What is Management?

• Manager role and tasks

• Management skills

• What your company expects of you as a manager

• self-motivation: why do i want to be a manager?

Module 2: The Management Cycle

• Overview of the management cycle: planning, organizing,

communicating, controlling

• Planning and organizing

• setting objectives and targets

• Budgeting

• establishing working procedures for your team

• effective communication: methods and tools

• Running effective meetings

• Decision making and consensus building

• implementing and monitoring progress against targets

Module 3: Processes and Workflows

• aligning your objectives cycle with the senior management

decision cycle

• translating objectives into strategies and measures

• Defining clear roles and responsibilities on the team

• Defining processes and workflows to achieve objectives through

your people

• learn from implementation and strive for continuous

improvement

Module 4: The Big Picture

• understanding your company strategy

• How do you contribute? is your team aligned?

• Your role as a link between your team and the organization

• Collaborating with other teams toward a common goal

• networking for better collaboration and visibility

• assertiveness as a key to managing resources

Module 5: Managing Yourself

• Balancing organizational, career, and personal goals

• Prioritization and planning

• Managing time and energy levels

• Handling unexpected events and interruptions

• Dealing with overload of information (email, publications,

reports)

• Helping your team use time more efficiently

• assessing and further developing your skills and career

Module 6: Managing Up

• analyzing your boss’s needs and interests and finding common

ground

• Being a valuable, proactive partner in achieving goals

• keeping communication open

WHO SHOULD ATTEND

Middle managers who would like to be more effective in the

operational aspects of management

DATES & LOCATIONS


10 - 13 February 2014 . . . . . . . . . . . Dubai . . . . . . . . . . . . . . . . . . . . english

17 - 20 March 2014 . . . . . . . . . . . . . Paris. . . . . . . . . . . . . . . . . . . . . . english


7 - 10 april 2014 . . . . . . . . . . . . . . . . istanbul . . . . . . . . . . . . . . . . . . english



7 - 10 July 2014 . . . . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . english



9 - 12 september 2014 . . . . . . . . . . istanbul . . . . . . . . . . . . . . . . . . english


20 - 23 October 2014 . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . english

17 - 20 november 2014 . . . . . . . . . Dubai . . . . . . . . . . . . . . . . . . . . english

24 – 27 november 2014 . . . . . . . . geneva . . . . . . . . . . . . . . . . . . english

9 - 12 December 2014 . . . . . . . . . . london . . . . . . . . . . . . . . . . . . english







Managing Chaos: tools to set Priorities and Make Decisions under Pressureget tools and techniques to manage confusion and transform chaos into controllable challenges.WWW.MCE-AMA.COM/7740 2 DAYS/3024 EUR (EXCL VAT)/MID-CAREER

NEW

WHO SHOULD ATTEND

anyone facing shifting priorities, expanding workloads, tight

deadlines, organizational restructuring, multiple projects and

increased uncertainty

DATES & LOCATIONS

27-28 January 2014 . . . . . . . . . . . . . Paris. . . . . . . . . . . . . . . . . . . . . . english

27-28 March 2014 . . . . . . . . . . . . . . geneva . . . . . . . . . . . . . . . . . . english

16-17 June 2014 . . . . . . . . . . . . . . . . london . . . . . . . . . . . . . . . . . . english

27-28 november 2014 . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . english

29 - 30 January 2015 . . . . . . . . . . . . Paris. . . . . . . . . . . . . . . . . . . . . . english



as a result of participating in this workshop, you will be better able to:

• Reduce, clarify and eliminate chaos within your control

• Remain focused and act more decisively when priorities shift

• Become more assertive and strategic in your communication


• Define chaos you can control

• Critical thinking tools to make tough decisions

• assess problems before rushing to solution

• Planning, workload resources and micromanaging

• Managing changing priorities and shifting demands

• Proactive vs. reactive; time managers vs. priority managers

• analyze and negotiate how you spend your time

• employ assertive responses in all situations

• effectively decline requests from managers, peers and customers

• People issues: how to manage different viewpoints and

personalities

Maximizing OutsourcingProductively manage vendors, contractors and outsourced activities.WWW.MCE-AMA.COM/2244 4 DAYS/4664 EUR (EXCL VAT) /MID-CAREER

WHO SHOULD ATTEND

Managers who need to maintain tight control over suppliers

of goods and services including partners, suppliers, vendors,

consultants, subcontractors, free-lancers and dealers.

DATES & LOCATIONS


22 - 25 april 2014 . . . . . . . . . . . . . . . Barcelona . . . . . . . . . . . . . . . . english


25 - 28 august 2014 . . . . . . . . . . . . Berlin . . . . . . . . . . . . . . . . . . . . english


2 - 5 December 2014 . . . . . . . . . . . london . . . . . . . . . . . . . . . . . . english



You will be better able to:• set up efficient sub-contracting agreements, negotiate the terms• Manage internally-provided services through formal sla’s• Motivate and manage the performance of your providers


Why are you outsourcing? • Be clear about what you’re trying to achieve • implications for how you structure and manage your deal

Selecting a provider • Questions to ask yourself and your potential providers• Managing the bidding process

Structuring the deal • setting up the service level agreement• agreeing on performance targets • Researching the legal and tax implications of outsourcing

Managing the Outsourcing • Regular formal performance reviews • Managing processes vs. managing people

Dealing with Problems • Resolving conflicts • Documenting decisions

Finalizing your action plan • Finalizing your action plan

• Building management credibility and authority




Risk Management for ManagersHelp create a risk-awareness culture in your company.WWW.MCE-AMA.COM/2422 3 DAYS/4254 EUR (EXCL VAT) /MID-CAREER

NEW

WHO SHOULD ATTEND

senior, line and Functional Managers from any industry, who are

confronted with strategy implementation, process enhancements,

internal control processes, and who lead teams up to 150 people.

DATES & LOCATIONS


12 - 14 May 2014 . . . . . . . . . . . . . . . Barcelona . . . . . . . . . . . . . . . . english




You will be better able to:• understand the importance of a culture of risk awareness• Work with all of the key elements of a modern risk management

process• identify the typical risk management organization that monitors the

process


Risk Culture Awareness • the importance of culture • the elements of a risk awareness culture • How to create a risk awareness culture

Setting Objectives • strategy house • Customer value proposition • strategic plan and budget

Risk Identification • strategic risks • Operations risks • Finance risks • information and communication risks

Risk Assessment • Risk assessment tools • Quantitative and qualitative risk assessment

Risk Response • Risk avoidance and transfer• Risk reduction and acceptance

Risk Monitoring Reporting • Risk action plan and its components

• Risk management organization

time Managementlearn how to manage your time to cope with everyday work demands.WWW.MCE-AMA.COM/859 2 DAYS/3024 EUR (EXCL VAT) /MID-CAREER

WHO SHOULD ATTEND

all managers who need to gain greater control of their time and

workload.

DATES & LOCATIONS


17 - 18 February 2014 . . . . . . . . . . . geneva . . . . . . . . . . . . . . . . . . english

17 - 18 March 2014 . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . english

19 - 20 May 2014 . . . . . . . . . . . . . . . istanbul . . . . . . . . . . . . . . . . . . english


30 - 31 October 2014 . . . . . . . . . . . Paris. . . . . . . . . . . . . . . . . . . . . . english






• set objectives and achieve them

• Prioritize and manage multiple demands, tasks and projects

proactively

• Delegate more complex decisions and tasks to team members

• Choose the optimal way to communicate within the

organization

• Make time and energy for private/personal priorities

• Manage stress


• Defining your time and energy challenges

• setting meaningful, high-value goals and achieving them

• Dealing with the mountain of papers and the endless to-do lists

• Planning, scheduling and dealing with interruptions of all kinds

• Maximizing your time and productivity with other people

• Mastering communication: the most effective message and the

most effective medium

• Developing an action plan

• Work/life balance and handling pressure and stress



CommuniCation and influenCing SkillS


Communicate clearly, concisely and effectively to sell your ideas, persuade others to take action and to advance your career.

Workshops

assertiveness for managers neW 30

assertiveness for Women Best Seller 31

Business Communication and Presentation Skills 32

Communicating to Your Senior management and key Stakeholders Best Seller 33

developing Personal influence and impact Best Seller 34

getting Results without formal authority neW 35

How to Communicate with diplomacy, tact and Credibility neW 36

interacting with others to get things done Best Seller 37

managing Conflict Best Seller 38

Strategic negotiation Skills Best Seller 39

all mCe workshops can be fully customized to meet your organization’s specific needs.


Contact mCe today for more information +32 (0)2 543 21 20 | 29 in


assertiveness for managerslearn how to channel assertiveness skills to interact more effectively with people throughout your organization. WWW.MCE-AMA.COM/7741 3 DAYS/4254 EUR (EXCL VAT)/MID-CAREER

NEW



• improve communication by using assertive-responsive skills

• acquire a more polished and powerful communication style

• let your leadership ability emerge

• empower yourself and your staff

• exercise greater influence on others


Conscious communication

• Conscious and unconscious communication

• the thoughts-feelings-behaviours model: its importance for

understanding and controlling your communication

• Beliefs and their role in your communication

• Becoming a flexible communicator, responding appropriately to

different situations

The assertive/responsive model

• the assertive/responsive model and corresponding behaviours

and attitudes

• Human needs and beliefs that drive individuals into modes of

behaviour

Trying on the model

• identifying statements as assertive, responsive, aggressive, non-

assertive

• formulating assertive and responsive statements

• employing communication strategies to reach consensus in a

team

• using a positive feedback discipline in your teamwork

Assertive/responsive skill building

• more complex content

• more complex team challenges

Listening responsively

• assertively staking out a position without becoming aggressive

• exploring another person’s position

• demonstrating complete understanding of opposing views

Emotions and conflict

• identifying your own emotional triggers and better recognizing

those of others

• describing your “personal zone of control”

• managing conflict

Communication styles..

• analyzing a conversation for communication styles

• identify the styles of others

Action planning



Working with you, mCe can adapt the objectives and content of this

workshop to meet the needs of your organization. develop a team of

managers and improve the impact of learning in your organization.

We also offer flexible delivery options. Select from instructor-led






telephone: +32(0)2 543 21 20


WHO SHOULD ATTEND

experienced managers and seasoned professionals with four

or more years’ of experience who want to build their strengths,

resolve conflicts smoothly and exercise greater influence on others.

DATES & LOCATIONS

10 - 12 february 2014 . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . english

17 - 19 march 2014 . . . . . . . . . . . . . geneva . . . . . . . . . . . . . . . . . . english


19 - 21 october 2014 . . . . . . . . . . . dubai . . . . . . . . . . . . . . . . . . . . english

8 - 10 december 2014 . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . english

9 - 11 february 2015 . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . english




WHO SHOULD ATTEND

for women at any level who would like to make better arguments,

get listened to, sell their ideas, and make their impact while still

retaining their own (female) style.

DATES & LOCATIONS


10 - 13 march 2014 . . . . . . . . . . . . . milan. . . . . . . . . . . . . . . . . . . . . english

7 - 10 april 2014 . . . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . english


14 - 17 July 2014 . . . . . . . . . . . . . . . . Barcelona . . . . . . . . . . . . . . . . english

8 - 11 September 2014 . . . . . . . . . . istanbul . . . . . . . . . . . . . . . . . . english

21 - 24 September 2014 . . . . . . . . dubai . . . . . . . . . . . . . . . . . . . . english

20 - 23 october 2014 . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . english


15 - 18 december 2014 . . . . . . . . . london . . . . . . . . . . . . . . . . . . english


9 - 12 march 2015 . . . . . . . . . . . . . . milan. . . . . . . . . . . . . . . . . . . . . english

17 - 20 march 2015 . . . . . . . . . . . . . istanbul . . . . . . . . . . . . . . . . . . english

assertiveness for Womenmake better arguments, get listened to, sell your ideas, and make a positive impact.WWW.MCE-AMA.COM/2348 4 DAYS/4459 EUR (EXCL VAT)/MID-CAREER

BEST SELLER


after this workshop you will be better able to:

• gain visibility for your work

• use different techniques and types of power

• know your core competences and use them to advantage

• influence others to collaborate toward shared goals, or your

goals

• Handle aggressive people

• Build a network and coalition of supporters

• Become a better communicator


the workshop will be facilitated by a female senior manager

who has held several management positions in multinational

organizations. from her own business experiences and personal

knowledge, she will help you to find your strengths and develop

your assertiveness.

Putting assertiveness in a managerial context

• Why you need to be assertive in business

• Why women have more difficulty being assertive and how to

overcome this

• Your assertiveness style and how it impacts others

• Building your profile: professional credibility

• different forms of power, how and when to use them

Assertiveness based on your core qualities

• find your strengths as a woman and as an individual, and use

them for the benefit of all

• Communicating assertively – get your point across

• Being accountable and responsible

• improve your perceived power and credibility - stop apologizing

for everything

Use your assertiveness to handle difficult people and manage

your stress factors

• How to handle conflict constructively.

• difficult conversations, giving and receiving feedback

• Your conflict style and how to use it

• How to say no without feeling guilty

Improve your assertiveness by building a network

• How to build and maintain a network

• identifying and analyzing your stakeholders

• Building influence and rapport with important stakeholder

groups

Action plan to make your improved assertiveness a sustainable

behaviour

• Setting SmaRt goals for improvement

• Continuous development including practice and reflection

• making your new assertive ability a permanent part of your

competence



telephone: +32(0)2 543 21 20




Business Communication and Presentation Skillsincrease your skills in using different communication media effectively to achieve your goals.WWW.MCE-AMA.COM/2312 3 DAYS/ 4254 EUR (EXCL VAT)/MID-CAREER


as a result of participating in this workshop, you will be better able

to:

• Communicate and present with impact

• keep attention and interest during your presentation

• Choose communication channels best fit for purpose

• use the advantages of different channels

• Be able to read your audience’s reaction (even if you can’t see

them)

• make an impact and get the results you are aiming for

• Save travel time, energy and expense


Communication context

• What is your communication purpose in the organization?

• What do you need to communicate about?

• What tools are at your disposal?

• How clear is communication in your company? Why?

• What can you do about it?

• How does better communication help in your career?

Being clear and effective

• Setting clear goals for communication

• understanding needs of person to whom you are

communicating

• active and effective listening

• Questioning skills

• Clear verbal and visual expression

• giving and receiving feedback

• testing for understanding

Communication styles and preferences

• Personality Styles and Communication Styles

• Cultural factors affecting communication

• assessing communication effectiveness

Understanding different media and choosing channels

• Review of different media

• What factors to consider when choosing media

• How to manage when things go wrong in your communication

• How to measure effectiveness

Asynchronous communication skills

• Smarter ways to use email

• Being clear and simple

• getting others to contribute meaningfully

Synchronous communication skills – presenting in real time!

• Preparation and follow-up to maximize a real-time gathering

• Visual aids

• delivering with confidence

• managing questions and discussion

• getting audience feedback even when you can’t see them

Getting into action

• How to establish team guidelines for email and other

communications

• Scoping out your plan, set milestones and key success criteria

WHO SHOULD ATTEND

all managers whose work depends on interaction and exchange

with partners, customers, superiors, colleagues, teams and external

stakeholders, and who are using or considering using technology

to communicate, sell, persuade, or collaborate.

DATES & LOCATIONS



25 - 27 august 2014 . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . english

27 - 29 october 2014 . . . . . . . . . . . Berlin . . . . . . . . . . . . . . . . . . . . english

3 - 5 december 2014 . . . . . . . . . . . london . . . . . . . . . . . . . . . . . . english




WHO SHOULD ATTEND

all middle and upper-level managers who propose strategies

and ideas, or report performance to senior management or other

influential stakeholders.

DATES & LOCATIONS

20 - 23 January 2014 . . . . . . . . . . . . london . . . . . . . . . . . . . . . . . . english

11 - 14 february 2014 . . . . . . . . . . . london . . . . . . . . . . . . . . . . . . english

16 - 19 february 2014 . . . . . . . . . . . dubai . . . . . . . . . . . . . . . . . . . . english

17 - 20 march 2014 . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . english


8 - 11 april 2014 . . . . . . . . . . . . . . . . milan. . . . . . . . . . . . . . . . . . . . . english

19 - 22 may 2014 . . . . . . . . . . . . . . . istanbul . . . . . . . . . . . . . . . . . . english

23 - 26 June 2014 . . . . . . . . . . . . . . . Paris. . . . . . . . . . . . . . . . . . . . . . english

7 - 10 July 2014 . . . . . . . . . . . . . . . . . Berlin . . . . . . . . . . . . . . . . . . . . english




15 - 18 September 2014 . . . . . . . . istanbul . . . . . . . . . . . . . . . . . . english

22 - 25 September 2014 . . . . . . . . Paris. . . . . . . . . . . . . . . . . . . . . . english


3 - 6 november 2014 . . . . . . . . . . . geneva . . . . . . . . . . . . . . . . . . english

9 - 12 december 2014 . . . . . . . . . . london . . . . . . . . . . . . . . . . . . english


9 - 12 february 2015 . . . . . . . . . . . . london . . . . . . . . . . . . . . . . . . english




Communicating to Your Senior management and key Stakeholdersframe your ideas in strategic business language, speak and understand the language of senior managers.WWW.MCE-AMA.COM/2185 4 DAYS/4459 EUR (EXCL VAT)/MID-CAREER

BEST SELLER



• Communicate in a way that senior managers listen to, remember,

and are willing to act upon

• Connect your message to the strategic goals that senior

management cares about

• Handle interruptions and tough questions

• move from approval to action

• improve your profile and credibility


You will bring a key communication project to work on during

this workshop. during the workshop, you will practice, practice,

practice in front of your fellow participants and a video camera,

in a variety of communication and presentation exercises. You

will apply what you learn to your own situation and will have the

opportunity to “rehearse” your own presentation and get feedback

from the facilitator and your fellow participants.

Senior Management, Strategic Direction, Communicating and

You

• Crafting your message and linking it clearly to the strategic

context to get senior management’s attention

• Segmenting your different stakeholder groups and tailoring your

message to the concerns of each

Criteria for Successful Communicating

• different types of message for different situations

• including a clear call to action in your communication

• effective listening for better communication

• using questions strategically

• non-verbal communications

• Storytelling

Presenting your Ideas Persuasively

• Preparing your presentation

• assessing your audience and the context

• getting and keeping attention

• using visual aids, using your voice, using movement for more

impact

• Handling tough questions and interruptions

• using your personal style and strengths

Finalizing your plan for communicating to senior management

• deliver your presentation and get feedback

• defending your idea assertively

• develop your personal action plan



developing Personal influence and impactnavigate politics and the “informal” organization to secure resources, collaborate and get things done.WWW.MCE-AMA.COM/205 4 DAYS/4459 EUR (EXCL VAT)/MID-CAREER

BEST SELLER



to:

• navigate the politics in your organization and between

organizations

• understand yourself and others better

• Be assertive without being aggressive

• manage difficult situations gracefully, allowing others to save

face

• Build your informal network, internally and externally

• Build a reputation for credibility and trustworthiness


You will have many opportunities to practice your influence skills

through a variety of case studies, exercises and role plays, with

feedback from your facilitator and your fellow participants.

You, Influence and the Managerial Context

• Your own influencing style and skill level

• the role of influence in management

• essentials of influence - power, politics, persuasion, and goal

achievement

• identify your own influencing challenge

Navigate your organization’s politics

• Situational awareness: reading the dynamics behind

organizational politics

• manipulation and influence from an ethical point of view

• typical influence tactics, and how to defend yourself against

them

• How to construct an influence map to analyze and develop an

influence approach

Build networks and coalitions

• networking, the power of an informal network and how to use it

to achieve your goals

• gaining credibility through empathy, honesty, and trust

• using the influence map to determine what you and your

potential coalition partners need

Persuade, and win over the resistors

• Creating presence and communicating powerfully

• demonstrating credibility and authenticity through facts,

emotions/values and visuals

• Persuasion techniques

• Being assertive

• identifying resistance, the different types of resistors, and how to

handle them

• Coaching on your individual influencing challenges

• develop an “influencing” action plan

WHO SHOULD ATTEND

managers who need to implement the strategy and get things

done, but who require the collaboration and support of people

over whom they have no authority. they need to influence

individuals and groups in order to get things done.

DATES & LOCATIONS



3 - 6 march 2014 . . . . . . . . . . . . . . . . geneva . . . . . . . . . . . . . . . . . . english

17 - 20 march 2014 . . . . . . . . . . . . . london . . . . . . . . . . . . . . . . . . english

7 - 10 april 2014 . . . . . . . . . . . . . . . . Paris. . . . . . . . . . . . . . . . . . . . . . english






5 - 8 august 2014 . . . . . . . . . . . . . . . kuala lumpur . . . . . . . . . . . . english


25 - 28 august 2014 . . . . . . . . . . . . Barcelona . . . . . . . . . . . . . . . . english

8 - 11 September 2014 . . . . . . . . . . Barcelona . . . . . . . . . . . . . . . . english

15 - 18 September 2014 . . . . . . . . istanbul . . . . . . . . . . . . . . . . . . english

21 - 24 october 2014 . . . . . . . . . . . Paris. . . . . . . . . . . . . . . . . . . . . . english

17 - 20 november 2014 . . . . . . . . . istanbul . . . . . . . . . . . . . . . . . . english






16 - 19 march 2015 . . . . . . . . . . . . . london . . . . . . . . . . . . . . . . . . english



WHO SHOULD ATTEND

any professional who needs to get work done through others or

needs to convince another person to buy into an idea or follow up

on a request.

DATES & LOCATIONS


2 - 4 June 2014 . . . . . . . . . . . . . . . . . Barcelona . . . . . . . . . . . . . . . . english



getting Results without formal authoritylearn how to influence others when there is lack of authority by using your personal power, persuasion and negotiation.WWW.MCE-AMA.COM/7738 3 DAYS/4254 EUR (EXCL VAT)/MID-CAREER

NEW



• establish or regain credibility so you can begin to influence people

• effectively use your power base to persuade others

• understand the person you’re trying to influence—and persuade

through give-and-take develop and grow relationships within

your organization and beyond

• Create a collaborative work environment for faster, better results

• let work styles and communication differences work for, not

against, you

• Successfully sell your ideas and implement change

• achieve trust and give-and-take relationships up, down and across

the organization

• influence people while projecting self-confidence without being

pushy

• adapt your style to the person or situation you’re dealing with

• identify various negotiating techniques that promote win-win

outcomes


Personal Power

• understanding your personal power

• Personal power behaviours

• attributes of effective/ineffective influencers

• Your power relative to the other person

• influence strategies

• Commitment model: why commitment from others doesn’t

happen by chance

Reciprocity and Relationships: The First Step in the Influence

Process

• mental model of influence

• Reciprocity assessment and case study

• Principles of reciprocity

• Building relationships

• Creating partnership

Personal Preference

• linkages between personal styles and reciprocity, relationship,

partnership

• Style indicator and interpretation tool

• Blind spots in your self-knowledge

• the negative attribution cycle

Persuasion

• key components of persuasion: discovery, preparation, dialogue

• the need to adjust to different audiences

• understanding the world of the other person

• the role of investment and risk in persuasion

• achieving credibility

• managing stakeholders

• Reaching a common goal

• Selling your position by providing evidence

• Connecting emotionally

• Best form of communication: listening, questioning

• Practicing persuasion techniques

When Conflict Comes Between You and Your Desired Results

• approaches to conflict resolution

• Conflict activity

• giving and receiving feedback

• using a win-win mind-set

Getting Better Results through Negotiation

• Power, information, timing and approach

• Basic principles of negotiation

• Various steps in negotiation

• final negotiation activity

Developing an Action Plan



How to Communicate with diplomacy, tact and CredibilityChoose and use the most appropriate words and emotional tone for every business situation.WWW.MCE-AMA.COM/7736 2 DAYS/3024 EUR (EXCL VAT)/MID-CAREER

NEW


How well you communicate can make or break your

professional image, influencing how others view your work, your

performance…even your technical skill sets and your prospects

for career mobility. this communication skills seminar will teach

you how to choose and use the most appropriate words and

emotional tone for every business situation.


to:

• Respond in a professional manner, even when you’re out of your

comfort zone

• elicit cooperation and respect by modeling

• improve your image through the increased self-awareness you

will gain in this communication skills seminar


How Diplomacy, Tact and Credibility Influence How Others

Perceive You

• How “image” impacts others’ perception of you, your credibility

and your job performance

• use diplomacy, tact and credibility to positively impact your

image

• Communication-based components of image

Communication Style Differences: The Insight Inventory®

• develop awareness of your communication style

• How stress negatively impacts how you communicate

• “Read” others so that you can communicate more effectively

• utilize diplomacy, tact and credibility when communicating

across styles

Effective and Powerful Communication Skills

• How to positively impact the visual, verbal and vocal

components of communication

Listening for Effective Communication

• the barriers and obstacles to effective listening

• How good listening is critical as a “receiver” of a communication

message

• Build rapport through good listening skills

• How to use active listening skills

• using listening skills to build and improve your “image”

Using Diplomacy, Tact and Credibility

• understand how and when to use diplomacy

• How and when to be tactful

• the concept of credibility: what it is, how to use it when

communicating

• five actions for credible communication

• How to handle difficult situations with diplomacy, tact and

credibility

Your Communication Action Plan

WHO SHOULD ATTEND

Professionals who want to advance their credibility with diplomatic

communication should attend this valuable communication skills

seminar.

DATES & LOCATIONS



11 - 12 december 2014 . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . english


23 - 24 march 2015 . . . . . . . . . . . . . istanbul . . . . . . . . . . . . . . . . . . english



interacting with others to get things done learn how to improve your working relationships to improve your business results.WWW.MCE-AMA.COM/180 4 DAYS/4664 EUR (EXCL VAT)/MID-CAREER

BEST SELLER



• approach difficult people and collaborate with them to get the

job done

• know your own style, how you are perceived by others

• Recognize other styles in your colleagues and bridge your style

to theirs.

• Persuade different types of people


Context and purpose

• attributes of interpersonally effective people

• don’t take it personally

• Context for working relationships and workplace conflicts

• Setting shared goals to work toward

Picking your battles

• You can’t please everybody – identifying your most important

stakeholders

• assessing the relationship and identifying their key concerns

Diagnosing relationships

Identify relationship stressors

• Clashing values

• Clashing perceptions of the world Stress caused by

organizational change

• faulty processes and structures

Your relationship style

• Your personal style and its impact on others

• How different styles can collaborate more effectively

• Cross-cultural differences and how to bridge them for better

collaboration

Exemplary practice in interpersonal relations

• Better communication and listening techniques

• influencing skills

• negotiating your way to better relationships

• Resolving conflicts in the spirit of win-win and achieving

company objectives

• Conducting difficult conversations: tact, candor and results

Improving yourself

• Building trustworthiness and credibility

• Building a network of allies

• identifying areas for development and personal action planning

WHO SHOULD ATTEND

all managers who feel the need to increase their business

effectiveness by improving their relationships with others.

DATES & LOCATIONS


19 - 22 January 2014 . . . . . . . . . . . . dubai . . . . . . . . . . . . . . . . . . . . english

3 - 6 february 2014 . . . . . . . . . . . . . dubai . . . . . . . . . . . . . . . . . . . . english


10 - 13 march 2014 . . . . . . . . . . . . . dubai . . . . . . . . . . . . . . . . . . . . english




2 - 5 June 2014 . . . . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . english




5 - 8 august 2014 . . . . . . . . . . . . . . . kuala lumpur . . . . . . . . . . . . english

11 - 14 august 2014 . . . . . . . . . . . . milan. . . . . . . . . . . . . . . . . . . . . english

1 - 4 September 2014 . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . english


20 - 23 october 2014 . . . . . . . . . . . Barcelona . . . . . . . . . . . . . . . . english





1 - 4 february 2015 . . . . . . . . . . . . . dubai . . . . . . . . . . . . . . . . . . . . english


9 - 12 march 2015 . . . . . . . . . . . . . . dubai . . . . . . . . . . . . . . . . . . . . english




managing Conflictdevelop the skills and acquire the tools to resolve conflicts and create value for your organization.WWW.MCE-AMA.COM/897 3 DAYS/4049 EUR (EXCL VAT)/MID-CAREER

BEST SELLER



• Resolve conflicts in which you are involved, as well as those of

third parties

• face and handle conflicts assertively, and with greater

confidence, leveraging your own strengths

• get to the underlying, unexpressed issues in a conflict

• go for solutions that are workable and acceptable for all parties

involved

• manage emotions- yours and those of others


Understanding conflict

• What is conflict?

• the driving forces of conflict

• the types and phases of conflict

• Conflict as a negative versus a positive force

Self-assessment in conflict situations

• exploring your own beliefs about conflict

• Conflict situations in your life

• Personal conflict style assessment instrument

• dealing with the conflict styles of others

Assessing the conflict

• Conflict analysis model

• differentiating between positions and interests

• disentangling the dimension of conflict

• Stakeholder analysis

Your roadmap to constructive conflict resolution

• establishing and achieving outcomes

• developing a step by step process towards your goals

• Strategies and steps towards lasting solutions

• identifying the hurdles to reaching your outcomes

Communication in conflict

• active listening and effective information management

• appropriate assertive communication

• giving and receiving constructive criticism

• the role of perception

Managing emotions

• developing awareness of your emotions

• Recognizing your emotional triggers

• How to deal with your emotions in conflict

• How you can deal with emotional response of others

Culture and conflict

• the role of culture in conflict

• What to pay attention to

• How to use cultural diversity constructively

WHO SHOULD ATTEND

managers who regularly need to resolve conflicts, either within

their own teams, or in cross-functional relationships with teams

whose collaboration they need to get the job done.

DATES & LOCATIONS

18 - 20 february 2014 . . . . . . . . . . . geneva . . . . . . . . . . . . . . . . . . english

31 march - 2 april 2014 . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . english







18 - 20 february 2015 . . . . . . . . . . . geneva . . . . . . . . . . . . . . . . . . english

30 march - 1 april 2015 . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . english




Working with you, mCe can adapt the objectives and content of

this workshop to meet the needs of your organization. develop

a team of managers and improve the impact of learning in your

organization.

We also offer flexible delivery options. Select from instructor-

led classroom delivery, a blended learning solution, a virtual

classroom, e-learning modules or a combination of the above to

develop your people in the most effective way possible.



telephone: +32(0)2 543 21 20



Strategic negotiation Skillsget the best agreement, cope with difficult negotiators and work effectively with different cultures.WWW.MCE-AMA.COM/781 3 DAYS/4254 EUR (EXCL VAT)/MID-CAREER

BEST SELLER


You will be able to better influence the environment around you

and come to workable deals that lead to better business results by:

• Preparing a cohesive negotiation strategy for important deals

• defending yourself against aggressive negotiating tactics

• dealing with different cultures and negotiation styles

• managing your emotions and behaviour

• keeping everyone focused on positive outcomes


You will be able to practice the techniques in business simulations,

with feedback from your facilitators and fellow participants.

Quick review of the basics

• Skills and competencies of a good negotiator

• different types of negotiation situation

• Basic concepts (win-win vs. win-lose, Batna, ZoPa, etc)

• evaluating the situation: when to negotiate and when not

The Negotiation Process

We look at the challenges of each stage, what tends to go wrong

and best practice in setting it right.

• Stage 1: Setting goals

• Stage 2: Research interests and alternatives of both parties

• Stage 3: Plan strategy

• Stage 4: exchanging information

• Stage 5: opening the negotiation

• Stage 6: Bargaining to create highest value

• Stage 7: Closing with real commitment to the deal

Negotiation Strategy and Techniques

• negotiating/conflict handling styles - you vs. others

• Choosing a negotiation style appropriate for the situation

• Creative bargaining – identifying opportunities for win-win

• negotiation tactics and techniques for different situations

• Cross-cultural negotiations

• defending yourself against high-pressure negotiation tactics

Handling Yourself in a Negotiation

• assertiveness and conflict management skills

• managing your emotions and behaviour

• Building credibility and reputation for fair dealing

• different schools of ethics

• Complex, multi-party negotiation exercise

WHO SHOULD ATTEND

experienced managers of every function, both line and support,

who recognize the need to negotiate their way to achieving

objectives in today’s complex organizations. Participants should

already have a basic level of negotiation skill to get the most out of

this workshop.

DATES & LOCATIONS


9 - 11 february 2014 . . . . . . . . . . . . dubai . . . . . . . . . . . . . . . . . . . . english


7 - 9 april 2014 . . . . . . . . . . . . . . . . . Paris. . . . . . . . . . . . . . . . . . . . . . english

7 - 9 may 2014 . . . . . . . . . . . . . . . . . . istanbul . . . . . . . . . . . . . . . . . . english



4 - 6 august 2014 . . . . . . . . . . . . . . . Barcelona . . . . . . . . . . . . . . . . english







8 - 10 february 2015 . . . . . . . . . . . . dubai . . . . . . . . . . . . . . . . . . . . english



ExEcutivE AssistAnts

Develop the knowledge and capabilities you need to fulfil a vital role in your organization

Workshops

communication and influence for Executive Assistants Best seller 41

the Fundamentals of Finance for Executive Assistants 42

the Professional Executive Assistant Best seller 43

Project Management for Executive Assistants Best seller 44

Writing skills for Executive Assistants 44

All McE workshops can be fully customized to meet your organization’s specific needs.

contact us today for more information: [email protected], or call: +32 (0)2 543 21 20.


contact McE today for more information +32 (0)2 543 21 20 | 41 in

communication and influence for Executive AssistantsDevelop the people skills to maximize your personal and professional potential.WWW.MCE-AMA.COM/899 3 DAYS/2614 EUR (EXCL VAT)/EXECUTIVE ASSISTANT

BEST SELLER



• use interpersonal skills and abilities to maximize your personal

and professional potential

• identify your strengths and qualities that are the sources of self-

empowerment

• Work with others more confidently under pressure

• take on future challenges


Self-awareness

• Personal assessment: Your values, beliefs, attitudes, strengths and

shortcomings

• Assessing personal and professional goals

• Define your personality types

• Your roles in work and at home

Personal openness

• Personal style, valuing differences

• impact of style on cultures

• Giving and receiving feedback

• Presenting yourself/your ideas with confidence and clarity

• Developing a positive image

Handling conflict, frustration and stress

• What is stress? its positive and negative effects on us

• Know how to cope under stress and pressure

• taking and maintaining control

• Relaxation and positive motivation techniques that ensure

success

• Making choices

• Managing and thriving on our emotional intelligence

Assertiveness

• understanding internal and external sources of conflict

• Expectations of others

• Defining assertiveness and its impact

• the rights you give yourself

• Behaviours and words that count

• Dealing with emotions, negotiating with win/win outcomes

• Developing self-confidence

• Ability to say no and overcoming guilt

Making commitments to your personal development

• Making choices and managing personal change

• Building self-esteem and emotional intelligence

• Being clear about the results you want

• Making personal and professional action plans

• Developing your network

WHO SHOULD ATTEND

Executive Assistants, Executive secretaries and Administrative

Assistants who manage a range of responsibilities, projects and

tasks in support of senior executives.

DATES & LOCATIONS

2 - 4 February 2014 . . . . . . . . . . . . . Dubai . . . . . . . . . . . . . . . . . . . . English

17 - 19 February 2014 . . . . . . . . . . . BrusselsB . . . . . . . . . . . . . . . . . English

24 - 26 March 2014 . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . English

14 - 16 April 2014 . . . . . . . . . . . . . . . Barcelona . . . . . . . . . . . . . . . . English

26 - 28 May 2014 . . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . English

23 - 25 June 2014 . . . . . . . . . . . . . . . Paris. . . . . . . . . . . . . . . . . . . . . . English

7 - 9 July 2014 . . . . . . . . . . . . . . . . . . Berlin . . . . . . . . . . . . . . . . . . . . English

11 - 13 August 2014 . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . English

25 - 27 August 2014 . . . . . . . . . . . . Barcelona . . . . . . . . . . . . . . . . English

29 september - 1 October 2014 . Milan. . . . . . . . . . . . . . . . . . . . . English

20 - 22 October 2014 . . . . . . . . . . . istanbul . . . . . . . . . . . . . . . . . . English

12 - 14 november 2014 . . . . . . . . . Geneva . . . . . . . . . . . . . . . . . . English

8 - 10 December 2014 . . . . . . . . . . London . . . . . . . . . . . . . . . . . . English

1 - 3 February 2015 . . . . . . . . . . . . . Dubai . . . . . . . . . . . . . . . . . . . . English

2 - 4 February 2015 . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . English

23 - 25 March 2015 . . . . . . . . . . . . . istanbul . . . . . . . . . . . . . . . . . . English




the Fundamentals of Finance for Executive Assistantsunderstand the language of finance and accounting and how to measure overall company performance.WWW.MCE-AMA.COM/111 3 DAYS/2614 EUR (EXCL VAT)/EXECUTIVE ASSISTANTS


You will be able to:

• understand key terms and concepts in finance and accounting

• understand how financial tools allow you to plan, measure and

control an organization’s performance

• Better assist your manager in financial matters

• identify facts and figures affecting your organization

• Make sense of a set of basic financial statements

• Prepare a meaningful budget


How to talk the basic language of finance and accounting

• Definitions and terms

• the function and fundamentals of accounting

• numbers - the common language of business

The key financial statements

• Learning the construction and purpose of the profit and loss

account, the balance sheet, the statement of sources and uses of

funds and the statement of retained earnings

• understanding how these statements interrelate

• How to really understand your company’s annual report

How is an international business financed?

• international financial management

• short, medium or long-term financing

• understanding the various sources of finance and their different

uses

• What is the difference between debt and equity financing?

How do you measure overall company performance?

• calculating return on investment (ROi)

Helping to prepare a business plan

• understanding the principles behind a business plan

• understanding contribution accounting

• Layout and practical examples

How to prepare an effective budget

• Putting together the individual parts of a budget

• Gaining the benefits of budgetary control

WHO SHOULD ATTEND

Management assistants, executive secretaries and administrative

assistants who want to develop a basic understanding of financial

operations and concepts.

DATES & LOCATIONS


2 - 4 June 2014 . . . . . . . . . . . . . . . . . Barcelona . . . . . . . . . . . . . . . . English

6 - 8 August 2014 . . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . English


15 - 17 December 2014 . . . . . . . . . London . . . . . . . . . . . . . . . . . . English


23 - 25 March 2015 . . . . . . . . . . . . . Geneva . . . . . . . . . . . . . . . . . . English

MCE WORKSHOP CAN BE FULLY CUSTOMIzED TO MEET


Working with you, McE will adapt the objectives and content

of open-enrolment workshops to meet the needs of your

organization. Develop a team of executive assistants or a team of

managers and improve the impact of learning in your organization.






Email: [email protected]

telephone: +32(0)2 543 21 20



contact McE today for more information +32 (0)2 543 21 20 | 43 in

WHO SHOULD ATTEND

Executive Assistants, Executive secretaries and Administrative

Assistants who manage a range of responsibilities, projects and

tasks in support of senior executives.

DATES & LOCATIONS

26 - 29 January 2014 . . . . . . . . . . . . Dubai . . . . . . . . . . . . . . . . . . . . English

10 - 13 February 2014 . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . English



8 - 11 April 2014 . . . . . . . . . . . . . . . . Barcelona . . . . . . . . . . . . . . . . English

20 - 23 May 2014 . . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . English

17 - 20 June 2014 . . . . . . . . . . . . . . . Paris. . . . . . . . . . . . . . . . . . . . . . English

1 - 4 July 2014 . . . . . . . . . . . . . . . . . . Berlin . . . . . . . . . . . . . . . . . . . . English

15 - 18 July 2014 . . . . . . . . . . . . . . . . Barcelona . . . . . . . . . . . . . . . . English

5 - 8 August 2014 . . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . English

19 - 22 August 2014 . . . . . . . . . . . . Barcelona . . . . . . . . . . . . . . . . English

23 - 26 september 2014 . . . . . . . . Milan. . . . . . . . . . . . . . . . . . . . . English

14 - 17 October 2014 . . . . . . . . . . . istanbul . . . . . . . . . . . . . . . . . . English

3 - 6 november 2014 . . . . . . . . . . . Geneva . . . . . . . . . . . . . . . . . . English

16 - 19 november 2014 . . . . . . . . . Dubai . . . . . . . . . . . . . . . . . . . . English

15 - 18 December 2014 . . . . . . . . . Berlin . . . . . . . . . . . . . . . . . . . . English

26 - 29 January 2015 . . . . . . . . . . . . Dubai . . . . . . . . . . . . . . . . . . . . English

9 - 12 February 2015 . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . English



the Professional Executive AssistantDefine and set personal objectives and develop a plan for your own career and knowledge developmentWWW.MCE-AMA.COM/170 4 DAYS/2819 EUR (EXCL VAT)/EXECUTIVE ASSISTANTS

BEST SELLER


By attending this workshop, you will:

• Enhance your interpersonal skills

• improve your formal and informal communication skills

• Become a more confident decision maker

• Be able to apply creative thinking to difficult situations


The role of the Professional Executive Assistant

• understanding organizations, new business and organizational

trends, and how this affects the executive assistant’s role

• understanding yourself, your boss and others (styles and profiles)

• tips for cross-cultural and remote working

Improving informal and formal communication skills

• skills and strategies for handling important relationships (e.g.

bosses, customers and colleagues)

• tools and techniques to improve performance through better

listening, comprehension and self-projection

• Practical tips for improving self-confidence through non-verbal

communication

Assertiveness

• Effective techniques for negotiating, persuading and influencing

others

• How to be assertive (not passive or aggressive)

• Managing difficult relationships with tact and professionalism

Groups and team-working

• Practical approaches to effective team working and cross

(departmental) team collaboration for the executive assistant

Managing time... effectively!

• time management techniques

• setting priorities and activity strategies

• Effective delegation strategies

Professional development

• Goal setting - a key to development

• Performance description - a tool for success

Thinking and creativity

• creative thinking approaches

• Developing your creative potential

Decision making

• Diagnosing and analyzing issues

• concentrating, thinking clearly and making decisions effectively

• Getting your decisions implemented



Project Management for Executive AssistantsAct as a central partner, interact with various departments and monitor the budget and schedule.WWW.MCE-AMA.COM/872 2 DAYS/2409 EUR (EXCL VAT)/EXECUTIVE ASSISTANTS

BEST SELLER

WHO SHOULD ATTEND

this workshop is designed for those who carry out assignments, whether or not they are called projects, in any business area or profession, including: Executive assistants and administrators, Business center services staff, Project support staff

DATES & LOCATIONS

27 - 28 March 2014 . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . English7 - 8 April 2014 . . . . . . . . . . . . . . . . . Milan. . . . . . . . . . . . . . . . . . . . . English5 - 6 June 2014 . . . . . . . . . . . . . . . . . Barcelona . . . . . . . . . . . . . . . . English11 - 12 August 2014 . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . English2 - 3 October 2014 . . . . . . . . . . . . . . Milan. . . . . . . . . . . . . . . . . . . . . English23 - 24 October 2014 . . . . . . . . . . . istanbul . . . . . . . . . . . . . . . . . . English17 - 18 november 2014 . . . . . . . . . Geneva . . . . . . . . . . . . . . . . . . English18 - 19 December 2014 . . . . . . . . . London . . . . . . . . . . . . . . . . . . English23 - 24 March 2015 . . . . . . . . . . . . . istanbul . . . . . . . . . . . . . . . . . . English26 - 27 March 2015 . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . English


After attending this workshop, you will:• Feel more confident about accepting responsibility for new

projects• understand the importance of communication within the

project team• Be able to identify and apply tools to help you manage the

process more effectively• Be better able to stay in control of your projects• Know how to deal with unexpected setbacks


• Factors that influence project success, and classic ways of managing them

• understanding the customer’s requirements• Planning, executing and controlling the project• Dealing with the unexpected, by risk and issue management• communicating the right things to the right people, at the right time• closing the project in an orderly manner

Writing skills for Executive AssistantsLearn key principles of writing with focus, shaping your message and managing minutes of meetings.WWW.MCE-AMA.COM/1052 2 DAYS/2409 EUR (EXCL VAT)/EXECUTIVE ASSISTANTS

WHO SHOULD ATTEND

Management assistants, executive secretaries and administrative assistants.

DATES & LOCATIONS

26 - 27 January 2014 . . . . . . . . . . . . Dubai . . . . . . . . . . . . . . . . . . . . English27 - 28 March 2014 . . . . . . . . . . . . . Geneva . . . . . . . . . . . . . . . . . . English10 - 11 April 2014 . . . . . . . . . . . . . . . Barcelona . . . . . . . . . . . . . . . . English26 - 27 June 2014 . . . . . . . . . . . . . . . Paris. . . . . . . . . . . . . . . . . . . . . . English7 - 8 August 2014 . . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . English23 - 24 October 2014 . . . . . . . . . . . istanbul . . . . . . . . . . . . . . . . . . English11 - 12 December 2014 . . . . . . . . . Berlin . . . . . . . . . . . . . . . . . . . . English4 - 5 February 2015 . . . . . . . . . . . . . Dubai . . . . . . . . . . . . . . . . . . . . English5 - 6 February 2015 . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . English26 - 27 March 2015 . . . . . . . . . . . . . Geneva . . . . . . . . . . . . . . . . . . English26 - 27 March 2015 . . . . . . . . . . . . . istanbul . . . . . . . . . . . . . . . . . . English


You will learn how to:• Write successful and effective letters, minutes, proposals,

executive summaries and emails• structure documents quickly • communicate clearly, concisely and persuasively • Handle difficult situations effectively in writing


As an executive assistant, you often find yourself in a position where you are presenting your organisation and its activities in writing. What you write, and how you write it, can have an important impact on the people reading your words both inside and outside the organisation. Your words matter. this workshop helps you identify the tools and strategies that work best in the different situations in which you communicate in writing. it will also help you develop the fundamental skills needed to be an efficient writer someone who can get the right words on paper quickly and effectively. You will be able to communicate more clearly, more concisely and more persuasively.• Words and their impact, both inside and outside the organization• the tools and strategies that work best in the different situations • the fundamental skills to get the right words on paper quickly and

effectively


Finance & analytics

Prepare the Finance team to play their key role in strategic decisions in your organization

Workshops

analytics: tools and techniques to tame Big Data neW 46

Budgeting, Forecasting and cash Flow Management Best seller 47

Financial Planning and analysis for controllers Best seller 48

Fundamentals of Finance and accounting Best seller 49

strategic Finance for senior Finance executives 50

treasury and cash Management 50

all Mce workshops can be fully customized to meet your organization’s specific needs.


contact Mce today for more information +32 (0)2 543 21 20 | 45 in


analytics: tools and techniques to tame Big DataMake smarter business decisions using these powerful data analysis methods.WWW.MCE-AMA.COM/7739 3 DAYS/4254 EUR (EXCL VAT)/MID-CAREER

NEW


are you tired of being under constant pressure to make the right

numbers-based decisions for your organization? are you too often

overwhelmed by an out-of-control flood of numerical information,

much of it conflicting and confusing? this seminar goes beyond

the qualitative side of data analysis to explore proven quantitative

tools and methods for analyzing, interpreting and utilizing data so

that more informed and reliable business decisions can be made.

take this workshop to solve the problem of how to productively

handle the spreadsheets, reports and information that pile up in

your inbox every day—and lose the angst that goes with it!


to:

• apply best practices and tools to organize, interpret, and

summarize quantitative data

• create a repeatable process to analyze data and identify patterns

not apparent at first glance

• Reduce “analysis paralysis” and go from hard data to well-

reasoned conclusions in less time


Big data—it’s not just size

• the importance of effectively analyzing big data in business

today

• steps to analyze big data

• Using “five-why analysis” to establish a clear objective when

analyzing big data

The collection process

• Recognizing and applying various data collection methods

• identifying and resolving problems associated with data

collection

• articulating the pros and cons of data manipulation

• Determining if data samples are adequate

Analysis—using business intelligence tools

• Describing the issues and trends in today’s analytical field

• Utilizing the Microsoft excel® analysis toolpak

• choosing the appropriate software to analyze your data

Interpretation—assessing results

Articulating the importance of accurately interpreting data

Determining and analyzing risk, uncertainty, and probability

Identifying patterns, trends, and fluctuations through

correlation, regression, and descriptive statistics

The art of presenting big data

• applying a process to present big data clearly

• selecting the appropriate presentation format to communicate

your findings effectively to your audience

• Using findings from big data to drive decisions within your

organization



Working with you, Mce will adapt the objectives and content


organization. Develop a team of managers and improve the

impact of learning in your organization.







telephone: +32(0)2 543 21 20


WHO SHOULD ATTEND

Managers, individual contributors and others who need ways to

quantitatively and accurately analyze the mountains of data that

come across their desk each minute of every day.

DATES & LOCATIONS





WHO SHOULD ATTEND

senior managers of operational units, general managers, or

department heads with budget responsibility.

DATES & LOCATIONS

26 - 30 January 2014 . . . . . . . . . . . . Dubai . . . . . . . . . . . . . . . . . . . . english


10 - 14 March 2014 . . . . . . . . . . . . . Milan. . . . . . . . . . . . . . . . . . . . . english








8 - 12 september 2014 . . . . . . . . . . Barcelona . . . . . . . . . . . . . . . . english



14 - 18 December 2014 . . . . . . . . . Dubai . . . . . . . . . . . . . . . . . . . . english



9 - 13 March 2015 . . . . . . . . . . . . . . Milan. . . . . . . . . . . . . . . . . . . . . english

Budgeting, Forecasting and cash Flow ManagementGain the financial skills and tools to make realistic budgets, manage cash, and deliver results.WWW.MCE-AMA.COM/85 5 DAYS/4664 EUR (EXCL VAT)/MID-CAREER

BEST SELLER



• Pinpoint the key drivers of financial performance in your unit

• Plan the projects activities that will help you achieve your goals

• Prepare a realistic budget and gain approval from senior

management

• Prepare a financial investment case for projects and initiatives

• establish meaningful forecasts and business plans


Budgets and forecasting

• Preparing and presenting annual plans

• Rolling forecasts – what are they and how to prepare /manage

them

• Variance analysis and reporting

Sources of finance and cash flow

• Raising new finance – different methods

• Managing cash flow: when credit and cash are tight

• short term vs. long term – taking care of today while planning for

the future

Customers, clients and key activities

• segmenting customers by their real needs – identifying the

profitable segments

• Managing customer loyalty as a driver of future revenues

• implications of going for growth vs. going for profit

New product development and launch

• Product life cycles

• Buy or build decisions

• R&D costs

• Future predictions of growth and profit for new activities

Capital expenditure decisions

• Benefits of the proposed investment and impact on cash flows

• asset depreciation rates

• Payback period

• Risk analysis

Insourcing and Outsourcing

• core vs. non-core activities

• When and how to do it

• Preparing a business case

Profit Improvement Programmes

• setting up a plan for improvement

• setting must-win goals, must-do activities and milestones

• allocating resources and responsibility

Dealing with finance departments

• Understanding finance basics

• Key financial ratios that drive the business

• non-tangible benefits



WHO SHOULD ATTEND

Financial managers responsible for controllership, financial

planning, budgeting and reporting

DATES & LOCATIONS




7 - 10 april 2014 . . . . . . . . . . . . . . . . Barcelona . . . . . . . . . . . . . . . . english

5 - 8 May 2014 . . . . . . . . . . . . . . . . . . istanbul . . . . . . . . . . . . . . . . . . english



18 - 21 august 2014 . . . . . . . . . . . . Kuala lumpur . . . . . . . . . . . . english

8 - 11 september 2014 . . . . . . . . . . istanbul . . . . . . . . . . . . . . . . . . english


17 - 20 november 2014 . . . . . . . . . Geneva . . . . . . . . . . . . . . . . . . english

8 - 11 December 2014 . . . . . . . . . . Paris. . . . . . . . . . . . . . . . . . . . . . english



9 - 12 March 2015 . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . english

Financial Planning and analysis for controllersexamine accounting regulations, budgeting, forecasting and KPi tools to support your company’s financial reporting activities.WWW.MCE-AMA.COM/84 4 DAYS/4459 EUR (EXCL VAT)/MID-CAREER

BEST SELLER


By participating in this workshop you will increase your skills and

ability to:

• Understand and perform the function of Financial planning and

analysis in the company’s planning and control cycle

• Review and prepare rolling financial forecasts as alternative

measures of performance

• identify and manage business-relevant KPi’s at business unit and

corporate level

• Perform basic action-oriented reporting


The Role of the Controller

• changing role of the controller

• controllership functions and organizational relationships

• selling ideas to upper management

• Managing in a rapidly changing environment

Financial planning and budgeting systems

• characteristics of a planning and control cycle

• strategic planning, business planning, and operational planning

• characteristics of different types of financial planning

Financial Planning and Budgeting

Budgeting functions and systems

• Function of budgeting

• systems of budgeting

• Beyond budgeting?

Budgeting process, procedures and behaviour

• How to organize the budgeting process

• contingency and slack in budgets

• What makes a good budget

Latest developments in Accounting Regulations

Key performance indicators (KPI)

• external and internal KPi

• Financial and non-financial KPi

• corporate and business unit KPi

Analyzing financial performance

• Purpose of performance analysis

• Different types of analysis

• interpreting and understanding outcomes

Reporting, Managing Risks and Forecasting

• identifying and managing risks

• the need for forecasting

• Rolling forecasting: Revenue, costs and capital forecasting

• Relation between budgeting and reporting

• Reporting formats and the target audience: basic rules of

communication

Action-oriented Reporting

• Why finance numbers alone are not enough

• From financial reports to action-oriented reporting

Summary and Evaluation



Fundamentals of Finance for non-financial ManagersUnderstand, interpret and act on financial information that contributes to business profitability.WWW.MCE-AMA.COM/67 5 DAYS/4664 EUR (EXCL VAT)/MID-CAREER

BEST SELLER


you will be better able to:

• Understand the language and basic concepts of finance

• Better understand the requirements of finance

• apply financial concepts and methods to your own business

decisions


Role of finance

• the various functions of the Finance department

• external reporting requirements

• internal role: supporting the organization

Financial accounting

• Understanding and applying accounting principles

• Recognition of revenues and costs

• constructing a P&l and a balance sheet

• elements of a cash flow statement

• constructing a cash flow statement

Financial ratios and analysis

• Financial ratios: measuring profitability, liquidity and assets

management

• case study to analyze a business, including a presentation of your

findings

Working capital and asset management

• the importance of working capital management

• Methods to measure inventory, accounts receivable, accounts

payable

• Methods to reduce inventory

• Methods to reduce accounts receivable

• Methods to keep capital expenditure under control

Costing and pricing

• the significance of various cost concepts and methods

• Distinguishing between relevant and non-relevant costs for

decision making

• Determining relevant costs for pricing

• applying pricing strategies

• Break-even calculations

• costing projections and make or buy decisions

Investment appraisals

• Discuss types of investments

• Determining the return on investment

• Relevant costs for investment decisions

• exercises to calculate Payback, nPV, iRR

• non-financial aspects of investment decisions

Budgeting

• the role of budgeting

• Various budget approaches

• Budget variance analysis

WHO SHOULD ATTEND

Managers in technical and other non-financial areas who make

business decisions with financial implications and need to

understand and interpret financial information.

DATES & LOCATIONS




17 - 21 March 2014 . . . . . . . . . . . . . Geneva . . . . . . . . . . . . . . . . . . english

7 - 11 april 2014 . . . . . . . . . . . . . . . . Barcelona . . . . . . . . . . . . . . . . english


2 - 6 June 2014 . . . . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . english



4 - 8 august 2014 . . . . . . . . . . . . . . . Kuala lumpur . . . . . . . . . . . . english



8 - 12 september 2014 . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . english

8 - 12 september 2014 . . . . . . . . . . Kuala lumpur . . . . . . . . . . . . english


3 - 7 november 2014 . . . . . . . . . . . Geneva . . . . . . . . . . . . . . . . . . english






16 - 20 March 2015 . . . . . . . . . . . . . Geneva . . . . . . . . . . . . . . . . . . english



strategic Finance for senior Finance executivesUse best-practice tools to reposition the Finance Department to address new issues and demands.WWW.MCE-AMA.COM/2186 3 DAYS/5279 EUR (EXCL VAT)/SENIOR MANAgEMENT

WHO SHOULD ATTEND

cFOs, senior financial managers, company controllers and their direct reports

DATES & LOCATIONS

12 - 14 May 2014 . . . . . . . . . . . . . . . istanbul . . . . . . . . . . . . . . . . . . english20 - 22 October 2014 . . . . . . . . . . . Barcelona . . . . . . . . . . . . . . . . english15 - 17 December 2014 . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . english


you will be better able to:• Develop an all-round view of modern finance functions and roles• Know how to implement strategies effectively • identify differing information needs and requirements within the

business


Finance Role and Responsibilities • Roles and responsibilities facing the finance function• critical needs and expectations of the parties involved• internal and external information user groups • Differing compliance needs and expectations by area • the role of finance in strategy • Finance relationships with other departments and functions

Finance Role in Strategy Development and Implementation • the role of a cFO of a public company• challenges and issues for financial managers in a changing

environment• How to think strategically and act as a leader across multiple

business functions• innovation

Finance Department Structural Issues and Concerns • alternative structures and solutions• Rebalancing the compliance / management function • Managing user needs and expectations • addressing information system issues and requirements • Financial planning and budgeting implications • Defining workable and effective long term KPis

Personal action planning and your next steps

treasury and cash Managementexamine procedures and policies to support effective treasury operations and long-term cash flow management.WWW.MCE-AMA.COM/2188 3 DAYS/4254 EUR (EXCL VAT)/MID-CAREER

WHO SHOULD ATTEND

senior financial managers responsible for treasury and cash management activities and non-financial executives who want to have a greater understanding of cash management strategies.

DATES & LOCATIONS

14 - 16 april 2014 . . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . english9 - 11 July 2014 . . . . . . . . . . . . . . . . . Paris. . . . . . . . . . . . . . . . . . . . . . english6 - 8 October 2014 . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . english8 - 10 December 2014 . . . . . . . . . . Paris. . . . . . . . . . . . . . . . . . . . . . english


you will be better able to:• Manage foreign exchange risk mitigation • Develop effective techniques for long term cash flow

management • identify treasury instruments to support corporate goals and

expectations


Treasury management in the corporate strategy • the current challenges and scope of corporate treasury • the role of corporate finance and treasury vis-à-vis competitive

strategy

Cash management: process optimization • cash and liquidity management• selecting technology solutions for treasury and cash

management• How to set up cash pooling and select the right financial

institution• strategies and tactics for influencing your business stakeholders

Financial risk management • Updated methods for financial risk assessment • Hedging strategies for handling different types of risk

Corporate finance • strategies for minimizing corporate tax through adoption of

cross-border tax optimization schemes• Ways to enhance corporate treasury practices in your company

to improve financial results and reduce risk



InnovatIon

Establish a roadmap for innovation, set up processes, tackle obstacles and create an innovation culture in your company

Workshops

Developing Your Creative thinking nEW 52

Managing Innovation nEW 53

all MCE workshops can be fully customized to meet your organization’s specific needs.




Developing Your Creative thinkingUse creative thinking techniques to generate fresh, new and innovative business ideas. think creatively and manage the creative process in your team.WWW.MCE-AMA.COM/2420 2 DAYS/3024 EUR (EXCL VAT)/MID-CAREER

NEW


Do you wish you were better at thinking out of the box? Creative

thinking can create business value by generating fresh, new and

innovative business ideas, or by finding innovative solutions to

tough business challenges. this workshop teaches you creative

thinking techniques, as well as how to manage creativity and the

creative process in your team.


to:

• Generate new ideas

• Establish a habit of creative thinking

• think outside of the box

• Find innovative solutions to tough business challenges

• Manage creativity and the creative process in your team


throughout the workshop, you will approach creativity from many

different angles, both practical and conceptual. You will exercise

your creativity through lots of hands-on practice. the following

topics and activities are included:

Module 1: Innovation Context for Creativity

• Creativity versus innovation

• Challenges

• Strategic directions

Module 2: Creative Thinking Tools

• Brain-writing

• associations

• Inside creativity

• Idea stimulation

• Brainstorming

• the creativity process

• Morphological analysis

• Idea screening

• Lateral thinking

• 6 thinking Hats

• Mind Mapping

• visualizing

• assumptions

• orthodoxies

• Synectics

Module 3: Managing Creativity

• You

• Ideas

• KPIs

• Culture

• Leading Your team

• Prototyping

• Process

Module 4: Wrap-up and Action Plan



Working with you, MCE will adapt the objectives and content


organization. Develop a team of managers and improve the

impact of learning in your organization.

We also offer flexible delivery options. Select from instructor-led





Email: [email protected]

telephone: +32(0)2 543 21 20


WHO SHOULD ATTEND

Managers at any level who want to develop their creative thinking

skills and establish creative processes in their teams

DATES & LOCATIONS

30 - 31 January 2014 . . . . . . . . . . . . Paris. . . . . . . . . . . . . . . . . . . . . . English

10 - 11 april 2014 . . . . . . . . . . . . . . . Barcelona . . . . . . . . . . . . . . . . English




WHO SHOULD ATTEND

Middle and Senior managers who are responsible for making

innovation happen in their company, or in their part of the

company, and who need a strategic and management framework

on which to build their innovation processes and culture.

DATES & LOCATIONS


7 - 9 april 2014 . . . . . . . . . . . . . . . . . Barcelona . . . . . . . . . . . . . . . . English



Managing InnovationGain the tools you need to manage innovation in order to create high value and competitive advantage for your company. Create a discipline and culture for innovation.WWW.MCE-AMA.COM/2419 3 DAYS/4254 EUR (EXCL VAT)/MID-CAREER

NEW



to:

• Manage the innovation process, roles, responsibilities and

rewards

• Implement open collaboration, across teams and with outside

partners, even customers, for value-creating innovation

• Create a discipline and culture for innovation

• Get your people focused on a shared idea of innovation

• Choose high-value target areas for innovation

• Set up the right processes, and tackle the obstacles to innovation


During this highly interactive workshop, you will explore concepts,

examples, tools and models for innovation, and build a plan for

managing innovation in your organization.

Module 1 - Strategic challenges

• Create growth

• Changing environment

• Innovation myths vs. realities

• Innovation language

Module 2 - Innovation strategy


• Risk

• Patents

• Innovation strategy framework

Module 3 - Innovation models

• Innovation landscapes

• the 360° of innovation

• open innovation

• Best cases

• Learning from failure

• Your company’s innovation project

Module 4 – Connecting with customer

• Lifecycles

• Market research for innovation

• Co-creation with customers

• Industry and company orthodoxies

Module 5 - Idea generation methods

• Creativity methods

• Brainstorming & brain writing

• Mind mapping

• Six thinking hats

• Morphological analysis

• Idea screening

Module 6 - Innovation processes & structure

• Innovation roadmaps

• Stage gate process

• organizing innovation

Module 7 - Innovation resources

• Financial sources

• Project portfolios

• Resource maps

• Human resources

• Innovation stakeholders

Module 8 – Executing the Innovation Strategy

• Leadership behaviours for innovation

• Creating the innovation culture

• Working in teams

• Innovation metrics and performance management systems

Module 9 – Action Planning

• Finalizing and presenting your company’s innovation project

• Workshop conclusions


Leadership & peopLe ManageMentincrease your abilities to meet the challenge of leading teams and organizations in today’s business environment.

Workshopsdeveloping Leadership Best seller 55

Leadership and team development for Managerial success 56

developing Leadership: special edition for Women 57

Change Management neW 58

Leadership for senior Managers Best seller 59

Leadership for senior Managers: special edition for Women Best seller 60

Leading international and remote teams Best seller 61

Coaching skills for Managers neW 62

Leading with emotional intelligence neW 63

Leadership for senior Managers in international public organizations neW 64

Managing and Leading people in an international environment Best seller 65




Leadership & peopLe ManageMent


developing Leadershipdevelop your leadership skills and lead your team to achieve results.WWW.MCE-AMA.COM/2184 4 DAYS/4664 EUR (EXCL VAT)/MID-CAREER

BEST SELLER


You will be better able to: • align your department strategy to the corporate strategy • get your people’s understanding and buy-in to the strategy • enable your people to implement the strategy


Day 1 – Understanding Strategy• Leadership and management: definitions• Understanding strategic choices; review of the four categories of

competitive strategy • price• product• product+• solutions• Change management • introduction to MCe’s Leadership Framework• Case study: identifying strategic misalignment

Day 2 – Leading and Managing Strategy Implementation• Customer proposition: Why should customers buy from us?• strategy Commitment: What does the strategy mean for me and

my job? What am i committing to?• Leadership Behaviour: how do my leaders enable and support

me to do the job they are expecting of me?• performance Metrics: how will i be measured and rewarded?• processes and structure: What tools and procedures are in place

to help me do the job that is expected?• Culture: What are our values, and how do we do things around

here?

Day 3 – You as Leader • personal styles and leadership• how to effectively communicate with and manage different

types of people• how to get different people to buy in to (strategic) change• how to adapt your communication style to be more effective

with your own team • Cultural differences• review of national cultures and organizations• discussion: resolving the culture-related challenges of

participants • Five practices of exemplary leadership: • Model the way: how to find your own voice and transmit your

own values• inspire a shared vision: how to motivate each individual based on

their drivers• Challenge the process: how to remove obstacles and keep the

momentum going

• enable others to act: how to identify and develop the key skills needed in your team

• encourage the heart: how to build trust and celebrate achievements

• Linking leadership behaviours and practices to the type of strategy

• Managing up: how to achieve strategic alignment with your boss

Day 4 – Getting Into Action • Communicating your strategy: participants present their

departmental strategy and receive coaching from faculty and peers

Action planning

WHO SHOULD ATTEND

Managers leading a department or team whose function includes

leading people.

DATES & LOCATIONS



16 - 19 February 2014 . . . . . . . . . . . dubai . . . . . . . . . . . . . . . . . . . . english

17 - 20 February 2014 . . . . . . . . . . . London . . . . . . . . . . . . . . . . . . english






11 - 14 august 2014 . . . . . . . . . . . . Kuala Lumpur . . . . . . . . . . . . english

25 - 28 august 2014 . . . . . . . . . . . . London . . . . . . . . . . . . . . . . . . english

1 - 4 september 2014 . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . english

22 - 25 september 2014 . . . . . . . . paris. . . . . . . . . . . . . . . . . . . . . . english





15 - 18 december 2014 . . . . . . . . . London . . . . . . . . . . . . . . . . . . english

9 – 12 december 2014 . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . english








WHO SHOULD ATTEND

new managers, team leaders and business professionals interested

in acquiring effective leadership skills for managers.

DATES & LOCATIONS


9 - 10 February 2014 . . . . . . . . . . . . dubai . . . . . . . . . . . . . . . . . . . . english


14 - 15 april 2014 . . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . english



7 - 8 July 2014 . . . . . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . english

7 - 8 august 2014 . . . . . . . . . . . . . . . Kuala Lumpur . . . . . . . . . . . . english




8 - 9 december 2014 . . . . . . . . . . . London . . . . . . . . . . . . . . . . . . english


8 - 9 February 2015 . . . . . . . . . . . . . dubai . . . . . . . . . . . . . . . . . . . . english


Leadership and team development for Managerial successget the leadership skills to inspire and influence your people to achieve team goals.WWW.MCE-AMA.COM/7730 2 DAYS/3024 EUR (EXCL VAT)/MID-CAREER


Managers who will be promoted are the ones who not only

manage efficiently but also lead their teams effectively. the

ability to do this during tough times is the test of a real leader.

developing leadership skills is crucial.

Learn how to work in a horizontal mode of operation...apply

a consistent theory in leading your team...and teach critical

leadership skills to members of your team, so each and every one

of them can lead the team in your absence.


to:

• Know when to manage and when to lead your team

• assess your leadership behavior and style

• Clearly visualize and communicate your goals

• Work in a horizontal mode of operation

• Use effective communication to motivate and coach

• apply a consistent theory in leading your team

• teach leadership skills to members of your team

•


• Learning objectives

define key aspects of leadership and teams that are used

throughout the course with particular emphasis on the

importance of leadership behavior

• assess your performance in your current leadership position

• describe the importance of vision and align the team’s vision for

maximum adaptability

• diagnose and apply the most effective leadership style

• develop the keys to a motivated workforce using appropriate

intrinsic and extrinsic motivators

• prepare for and apply appropriate techniques to coaching

situations

• describe the characteristics of effective teams and develop the

skills to Facilitate effective teams

Leadership

• define key aspects of leadership and teams that are used

throughout the course

• assess your performance in your current leadership position

Visionary Leadership

• describe the importance of vision

• align the organization and team to the vision for maximum

adaptability

Leadership Style

• diagnose your leadership style and apply the most effective

leadership style to a situation

• identify the most effective leadership style and conversation

goal for conducting team interactions

Individual and Team Motivation

• develop the keys to a motivated workforce using appropriate

intrinsic and extrinsic motivators

• identify appropriate intrinsic and extrinsic motivators

Coaching

• prepare for and apply appropriate techniques to coaching

situations

• Craft effective coaching messages

Building a Team

• describe the characteristics of, and develop the skills to facilitate,

effective teams

• identify the stages of team development and learn the

importance of leader facilitation of the development process

© 2013 american Management association



WHO SHOULD ATTEND

Female managers leading a department or team whose function

includes leading people. this leadership workshop is for women

only.

DATES & LOCATIONS



16 - 19 June 2014 . . . . . . . . . . . . . . . paris. . . . . . . . . . . . . . . . . . . . . . english

21 - 24 september 2014 . . . . . . . . dubai . . . . . . . . . . . . . . . . . . . . english



3 - 6 november 2014 . . . . . . . . . . . geneva . . . . . . . . . . . . . . . . . . english




developing Leadership: special edition for WomenLead your team and overcome resistance to ensure your voice is heard in the organization.WWW.MCE-AMA.COM/2266 4 DAYS/4664 EUR (EXCL VAT)/MID-CAREER


how do you lead the people on your team to implement the

strategy and achieve results? how do you manage change?

how do you overcome resistance from your own team, as well

as from peers and maybe even your boss? how do you manage

perception of you as a leader? how do you ensure your voice is

heard in the organization? how do you prepare yourself for the

next step in career?


• get the right people on board

• gain the external collaboration your team needs to achieve its

mission

• Build a network of support among stakeholders and prepare

yourself for the next step in career

• Lead your team to implement the strategy

• Lead people using an effective leadership behaviour and style


Before the workshop, you will:

• Complete background reading on some of the key concepts

• identify a work situation where you were blocked from achieving

a target and are not clear why

Understanding strategy

• Leadership and management: definitions

• Understanding strategic choices; review of the four categories of

competitive strategy (price, product, product+, solutions)

• Change management

• introduction to MCe’s Leadership Framework

You as leader

explore issues facing women in leadership:

• how women in leadership add value to organizations

• predominant style differences between men and women

• Managing perceptions – role play

• Work/life Balance - one size does not fit all

• Managing Your Career

Incorporating Personal and Cultural Styles

• personal styles and leadership

• how to communicate with and manage different styles

• how to get buy-in

• how to adapt to different styles and situations Cultural

differences

• Five practices of exemplary leadership, and practical tools and

tips

• Linking leadership behaviours and practices to the type of

strategy

• Managing up: how to achieve strategic alignment with your boss

and beyond

Leading and managing strategy implementation

• Customer proposition: Why should customers buy from us?

• strategy Commitment: What does the strategy mean to each

team member and their job?

• Leadership Behaviour: how to enable performance excellence of

the team?

• performance Metrics: how is each member measured and

rewarded?

• process and structure: What tools and procedures are in place to

help the team do the job?

• Culture: What are our values and are they being lived by the

team?

Action Planning

• Build your action plan for leading strategy execution

• Communicate your strategy

• participants present their departmental strategy

• participants share their career plan with the group



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after participating in this workshop, you will be better able to:Lead and manage change proactively by applying up-to-date change management techniques in your initiatives take a “big picture” look at the change initiatives you are involved in, and ensure a coherent approach from the strategic to the tactical level Break change into manageable pieces and treat the change as a project with a clear action plan and measurable results Understand why people resist change, and anticipate and address resistance in effective ways identify and meaningfully engage stakeholders of the change applying diverse communication tools and methods You will come away from the workshop with a personalized action plan to implement change successfully by gradually building awareness, understanding and acceptance of the change in your organization.


Module A: Understanding Change • Why is Change Management important? • types of Change: • intensity (evolutionary, developmental, transitional, drastic,

transformational) • originator (top-down change, self-initiated change) • Factors of success and failure: Why change fails or succeeds • What is Change Management?

Module B: Change Management Framework • Change curve: What happens when things change • Managing change when change is difficult (Chip heath) • 8 steps of Change Management (John Kotter) • Create a sense of urgency, build a guiding team, create the vision

and strategy, communicate the vision, empower people to live the vision, create quick wins, maintain momentum, make change stick

Module C: Change as a Project • Change as a project • stages of change (planning, preparation, implementation, follow-

up) • Key elements of change to be addressed (leaders, project team,

affected staff, underlying infrastructure e.g. organisation design/job descriptions/performance measures etc)

• examples of actions and best practice for each stage of the change • diCe model (duration, integrity, Commitments and effort) to

measure the likely success of a change initiative

Module D: Managing Resistance • Change readiness assessment • Questions to ask yourself and your stakeholders in face of the

change • Change styles assessment: are you a Conserver, pragmatist or

originator? • Why people resist change • types of resistance: Victim, critic, bystander, navigator • dealing effectively with different types of resistance

Module E: Stakeholders of Change • stakeholder analysis • stakeholder mapping: who will have influence on the change,

who will be impacted by the change; prioritising the stakeholders • strategies and tactics to interact with each stakeholder category • Using change agents • achieving buy-in to the change gradually • awareness: raising awareness what change is coming and why • Understanding: helping people understand what it means for

them and their jobs • ownership: guiding people to start implementing the change,

moving to action

Module F: Communicating Change Communication planning: deadlines, messages and messengers for each stakeholder group at each stage Brainstorming of creative methods to create awareness, build understanding and ensure ownership of the change, including social media Use of storytelling as a powerful tool to “sell” the change exercise to craft a compelling message of change, with feedback from the MCe senior associate and peers

Action Planning

WHO SHOULD ATTEND

Unit and functional managers involved in implementing strategic,

organizational and/or technology change and getting their people

aligned to a new way of doing things

DATES & LOCATIONS






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as a result of participating in this workshop, you will be better able to:

• Lead and manage change and strategy implementation

• align your company or division to your Customer Value

proposition

• View leadership as a bigger system for delivering the customer

value proposition and start to manage from that perspective

• Clarify your customer value proposition

• define what your employees need to be able to deliver the value

proposition

• Make the strategy understandable so people can see what needs

to be done

• assemble people with the skills and behaviours that move the

strategy forward

• set Kpis and goals that keep everyone focused on the strategy

• streamline processes and structures to enable strategy

implementation

• Be aware of how your behaviour encourages or discourages

strategy implementation

• Manage the change process as a whole system

NOTE: This workshop is also available for delivery in Russian. See

page 58, or visit: www.mce-ama.com/90


Start with a clear strategy

• global trends impacting strategy

• elements of a clear strategy

• Customer Value proposition

• how do your customers experience your company?

• implications of the Customer Value proposition for leadership

• the MCe Leadership for strategy implementation Model

• Creating a clear strategy implementation plan – the “strategy

house”

• Communicating your strategy in a way people can understand,

buy into and know what to do

• segmenting your stakeholders and tailoring your strategy

communication

Align processes and people to strategy

• performance metrics

• setting the right Kpis

• aligning compensation and reward systems

• processes and structure

• Best structures for different strategies

• Business process improvement

• Keeping things simple

• Measuring customer loyalty

You as leader

• talent, competencies, and attitudes needed for different strategies

• new strategy implementation as a change management

programme

• the role of the top team in setting the example

• Building coalitions for change

• Your leadership style and behaviour

• exemplary leadership practices

• Motivating diverse teams and organizations

Getting into action

• practice communicating your implementation plan

• how to make strategy actionable

• Managing complexity, scale and pace

• Managing multiple projects and setting priorities

• Managing risks to implementation

WHO SHOULD ATTEND

senior executives who lead change and strategy implementation

in their organizations. their task is to align multiple levels, divisions

and locations to achieve strategic objectives.

DATES & LOCATIONS


17 - 20 February 2014 . . . . . . . . . . . paris. . . . . . . . . . . . . . . . . . . . . . english

23 - 26 March 2014 . . . . . . . . . . . . . dubai . . . . . . . . . . . . . . . . . . . . english

31 March - 3 april 2014 . . . . . . . . . geneva . . . . . . . . . . . . . . . . . . english


5 -8 May 2014 . . . . . . . . . . . . . . . . . . istanbul . . . . . . . . . . . . . . . . . . english




18 - 21 august 2014 . . . . . . . . . . . . Kuala Lumpur . . . . . . . . . . . . english


8 - 11 september 2014 . . . . . . . . . . Kuala Lumpur . . . . . . . . . . . . english








22 - 25 March 2015 . . . . . . . . . . . . . dubai . . . . . . . . . . . . . . . . . . . . english




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You will be better able to lead people to implement the strategy

through:

• strong focus on the customer value proposition and must-win

objectives

• Communication that is clear, powerful, and gets people’s buy-in

• aligned structures and processes

• aligned metrics and rewards

• aligned competencies

• effective leadership behaviour and style

• Building over time the right culture to support your strategy

You will gain practical ideas for succeeding as a woman leader:

• getting listened to and getting fair consideration for your ideas

• asking for and getting what you want

• Better delegating and making others responsible for their inputs

• overcoming perfectionism, losing too much energy to detail

• overcoming the “invisible work” syndrome

• Managing your career

• Balance business, career, and family concerns


Leading with a Clear Strategy

• get clarity on your strategy and your reason for being

• Customer Value proposition as a focal point

• translate strategy into clear goals and key projects

• MCe Leadership for strategy implementation Model – align

people to the strategy through the various management levers

you have at your disposal as a leader

• global trends vis-à-vis your strategy

• the role of the leader in setting and executing strategy –

exemplary women leaders

You as Leader

• What is your leadership style?

• how can you more effectively bridge to and influence other

styles?

• are there differences between men and women leadership

styles? how does this vary by culture, industry, country, function?

• What are the obstacles in your context? how do you and other

women overcome these?

• Communicating as a key leadership skill – packaging a clear and

simple message to get attention and understanding… first steps

to buy-in

• Being a leader when you do not have a physically imposing

stature or voice

• delegating, motivating and insisting on accountability

• Keeping focus and energy on 80% of the value

Align Processes and People to Strategy

• aligning people to the Customer Value proposition, focusing

your company on the customer’s experience of your company

• analyzing the change that is needed to achieve the strategy

• analyzing stakeholders and devising a communication plan

• aligning performance metrics and rewards with the strategy

• aligning competencies and behaviours to the strategy

• aligning processes and structure to the strategy

• aligning the culture to the strategy

Getting into Action

• action planning for strategy implementation

• Your personal and career development action plan

WHO SHOULD ATTEND

senior women executives who have multiple levels, divisions

and locations reporting to them. this leadership workshop is for

women only.

DATES & LOCATIONS




16 - 19 June 2014 . . . . . . . . . . . . . . . istanbul . . . . . . . . . . . . . . . . . . english

11 - 14 august 2014 . . . . . . . . . . . . Milan. . . . . . . . . . . . . . . . . . . . . english


21 - 24 september 2014 . . . . . . . . dubai . . . . . . . . . . . . . . . . . . . . english


1 - 4 december 2014 . . . . . . . . . . . London . . . . . . . . . . . . . . . . . . english



http://WWW.MCE-AMA.COM/


WHO SHOULD ATTEND

senior and middle managers who must mobilize team to

implement strategy. teams may be co-located or dispersed, diverse

or homogeneous, temporary or permanent.

DATES & LOCATIONS







30 June -4 July 2014 . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . english



15 - 19 september 2014 . . . . . . . . Berlin . . . . . . . . . . . . . . . . . . . . english


17 - 21 november 2014 . . . . . . . . . paris. . . . . . . . . . . . . . . . . . . . . . english

8 - 12 december 2014 . . . . . . . . . . London . . . . . . . . . . . . . . . . . . english




Leading international and remote teamsCreate and lead an effective international team across time zones, cultures and shifting deadlines.WWW.MCE-AMA.COM/2149 5 DAYS/4869 EUR (EXCL VAT)/MID-CAREER

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Your team is supposed to be delivering value to the company, and

you are accountable for that. What is your team’s role in achieving the

company strategy, and how can you get everyone pulling together

to achieve that? how do you track and measure results? if things are

not going as they should, is it you or is it your team, and what can

you do about it?


• get your strategy implemented through an international team

• get everyone pulling together

• drive performance and focus people on the results

• track and measure outcomes


Leading international teams requires intensive participation to fully

understand and get a feel for the dynamics of human interaction.

Before the workshop, there is some light reading on concepts of

team leadership.

during the workshop, there is a variety of facilitated discussions,

exercises, role plays, case studies and readings. through reflection

and building of learning and ideas for implementation back at the

workplace in your own “learning log”, you’ll personalize the learning

and experience to tackle the challenges specific to your own context.

Fundamentals and Alignment to Strategy • different types of team structure: what is your business reason for

being structured the way you are?

• Framework to lead your team: MCe’s Leadership model

• strategic alignment: are you aligned to your company’s strategy

and customer value proposition?

• team goals and objectives: are they aligned to your strategy?

• stakeholder mapping

• Communication and technology: to enhance your work system

• remote communication

Processes and Structure of a High-performance International Team • team structure

• roles and responsibilities

• Work flow

• decision matrix

• Conflict management

• team review

Leading and Managing a High-performance International Team • Key leadership attribute and behavior: building trust, morale and

motivation

• talent management: recruiting, developing and succession

• networking

• performance management process: metrics and reward

• Coaching and feedback

Culture and Diversity• roadmap to mastery of culture

• different types of culture: how are they different?

• Lens/filter to understand different cultures

• Cultural and geographic diversity: how can you turn a challenge

into an advantage?

• individual styles

• defining an effective team Culture aligned to your strategy and

how to close the gap from today

Action Planning



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after participating in this workshop, you will be better able to: • develop a work environment that fosters trust and commitment • adapt your leadership and coaching style to meet every business

situation • handle the human dynamics between the “Coach” and the

“Coached” • assess behaviours, provide valuable feed-back reinforce desired

behaviours • increase the motivation of your team members • help your people develop their capabilities beyond their current

limits • address resistance to the requirements of the team and to

change • develop the emotional intelligence of your people and their

interpersonal relationships • retain your most talented employees and increase their

performance, flexibility and effectiveness • improve morale by empowering your people to take more

responsibility, autonomy and greater initiative • Coaching is a lifelong career skill that you will use more and

more, the higher you go in the organization.


one of the best ways to improve the performance of the people on your team is to coach them. increasingly, organizations are requiring their people managers to be better coaches of people. Whether it’s required by your company or whether you have identified coaching as a skill you would like to develop to better manage your people, this workshop will provide you with the tools you need to get started. Learn how to unlock and to enhance the potential of your people and of your teams. not only will they increase their performance but they will also grow in their jobs and most likely be more motivated and committed to team goals. developing a coaching relationship with your team members can also make your job as a people manager much more fulfilling and rewarding. discover the authentic and true power of coaching to increase your value as a Leader.

• purpose • What leaders do • Why coaching is central to the leadership role • Benefits and value of the coaching in the business world • adult learning principles and emotional intelligence (eQ) • Coaching applications

• structuring the Coaching session • Your leadership style and behaviours • assessing your coaching skills • the groW Model as a basis for structuring coaching sessions • Coaching Key skills • establish trust and create a safe, supportive, yet challenging work

environment • reinforce your active listening skills and foster open

communication • the art of asking powerful questions • Coaching feed-back for improved performance • Creating awareness to enhance performance management and

empowerment • setting inspirational goals and planning after-action reviews • Managing progress and accountability • tools and behaviours in support of coaching • Coaching Challenges • selecting the appropriate coaching style • dealing with reluctance and resistance • Coaching ethics and caveats

Our Approach interactive “Coaching Lab” technique – Coaching role-plays with hands-on skill practice to reinforce learning and application assessment instruments and exercises Coaching feed-back and Learning individual action planning

Action Planning By the end of the workshop you will have created a top-line action plan to better ensure that the changes you envision can become a reality in your leadership role and for your people. Your MCe facilitator will give feedback and recommendations at the

conclusion of the workshop.

WHO SHOULD ATTEND

Managers, project managers and team leaders whose role includes

leading and developing people.

DATES & LOCATIONS






Leading with emotional intelligencedevelop the skills to ensure you are a highly effective, emotionally intelligent leader. WWW.MCE-AMA.COM/7735 2 DAYS/3024 EUR (EXCL VAT)/MID-CAREER

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• recognize the benefits of ei to personal development and

leadership

• Understand ei competencies and how to develop them

• identify personal strengths/ limitations using the emotional and

social Competency inventory

• Create a culture that delivers results through effective work

relationships

• Build a developmental action plan that strengthens emotional

intelligence skills

• Use appropriate ei competencies in utilizing leadership styles to

achieve results


emotional intelligence (ei) has become well known throughout

the business world as a crucial component of leadership

effectiveness. intellect and business expertise can only carry you

so far if emotional intelligence is lacking. dr goleman’s ei model

focuses specifically on the behavioural level, on performance at

work and on organizational leadership.

participants will be shown how you can use them to go from

being a good to a great, emotionally intelligent leader. You’ll get

tools and techniques to help you deepen your ability to lead and

become more effective in helping your organization deliver the

results it needs.

The Meaning and Value of Emotional Intelligence

• defining emotional intelligence (ei) and its impact on effective

leadership

• Understanding the brain and the emotional response system

• Making the business case for ei

• relating the behaviours, impact and challenges of ei on

workplace performance

• identifying your critical work relationships and their importance

to your role as a Leader

explaining the ei Competency Framework

• applying the four domains in the ei model to Leadership

• explaining the relevant competencies associated with each

domain

• Utilizing ei to increase effectiveness in critical work relationships

Gaining Personal Insight into Your EI Competencies through a

Self-Assessment

• debriefing the esCi profile

• describing your ei strengths and challenges to illustrate your

esCi profile

• selecting developmental areas for enhancing your ei skills

• Being aware of your personal reactions to the self-assessment

Tools and Techniques for Increasing Competence in the Four

Domains of EI

• self-awareness, self-Management, social awareness and

relationship Management

• describing developmental activities that will increase skill and

understanding

• practicing developmental activities associated with each domain

Using a Variety of Leadership Styles to Increase Emotional

Competence

• identifying the six leadership styles and their impact on a leader’s

effectiveness

• assessing your use of each of the leadership styles

• aligning the ei competencies in each of the leadership styles

• selecting one activity that will enhance leadership effectiveness

Utilizing EI Competencies and Techniques in Leadership Roles

• illustrating people and process connections in your own

company

• recognizing the impact of ei on work and team relationships

• Considering perspectives of others regarding one’s emotional

competence

• identifying behaviours associated with effective team/group

emotional competence

• aligning ei competencies and techniques with leadership and

team requirements

• Using ei to develop self, improve critical work relationships, and

contribute to positive business outcomes

WHO SHOULD ATTEND

senior managers and leaders who want to enhance their overall

performance and create a healthy, productive workplace and

organizational culture.

DATES & LOCATIONS


31 March - 1 april 2014 . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . english







Leadership for senior Managers in international public organizationsacquire the leadership skills you need to make changes and improve performance in your part of the organization.WWW.MCE-AMA.COM/2368 4 DAYS/4500 EUR (EXCL VAT)/SENIOR MANAGEMENT

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this workshop provides the special combination of leadership

skills you need to make changes and improve performance of

your part of the organization, all delivered within the context of

management in public organizations.

as a participant of this workshop, you will learn to:

• Understand yourself as a leader

• Lead your team

• Collaborate across boundaries

• Lead the organization

• analyze key stakeholder groups and establish a “value

proposition” for these stakeholders

• apply the concept of “return on investment” in the public sector

context

• set clear and visionary goals aligned with the mission and value

proposition

• Create an implementation plan and a realistic change plan

• engage stakeholders in planning and implementation

• Minimize relationship challenges and improve cross-boundary

collaboration

• Motivate and enable your people

• Become more aware of your own leadership style and its impact

on the people you lead and work with

• develop your leadership strengths and prioritize improvement in

areas that are less effective


You as Leader

• great Leaders as role models

• Leadership styles

• Your leadership style – strengths and areas for improvement

• situational Leadership

• emotional intelligence

• Your reputation: building trust and credibility with others

• self-development planning

Leading Your Team

• high performance teams – characteristics

• Managing groups as a team vs. managing as individuals – getting

smart people to cooperate with each other and creating a team

culture

• team roles and personalities

• Coaching and developing your team members for high

performance

• Managing conflicts for win-win solutions

• implementing change within your team

• Motivating and enabling to achieve the goals - force field analysis

of strategy implementation factors

• team development planning

Leading across boundaries

• going for win-win outcomes

• internal stakeholders – mapping interests and engaging in goals

• push vs. pull strategies for influence

• power and assertiveness

• Communicating with impact

• negotiating for results

• Building coalitions of allies, important relationships

• Collaboration development planning

Leading the organization for improved performance

• Key global trends and their impact on our organization

• Mission: the context for leadership

• stakeholder mapping and analysis - Key stakeholders, sponsors,

beneficiaries wants and needs

• Value creation for stakeholders as a context for goal-setting

• setting visionary goals

• Cascading goals into an implementation plan and change

leadership plan

• putting it all together: communicating your goals and your plan

• peer coaching and feedback

WHO SHOULD ATTEND

this workshop is designed for those who are responsible for

leading the performance of public organisations or international

institutions, including senior civil servants (senior officials within

government departments) as well as senior managers in public

organizations and international institutions.

DATES & LOCATIONS


3 - 6 november 2014 . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . english




WHO SHOULD ATTEND

Managers in charge of a team, department or function in an

international company, who want to improve their ability to

manage the people reporting to them.

DATES & LOCATIONS


10 - 14 February 2014 . . . . . . . . . . . Berlin . . . . . . . . . . . . . . . . . . . . english


9 - 13 March 2014 . . . . . . . . . . . . . . dubai . . . . . . . . . . . . . . . . . . . . english

10 - 14 March 2014 . . . . . . . . . . . . . London . . . . . . . . . . . . . . . . . . english

7 - 11 april 2014 . . . . . . . . . . . . . . . . Milan. . . . . . . . . . . . . . . . . . . . . english



23 - 27 June 2014 . . . . . . . . . . . . . . . paris. . . . . . . . . . . . . . . . . . . . . . english


14 - 18 July 2014 . . . . . . . . . . . . . . . . Milan. . . . . . . . . . . . . . . . . . . . . english





15 - 19 september 2014 . . . . . . . . istanbul . . . . . . . . . . . . . . . . . . english





14 - 18 december 2014 . . . . . . . . . dubai . . . . . . . . . . . . . . . . . . . . english


9 - 13 February 2015 . . . . . . . . . . . . Berlin . . . . . . . . . . . . . . . . . . . . english


8 - 12 March 2015 . . . . . . . . . . . . . . dubai . . . . . . . . . . . . . . . . . . . . english

9 - 13 March 2015 . . . . . . . . . . . . . . London . . . . . . . . . . . . . . . . . . english

Managing and Leading people in an international environmentgain the tools to manage your people – despite differences in culture, working styles and business experience.WWW.MCE-AMA.COM/176 5 DAYS/4664 EUR (EXCL VAT)/MID-CAREER


You’ll be better able to:

• Build and manage a cohesive high-performing team in an

international environment

• establish fair process for people management: build trust, respect

and accountability

• Conduct performance reviews more effectively and more

confidently

• Manage performance: leverage high performance and address

low performance

• Manage motivation and reward

• Manage development, promotions and mobility

• Use more effectively your multicultural competencies

• Manage change and help your team deal with it


Purpose • role and responsibilities of an international team manager

• Your team’s key contributions to the organization and its strategy

• expectations of your team: how are they measured?

• Culture and management practices required to fulfil the

expectations

• requirements of you as the leader of the team

Behaviours and culture • types of cultural differences

• national/ethnic

• organizational

• Functional

• team culture

• individual upbringing and culture

• recognizing differences and working together effectively

• Making cultural diversity an advantage

Building an international team • Creating a purpose-built team that meets your objectives

• structure, organization, roles and responsibilities

• defining team values, shaping team culture

• Motivating people through setting the right objectives and

measurements

• aligning objectives with organizational priorities

Managing an international team • setting priorities, tracking performance and dealing with

slippages

• giving and receiving feedback, reviewing achievements and

setting future goals

• delegating and following up

• surviving and thriving in a matrix

• Managing and developing talent, succession planning

• Managing change and maintaining motivation

• dealing with conflicts

Applying to your own team

• Create an action plan for implementation upon your return


Marketinginfluence buying decisions by presenting your brand and offers to the right audience at the right time

WorkshopsB2B Marketing Strategy Best Seller 67

Building Strong Brands 68

Consultative and Solution Sales and Marketing 68

Consumer Marketing Strategy Best Seller 69

Fundamentals of Consumer Marketing Best Seller 70

Managing Channels and Distributor networks 70

Mini Master of Marketing Management, Part 1 Best Seller 71

Mini Master of Marketing Management, Part 2 Best Seller 71

Principles of Value-Based B2B Marketing 72

Product Management in B2B Markets Best Seller 73

Product Life Cycle Management neW 74

Using Social Media to engage Customers and Build Your Brand neW 74

Product, Category and Segment Management in Consumer Markets Best Seller 75





B2B Marketing Strategyexplore the challenges of customer centricity, seller-buyer relations, innovation management, value chain integration, emerging markets, and the role of the internet in B2B marketing.WWW.MCE-AMA.COM/383 4 DAYS/5586 EUR (EXCL VAT)/SENIOR MANAGEMENT


You will be better able to: • Create and implement a value-based B2B marketing strategy • identify and address the trends that are impacting your industry • generate sustainable, predictable, and profitable growth• integrate marketing strategy in support of your value proposition • Collaborate with value chain partners and customers • align people, processes and metrics in support of your strategy

TOPICS IN THIS WORKSHOPTrends and Issues in Business to Business Markets • new markets and new competitors • information explosion empowering customers • From supply chains to customer experience systems • the sustainability imperative: threats and opportunities • Market-driven leadership

Marketing and Strategy • Sustainable, predictable, and profitable growth• integration of marketing in all business strategy stages • Putting the customer value proposition at the heart of strategy • Competitive analysis and market leadership • Strategic mindset and the power of executive customers

Customer Value Marketing • Categories and selection of customer value propositions • Understanding why customers buy from you and not your

competitor • Creating value with partners and customers • aligning business model and customer value strategies

Customer Centricity and Customer Delight • the economic value of customer delight and loyalty • Understanding the customer experience at all touch points • Measuring and building customer loyalty

Market Intelligence • Primary and secondary research • From information to insight • Competitive intelligence, analysis and benchmarking

Segmentation, Targeting and Positioning • Segmentation criteria • the positioning statement and perceptual mapping • Six tests to evaluate your positioning

Innovation and Marketing • 12 directions for business innovation • Open innovation: Co-creating and co-developing • innovating for sustainability• Marketing strategies in global markets

Portfolio Management and Marketing • What is portfolio management? review of different models. • Strategic alternatives and implications

Relationship Marketing and Key Account Management • key account management

• analyzing and mapping the purchasing decision-making unit • Managing and selecting opportunities • Checklist for global account management

Strategic Brand Management • Brands and the experiential perspective • Branding in technology markets • reasons for building strong brands in B2B

Social Media in B2B• Why B2B is better at social media than B2C• When social media isn’t right for B2B• Digital marketing – key inputs• Five-step lead generation process• Most effective B2B content marketers

Strategic Value Pricing • Price as result of value creation, value communication, price

structure and pricing process • Cost-driven versus customer-driven versus competition-driven

pricing • Value based pricing strategy: understanding what drives value

Competing Globally • Defending against low-cost, dynamic competitors from

emerging economies • Strategic issues for approaching foreign markets • emerging markets: a creative source of innovation

Leadership and Strategy Implementation • aligning people and processes for strategy implementation • Dealing with resistance: communication, training, recognition

• action planning

WHO SHOULD ATTEND

general Managers, Product, Brand and Marketing Managers on a senior level in industrial markets who have the responsibility for developing and implementing a value-based B2B Marketing strategy, and who manage the marketing and technology processes that support the strategy.

DATES & LOCATIONS

27 - 30 January 2014 . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . english16 - 19 March 2014 . . . . . . . . . . . . . Dubai . . . . . . . . . . . . . . . . . . . . english14 - 17 april 2014 . . . . . . . . . . . . . . . Milan. . . . . . . . . . . . . . . . . . . . . english2 - 5 June 2014 . . . . . . . . . . . . . . . . . Barcelona . . . . . . . . . . . . . . . . english18 - 21 august 2014 . . . . . . . . . . . . kuala Lumpur . . . . . . . . . . . . english15 - 18 September 2014 . . . . . . . . Paris. . . . . . . . . . . . . . . . . . . . . . english17 - 20 november 2014 . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . english8 - 11 December 2014 . . . . . . . . . . London . . . . . . . . . . . . . . . . . . english26 - 29 January 2015 . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . english15 - 18 March 2015 . . . . . . . . . . . . . Dubai . . . . . . . . . . . . . . . . . . . . english



Building Strong BrandsShift your branding focus and strategy to match changing consumer expectations.WWW.MCE-AMA.COM/2216 4 DAYS/4459 EUR (EXCL VAT)/MID-CAREER

WHO SHOULD ATTEND

Managers and senior executives who formulate and implement

branding strategy, typically with 4 to 8 years of experience.

DATES & LOCATIONS



15 - 18 December 2014 . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . english


Consumer expectations have shifted, and communicating to them

involves different media and techniques. this workshop addresses

several current branding issues in a challenging, interactive

format that will provide you with new tools and practices to move

forward and respond to the shifting expectations that consumers

have towards brands.


• Understand the brand equity for each brand

• Define the brand positioning

• Define the strategy for your portfolio of brands

• Define the pricing policy for each brand

• respond to the shifting consumer expectations


The Changing Face of Consumer Marketing and Branding

• Segmentation

• Media selection

• Creative planning

• accountability

• Positioning

Media-Neutral Brand/Communication Plan

• address all touch points for your brand (e.g. digital, retail,

customer service, product experience, word-of-mouth, etc.)

• allocate your budgets

• explore hard measures to assess the rOi of your brand initiatives

The Value of Reputation Management

the net Promoter Score™

Online reputation management

Consultative and Solution Sales and Marketing Use the internet and increased customer demands to your advantage.WWW.MCE-AMA.COM/2213 3 DAYS/4254 EUR (EXCL VAT)/MID-CAREER

WHO SHOULD ATTENDthis workshop is designed for mid-level to senior sales and marketing managers and executives who needs more insight and expertise in “customer solution selling”.

DATES & LOCATIONS17 - 19 February 2014 . . . . . . . . . . . Berlin . . . . . . . . . . . . . . . . . . . . english16 - 18 June 2014 . . . . . . . . . . . . . . . Paris. . . . . . . . . . . . . . . . . . . . . . english1 - 3 December 2014 . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . english9 - 11 February 2015 . . . . . . . . . . . . Berlin . . . . . . . . . . . . . . . . . . . . english


You will be better able to:• identify the real value for your customers• Define and communicate your unique customer value proposition• Develop and manage your key account strategy and teams


The Customer-Specific Solutions Provider• Understanding strategic choices

Key Account Management • targeting customers for long term value creation

Understanding your customer• What you should know from your accounts

Making the sales funnel work• Customer relationship management

Building the Customer Value Proposition (CVP)• Preparing and presenting the proposal

Sales as a System• People and team alignment

Key Account Planning• implementation risks

Implementing the Solution• iPeCC process stages sequence• the raCi-vs matrix

Customer Centricity• Beyond customer satisfaction: measuring customer loyalty

Value Based Pricing• Benefit-price mapping

Integrated Solutions

• global account management




Consumer Marketing Strategyask the right questions and involve others to implement focused and impactful marketing plans.WWW.MCE-AMA.COM/2122 5 DAYS/4664 EUR (EXCL VAT)/MID-CAREER


as a result of participating in this workshop, you will be better able to:• Write a pragmatic (vs. ideal) marketing plan which asks the right

questions to make a difference in the market place• Challenge marketing habits which can lead to the wrong focus

or disintegration of the plan• involve other parts of the business whose support is crucial for

implementing your plan


Changes and Choices • trends in consumer markets• the disappearing middle market and the importance of a clear

strategic choice

Understanding the consumer • the traditional view on segmentation • Finding true consumer insights and translating them into

executable value propositions for our brand• Best practice cases of insight driven product development and

marketing• How to use customer centric proposition development method

to create winning value propositions

From Product to Customer Centric Thinking • the Customer Value Proposition• Strategic choices made by participants’ companies• the need for differentiation in ever more commoditized markets

Building a brand that truly connects • key steps to building a brand • the meaning of your brand• Storytelling as a brand: rediscovering word-of-mouth• 10 truths of branded storytelling• identifying all the touch points of your brand

Marketing communications and the new media landscape • Changes in media consumption• technology and its impact• Communities and conversations • efficient budgets, value chain analysis and other tools• Briefing your agency to adapt to the new realities as well

Aligning your company around the strategy – and around the customer • involve other stakeholders whose support you need• Five dimensions of strategic alignment• touch points – how every interaction between customers and

your company can shape their perception and your future revenue

• Understanding the needs of other stakeholders and aligning them to your strategy

The Multi-Channel World • Multi-channel expectations and experience• Moving from channel-centric to customer-centric• Pragmatic steps and quick wins • Challenges at the POP • Channel management in the new world

Positioning, Pricing, Promotions • Complexities of today’s brands• Positioning your brand according to the value consumers

attribute to meeting a need• Better pricing decisions• Pricing irrationality: customer behaviour insights • Promotions: how they may hurt you

Accountability • What do CeOs and CMOs think of marketing?• Why marketing needs a metrics mindset• Marketing rOi simplified• tools and tips

Action Planning

WHO SHOULD ATTEND

Marketing managers who want to ensure the successful

implementation of the Marketing plan. Sales and country

managers responsible for the definition and execution of

integrated consumer marketing strategies.

DATES & LOCATIONS

26 - 30 January 2014 . . . . . . . . . . . . Dubai . . . . . . . . . . . . . . . . . . . . english17 - 21 February 2014 . . . . . . . . . . . London . . . . . . . . . . . . . . . . . . english17 - 21 March 2014 . . . . . . . . . . . . . Paris. . . . . . . . . . . . . . . . . . . . . . english7 - 11 april 2014 . . . . . . . . . . . . . . . . Milan. . . . . . . . . . . . . . . . . . . . . english19 - 23 May 2014 . . . . . . . . . . . . . . . istanbul . . . . . . . . . . . . . . . . . . english2 - 6 June 2014 . . . . . . . . . . . . . . . . . Barcelona . . . . . . . . . . . . . . . . english7 - 11 July 2014 . . . . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . english14 - 18 July 2014 . . . . . . . . . . . . . . . . Barcelona . . . . . . . . . . . . . . . . english15 - 19 September 2014 . . . . . . . . Berlin . . . . . . . . . . . . . . . . . . . . english20 - 24 October 2014 . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . english17 - 21 november 2014 . . . . . . . . . Paris. . . . . . . . . . . . . . . . . . . . . . english8 - 12 December 2014 . . . . . . . . . . London . . . . . . . . . . . . . . . . . . english25 - 29 January 2015 . . . . . . . . . . . . Dubai . . . . . . . . . . . . . . . . . . . . english9 - 13 February 2015 . . . . . . . . . . . . London . . . . . . . . . . . . . . . . . . english16 - 20 March 2015 . . . . . . . . . . . . . Paris. . . . . . . . . . . . . . . . . . . . . . english



Fundamentals of Consumer Marketinggain the knowledge and tools you need to contribute to marketing projects.WWW.MCE-AMA.COM/2130 4 DAYS/4459 EUR (EXCL VAT)/MID-CAREER

WHO SHOULD ATTEND

all managers working in Consumer markets who are without a

formal marketing background.

DATES & LOCATIONS












By participating in this workshop, you will be better able to:

• apply the elements of the marketing mix

• Use differentiation and positioning

• Oversee the management of distribution channels


Definition of Marketing

• Why marketing is important

• How to develop a coherent marketing plan

The 4 P’s: Pricing

The 4 P’s: Place / Distribution

• How a distributor works

• influencing the buyer at the point of sale

Brand Segmentation, Targeting and Positioning

Understanding Your Brand and Information Requirements

• Where are we as a brand versus the competition?

• Basic principles of effective market research

Executing an Integrated Marketing Communication Strategy

• Communications activities: touch points with the consumer

• Seven secrets of effective communication

Managing Channels and Distributor networks adapt your long-term strategy to retailers’ changing demands.WWW.MCE-AMA.COM/2169 4 DAYS/4459 EUR (EXCL VAT)/MID-CAREER

WHO SHOULD ATTEND

Country, Sales, Marketing, Channel and retail Leaders who want to strengthen the relationship they have with the retail trade.

DATES & LOCATIONS

17 - 20 March 2014 . . . . . . . . . . . . . London . . . . . . . . . . . . . . . . . . english20 - 23 October 2014 . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . english1 - 4 December 2014 . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . english16 - 19 March 2015 . . . . . . . . . . . . . London . . . . . . . . . . . . . . . . . . english



• Move from a product-oriented to a customer-centric

business proposition

• Combine your consumer information with the retailer’s shopper

information to make the right decisions

• Develop a key account management approach for major retailers

• Decide on the right strategy for your brand and alternative

private labels


Setting the scene

• Micro segmentation: providing real value to the consumer

• globalization versus localization

• Distribution and channel management

• retail measurements

• accelerated technological change

• Supply chain

Value Selling

• the analysis of external factors

• How to get consumer insight

• How to innovate for differentiation

• Branding and private label strategy

• Pricing

Interpersonal skills

• Questioning and listening

• the skills of negotiation

Execution

• key account Management




Mini Master in Marketing Management, Part iDefine a marketing strategy aligned to your organization’s goals.WWW.MCE-AMA.COM/2178 5 DAYS/4664 EUR (EXCL VAT)/MID-CAREER

WHO SHOULD ATTEND

Managers with no formal marketing education; managers who want to update their marketing skills.

DATES & LOCATIONS

10 - 14 March 2014 . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . english25 - 29 august 2014 . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . english9 - 13 March 2015 . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . english


You will be able to:

• Write and implement a marketing strategy and plan

• Measure the effectiveness of the plans you make

• apply up-to-date marketing techniques in your company


The Essence of Marketing • Fundamental marketing concepts

• tasks necessary for successful marketing

Aligning the Organization • getting alignment: the Leadership Model

• Managing change

Organizing the Marketing Function • Ways to measure marketing

• global marketing

From Strategy to Marketing Plan • the Strategy House

Marketing Planning Fundamentals • Basic planning and measurement tools

Creating the Value: Insight • Consumer behaviour and insight

• Segmentation, targeting, positioning

Creating the Value: Consumers and Shoppers • Market research and market intelligence

• Consumer and Shopper

Creating the Value: Product Development • Competitive analysis and product strategy

• new product development and innovation

Creating the Value: Pricing • Value-based pricing strategies

Mini Master in Marketing Management, Part ii*Communicate and deliver the value of your brand, measure your success.WWW.MCE-AMA.COM/2179 5 DAYS/4664 EUR* (EXCL VAT)/MID-CAREER

WHO SHOULD ATTEND

Managers with no formal marketing education; managers who want to update their marketing skills.

DATES & LOCATIONS

16-20 June 2014 . . . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . english1-5 December 2014 . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . english



• Make smart advertising and sales promotion campaigns

• Manage agencies, distribution channels and the marcom budget


Communicating the Value: Branding and brand management • Building and managing the brand

• aligning the organization

Communicating the Value: Media • advertising, sales promotion, events

• Media mix, e-marketing, budgeting, agencies

Delivering the value: Selling • Direct marketing and category management

• Personal selling and key account management

Delivering the value: Channels • Distribution and channel management

• retailing

Sustaining customer relations • Customer relationship management

• Customer satisfaction

Communicating to stakeholders • Communicating with stakeholders

• raCi charting

Summary and presentations • Preparing and presenting the marketing plan

• Feedback and follow-up planning

*to participate in Part ii, you must have completed Part i. You will

benefit from a 20% reduction on Part ii, if you register for Part ii

within 12 months of completing Part i.




Principles of Value-Based B2B Marketingget marketing tools to create, communicate and measure customer value and to develop competitive advantage.WWW.MCE-AMA.COM/2119 4 DAYS/4459 EUR (EXCL VAT)/MID-CAREER



• Understand the key trends in B2B marketing and their impact on

your company

• Understand the different categories of Customer Value

Propositions and their implications for all company functions

• Use key marketing, concepts, tools and techniques needed to

successfully drive customer value

• identify how marketing activities are linked to corporate strategy

and goals

• Understand customer focus and the financial value of loyal

customers

• analyze B2B marketing issues and apply best practice solutions

• Use the marketing skills you have learned to help develop a

sustainable, competitive advantage in the marketplace


given the increased competition and complexity in global B2B

markets, the role of marketers in developing and delivering

successful value propositions has become more important than

ever. Leading B2B companies are no longer narrowly focused on

products, sales, and finance. today, they are evolving towards more

marketing-oriented general management capabilities.

Marketing strategies and business strategies are becoming

interdependent. therefore, a clear understanding of basic

marketing principles and the know-how to create, communicate

and measure customer value is essential for most B2B managers.

this workshop addresses each of these issues.

Trends and Issues in B2B Marketing

• new markets and new competitors

• the information explosion and empowered customers

• B2B versus B2C marketing

• From supply chains to customer experience systems

Marketing and Strategy

• integration of marketing in all business strategy stages

• Moving from functional management to market-driven

leadership

• Putting the customer value proposition at the heart of strategy

• Contributing to the marketing planning process

• integrating iCt and marketing strategies

Customer Value Marketing

• Categories and selection of customer value proposition

• implications of different value propositions on your skills,

processes and structures

• What is true customer focus?

• the financial value of customer delight and loyalty

• Understanding the importance of customer touch-points

throughout the value chain

• How all functions contribute to customer value

Key Marketing Activities

• the importance of clarifying and communicating the customer

value proposition

• generating and caring for profitable customers

• Segmentation, targeting and positioning

• Customer value propositions and the 4 P’s of marketing

• Brand Management

• Product, service and solution innovation

• Managing the customer experience at each touch-point

• the marketing planning process

Leadership and Strategy Implementation

• Your role in support of marketing

• Diagnosing the customer orientation of your business unit and

your team

• aligning people and processes to execute the marketing strategy

• Determine which actions you can take to become more

customer-oriented

• Marketing skills and your career

Action planning

WHO SHOULD ATTEND

Managers in a non-marketing role or function in business-to-

business markets.

DATES & LOCATIONS





15 - 18 December 2014 . . . . . . . . . London . . . . . . . . . . . . . . . . . . english





WHO SHOULD ATTEND

Managers in B2B markets, including: product and brand managers,

process managers, market and marketing managers.

DATES & LOCATIONS


9 - 13 March 2014 . . . . . . . . . . . . . . Dubai . . . . . . . . . . . . . . . . . . . . english


14 - 18 July 2014 . . . . . . . . . . . . . . . . Milan. . . . . . . . . . . . . . . . . . . . . english



1 - 5 December 2014 . . . . . . . . . . . London . . . . . . . . . . . . . . . . . . english


8 - 12 March 2015 . . . . . . . . . . . . . . Dubai . . . . . . . . . . . . . . . . . . . . english

Product Management in B2B MarketsMaximize success by ensuring your marketing plan is customer-driven and can be executed by the entire organization.WWW.MCE-AMA.COM/2120 5 DAYS/4664 EUR (EXCL VAT)/MID-CAREER

BEST SELLER


after participating in this workshop, you will be better able to: • Understand and apply the concepts of marketing planning to your

specific business planning challenges • Define and communicate your customer value proposition(s) to

your management, target customers and channel partners • Use customer insights to make the link between your solution,

customer focus, customer loyalty and profitability • recognize the importance of segmentation, targeting and

positioning to the acquisition and care of profitable customers • identify the impact of different value propositions on people,

processes and structures and what to do about it • Manage the industrial buying process and customer relationships • Use service strategies to manage customer touch-points and

generate sustainable differentiation


Module 1: Major Trends and Issues in Business Markets • new markets and new competitors • information explosion empowering customers • From supply chains to customer experience systems • the sustainability imperative: threats and opportunities • From sales and marketing management to market-driven leadership • the evolving role of Product Manager: Skills and fit in the

organization

Module 2: Marketing and Product Management Definitions • the evolution of marketing in B2B • Customer value proposition at the heart of competitive strategy • Categories and examples of customer value propositions • Market-driven planning approach for your project • external and internal analysis, SWOt

Module 3: Customer Focus and Buying Behavior • Power shift to customers • What is a market-driven company? • Measuring and profiting from customer loyalty • Who are your customers? • B2B versus B2C buying behavior • Customer value and segmentation • targeting to acquire profitable customers

Module 4: Competition, Positioning and Brand Management • Competitive analysis • Focusing, positioning and differentiation: the essence of marketing

strategy • Positioning statements, positioning criteria and perceptual mapping • Strategic and tactical brand management • the importance of branding and trust in B2B markets • Market intelligence, types of market research

Module 5: Product and Solution Innovation • innovation challenges and strategies • types and examples of innovation • Open innovation; co-creation and co-development with customers

and partners • 360-degree scope of innovation • emerging markets as sources of innovation in solutions and

channels • Sustainability as a driver of innovation

Module 6: Managing the 4 Ps and the Customer Experience • the extended marketing mix • Customer touch-points and the integrity of the customer experience • Managing the “moments of truth” • Marketing communications • the impact of new technologies and social networks • account management, understanding decision-making unit

behavior • team selling and customer relationship management • Solutions marketing • Pricing, distribution and value chains • Customer service strategies and systems

Module 7: Leadership and Marketing Strategy Implementation • towards market-oriented general management • alignment of people and processes to execute strategy • integration of iCt and customer-focused marketing strategies • elements of change management

• individual action planning



Product Life Cycle ManagementManage products profitably across the product life cycle.WWW.MCE-AMA.COM/2412 3 DAYS/4254 EUR (EXCL VAT)/MID-CAREER

NEW

WHO SHOULD ATTEND

Product managers, product marketers, product marketing managers and brand managers.

DATES & LOCATIONS

10 - 12 February 2014 . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . english16 - 18 June 2014 . . . . . . . . . . . . . . . Paris. . . . . . . . . . . . . . . . . . . . . . english1 - 3 December 2014 . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . english9 - 11 February 2015 . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . english


You will be better able to: • Define actions for the different stages of the PLC • Create powerful go-to-market strategies


Introduction to Product Management • Product marketing management activity and science • Skills and competencies needed

Review of Key Marketing Concepts • Market research techniques • Segmentation • the marketing mix

The PLC • the science behind the notion of PLC • a framework for actions around the PLC

Advanced Product Marketing Tools • Building a compelling value proposition • Product augmentation • Value curves

Strategizing for Success across the Life Cycle • time-to-volume, market leader, first mover and fast follower

strategies • go-to-market strategies • Building the product roadmaps • Managing global products and portfolios

Product Life Cycle Application Session • Differentiation strategies • Mass markets and commoditization

Planning for Profitability across the Life Cycle • How to organize the product marketing function• Writing and presenting the plan

Action Planning

Using Social Media to engage Customers and Build Your Brandtap into the internet’s amazing potential to turn users into customers.WWW.MCE-AMA.COM/7744 2 DAYS/3024 EUR (EXCL VAT)/MID-CAREER

NEW

WHO SHOULD ATTEND

Marketing professionals at a beginner or intermediate level who are involved in interactive marketing strategies.

DATES & LOCATIONS

27 - 28 March 2014 . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . english12 - 13 May 2014 . . . . . . . . . . . . . . . London . . . . . . . . . . . . . . . . . . english30 - 31 October 2014 . . . . . . . . . . . Paris. . . . . . . . . . . . . . . . . . . . . . english26 - 27 March 2015 . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . english


You will be better able to:• Migrate traditional marketing activities to online marketing • implement search engine optimization techniques • Demonstrate the rOi of your e-marketing


Integrating Online Marketing into the Overall Marketing Mix • Brand building and awareness over the web • identifying online communities where your customers

congregate • Using word of mouth, word of web and buzz marketing

Social Networks and Successful Online Community Programs• Creating a web-friendly company • Using targeted marketing in social networks • assuring accurate representation of your product online

Effective Online Marketing Communications Programs• Setting up a corporate marketing blog and getting it noticed • Using rSS feeds to generate traffic • Publicizing videos and getting them to “go viral”

Search Engine Marketing—Optimize and Advertise• key factors of search • tools for SeO and SeM automation

Online Marketing Measurement and Metrics • Measuring what matters • Using online ratings networks

• the engagement scorecard




Product, Category and Segment Management in Consumer Markets Differentiate your business to move from a product-oriented to a customer-centric business proposition.WWW.MCE-AMA.COM/2205 5 DAYS/4664 EUR (EXCL VAT)/MID-CAREER


as a result of participating in this workshop, you will be better able to:• identify segments and categories based on buying behaviour

and value sought, instead of easy but irrelevant demographics• Create value propositions based on consumer insights and

decision drivers • Validate new propositions on their uniqueness and viability in the

market place • identify the implications for your business and value chain

partners so you can successfully reach the consumer


this workshop helps marketers to compete in the new consumer markets environment by shifting their market strategy from a product-driven push to a customer-centric business proposition. it helps marketers partner with retailing and channel partners in an effective joint approach to Category Management. Practical and pragmatic, the workshop provides participants with key operational tools typically not covered in academic programs.

Module 1: Major Trends in Consumer Markets• global trends• Changes in consumer behavior• new trends in retail

Module 2: Customer Centric Strategy• What is customer-centric strategy, and how is it different from a

product-driven strategy?• Strategy, vision and mission – how do they fit together?• Customer VaLUe proposition as the cornerstone of any strategy

Module 3: Marketing Fundamentals• Definitions marketing, marketing management, category

management• Core marketing concepts• review of classical marketing tactics

Module 4: The Customer Centric Marketing Approach• the marketing plan roadmap• From consumer insights to executing the marketing mix

Module 5: Using Market Research and Insights for segmenting, targeting and positioning • insights• Market research• Segmentation targeting, segmenting and positioning

Module 6: Building Customer-Centric Brands• Brand management, values and equity• Characteristics of strong brands

Module 7: Building Value Price• Value vs. Price• Pricing strategies• Price in CVP

Module 8: Measuring the Value• Marketing classic kPi’s• Customer lifetime value• net Promoter Score®

Module 9: Delivering the Value• Marketing channels• retailing types• Multi-channel• Supply chain• retailing trends

Module 10: Influencing Purchase Decisions• Category management• Differentiation strategies• Path to purchase• ZMOt – FMOt• in-store merchandising and customer experience

• the touch-points

WHO SHOULD ATTEND

Product, category and segment management in consumer

markets is intended for B2C business managers who want to better

target their customer segments and enhance value proposition for

each segment. the workshop is particularly relevant for those who

have recently been promoted into a marketing management role,

or who have been in the role for a while and want to refresh their

approach.

DATES & LOCATIONS


2 - 6 February 2014 . . . . . . . . . . . . . Dubai . . . . . . . . . . . . . . . . . . . . english





1 - 5 December 2014 . . . . . . . . . . . London . . . . . . . . . . . . . . . . . . english



Project & Process ManageMent


acquire the best tools and techniques for managing both the technical and people aspects of projects and processes.

Workshops

Managing risk in Projects Best seller 78

Preparatory Workshop for PMP® certification neW 79

Process Improvement neW 80

Project cost Management 80

Project Management: the Fundamentals Best seller 81





Managing risk in ProjectsIdentify potential risks in large projects, plan for the unexpected and deliver within agreed parameters.WWW.MCE-AMA.COM/446 3 DAYS/4254 EUR (EXCL VAT)/MID-CAREER

BEST SELLER


Project Managers or members of project teams need to continually look for new ways to improve their ability to manage risk by learning from both failures and successes. this seminar will show you how to recognize the factors that contribute to risk, determine the probability and consequences risks can have on projects, and develop strategies for effectively dealing with and responding to project risks.You will be better able to:• Identify and understand the key risks for projects• recognize the factors that contribute to risk• Determine the consequences risks can have on projects • Develop strategies for effectively dealing with project risks


Project Risk Management risk management is the systematic process of identifying, analyzing, and responding to project risk. risk is inherently part of project work. therefore, the goal of risk management is to develop strategies that significantly reduce their impact or avoid them altogether, and to maximize opportunities. Planning is the activity or a method for accomplishing a specific goal or set of objectives.• Defining project risk • Measures of project success • risk assessment techniques • Project risk levels • risk management planning

Risk Identification Understanding the sources of risk allows us to evaluate risk from different perspectives and provides us with a complete picture of both the sources and impacts of risk. risk identification is an iterative process.• Project key success factors • Most common project risks

Risk Analysis It is important to have a methodology that will allow you to determine the likelihood that previously identified risks will occur, evaluate their impact on the project and project goals and determine whether the interdependencies of small risks can collectively pose a significant threat to the project.• Qualitative and quantitative risk analysis • risk scoring • risk register and profile

Risk avoidance and mitigation generating risk response options is the most creative part of the entire process of risk management. It allows project teams to consider the full range of possibilities.

• root cause analysis • risk aversion strategies • risk mitigation strategies • Proactive and reactive risk response planning

Risk monitoring and control risk monitoring and control is the process of assessing the effectiveness of risk response plans to ensure that they work as they were designed.• risk watch list and exposure• risk response plan execution • effectiveness assessment • corrective action • risk management implementation In this module, we look at ways to embed risk Management activities in project plans and project management methodologies.• Implementation strategy and plan • risk management procedures • supporting tools and technologies

Risk management tips and tricks • supporting checklists • risk process check • risk management do’s and don’ts

Cost effectiveness of risk management • risk cost/benefit

• roI

WHO SHOULD ATTEND

experienced project managers in charge of large, complex

projects.

DATES & LOCATIONS



23 - 25 april 2014 . . . . . . . . . . . . . . . Paris. . . . . . . . . . . . . . . . . . . . . . english


2 - 4 june 2014 . . . . . . . . . . . . . . . . . Barcelona . . . . . . . . . . . . . . . . english


20 - 22 october 2014 . . . . . . . . . . . Paris. . . . . . . . . . . . . . . . . . . . . . english

8 - 10 December 2014 . . . . . . . . . . London . . . . . . . . . . . . . . . . . . english





Preparatory Workshop for PMP® certificationget solid grounding in the Project Management Body of Knowledge (PMBoK®), standards and guidelines.WWW.MCE-AMA.COM/2421 5 DAYS/4664 EUR (EXCL VAT)/MID-CAREER

NEW


as a result of participating on this workshop, you will:

• gain a thorough induction into all the tools and techniques in

the Project Management Body of Knowledge®

• Be better prepared to sit your PMP® certification exam

• Develop increased mastery of project management

competencies


this master class workshop is built around PMI’s PMBoK® guide,

which you will take home with you for further review. Modules and

topics covered include the following:

1. Workshop Introduction

• Process for obtaining the PMP® credential

2. The Project Management Framework

• Purpose of the PMBoK® guide

• What is a project? What is project management?

• Project Management Body of Knowledge®

• Project stakeholders and governance project team

• the project life cycle

3. The Project Management Processes

Five process groups containing 47 project management processes

• Initiating, planning and executing process group

• Monitoring and controlling process group

• closing process group

4. Project Integration Management

• Develop project charter and project management plan

• Direct and manage project execution

• Perform integrated change control

• close project or phase

5. Project Scope Management

• collect requirements, define scope, create WBs

• Validate and control scope

6. Project Time Management

• Define and sequence activities

• estimate activity resources and durations

• Develop and control schedule

7. Project Cost Management

• estimate costs, determine budget and control costs

8. Project Quality Management

• Perform quality assurance and quality control

9. Project Human Resource Management

• acquire, develop and manage the project team

10. Project Communications Management

• Manage and control communications

11. Project Risk Management

• Identify risks

• Perform qualitative and quantitative risk analysis

• Plan risk responses: Monitor and control risks

12. Project Procurement Management

• conduct, administer and close procurements

13. Project Stakeholder Management

• Identify stakeholders

• Manage stakeholder engagement

14. Interpersonal Skills

• Leadership and team building

• Motivation, communication, influencing and decision making

• Political and cultural awareness

• negotiation, trust building, conflict management, coaching

15. PMI Code of Ethics and Professional Conduct

PMP® credential holders are expected to behave according to

professional ethics. the requirements are formalized in the PMI

code of ethics and Professional conduct.

16. Workshop Summary and Close

recap of next steps for obtaining the PMP® credential.

WHO SHOULD ATTEND

Project Managers and other managers who are planning to present themselves for PMP® certification exams.

DATES & LOCATIONS

10 - 14 February 2014 . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . english16 - 20 june 2014 . . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . english27 - 31 october 2014 . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . english15 - 19 December 2014 . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . english9 - 13 February 2015 . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . english



Process Improvementacquire proven tools to successfully implement business improvements.WWW.MCE-AMA.COM/7743 3 DAYS/4254 EUR (EXCL VAT)/MID-CAREER

NEW

WHO SHOULD ATTEND

senior and mid-level managers responsible for process mapping

and process quality improvement.

DATES & LOCATIONS


2 - 4 june 2014 . . . . . . . . . . . . . . . . . Barcelona . . . . . . . . . . . . . . . . english




• You will be better able to:

• Identify process management improvement opportunities

• Determine if non-value-added operations should be outsourced

• recognize how each process relates to the whole operation


Critical Success Factors for Project Improvement Projects• Why process improvement projects succeed or fail

Definition of a Process• critical elements of a process

Process Improvement Using Project Management Techniques• Key project management tools and techniques

Mapping the Process—Collecting the Data• create a process map using a 3-step framework

Analyzing the Data and Identifying Process Improvements• Developing a process map that reflects process improvements

Implementing Recommended Processes—Standard Operating Procedures• creating an soP that encompasses the desired process

improvements

Addressing Cultural and Organizational Issues• organizational enablers and obstacles

Measuring the Process• establishing a process measurement system

Action Planning

Project cost Management get the tools to manage complex projects profitably and rationally.WWW.MCE-AMA.COM/2283 3 DAYS/4254 EUR (EXCL VAT)/MID-CAREER

WHO SHOULD ATTEND

Project managers, estimators, or senior executives who need to

gain skills and tools for managing costs in complex, multi-stage

projects.

DATES & LOCATIONS







• Understand the basis of project management accounting

• Identify areas of concern and risk in completion estimates and

costing

• recognize the inter-related aspects of cost and revenue

recognition


Project Accounting, Regulations and Requirements • Us FaaP vs. IFrs regulations for projects

• the basis of percentage completion accounting

• application and scope of project accounting under IFrs

Securing the Job and Defining the Plan • cost and expense budgeting

• time estimation

• sub contractor and supplier estimates

• cashflow forecasting and trigger dates

• estimating project profitability and contingency planning

Percentage of Completion and Variances • Defining an appropriate basis for costing variances

• Validating percentage completion estimates

Completion, Contingencies and Rectification Cost Estimates • Defining warranty periods

• effective completion vs. Full completion

Personal action planning




WHO SHOULD ATTEND

Project managers, project team members and technical team

leaders in areas such as research and development.

DATES & LOCATIONS

26 - 30 january 2014 . . . . . . . . . . . . Dubai . . . . . . . . . . . . . . . . . . . . english



12 - 16 May 2014 . . . . . . . . . . . . . . . Paris. . . . . . . . . . . . . . . . . . . . . . english

16 - 20 june 2014 . . . . . . . . . . . . . . . Barcelona . . . . . . . . . . . . . . . . english

7 - 11 july 2014 . . . . . . . . . . . . . . . . . Berlin . . . . . . . . . . . . . . . . . . . . english

14 - 18 july 2014 . . . . . . . . . . . . . . . . Barcelona . . . . . . . . . . . . . . . . english



8 - 12 september 2014 . . . . . . . . . . Kuala Lumpur . . . . . . . . . . . . english





8 - 12 December 2014 . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . english

25 - 29 january 2015 . . . . . . . . . . . . Dubai . . . . . . . . . . . . . . . . . . . . english



Project Management: the Fundamentalsget a clear methodology, understand the people side of projects and deliver within time and budgetWWW.MCE-AMA.COM/575 5 DAYS/4664 EUR (EXCL VAT)/MID-CAREER

BEST SELLER


In today’s workplace there are hardly any managers who “just do

their job”. Managing projects alongside one’s regular function is daily

reality, and project success has become an important factor in any

manager’s performance evaluation.


to:

• Use relevant consulting and change management skills when

dealing with your internal and external stakeholders

• confidently accept responsibility for new projects and be better

able to stay in control of projects

• apply tools to stay in better control of projects

• Use best practice project management tools and techniques

• gain people skills, including leading, team building and motivating

• apply relevant consulting and change management skills when

dealing with your internal and external stakeholders


Methods and Tools

Project management in a broader business context: a systematic

approach to the whole project life cycle from initiating, planning and

defining scope through scheduling tasks, budgeting and controlling

to closing the project.

Project Management Basics

• characteristics of projects

• Definition of a project, typology of projects, project lifecycle,

project scope and WBs, project timeline, resources and cost

• case study: Defining project lifecycle, project scope, WBs,

organization chart, timeline and initial budgeting

Project Roadmap, Part 1: Project Definition

• Project charter, project scope statement, project organization and

governance, team staffing, contracting, project infrastructure set-

up, project office, project plan and budget development

• case study: Project plan and budget development

Project Roadmap, Part 2: Execution and Closing

• Project execution stages, project kick-off, ‘to be’ design and build,

gap and impact analysis, migration planning, data, capability

transfer, training, testing, cut-over, quality management, risk

management, communications management, progress tracking

and reporting, cut-over management, support

• case study: Project performance dashboard, progress reporting,

issue management

People

the second part of the workshop focuses on the skills project

managers need for leading teams and managing project

stakeholders.

Leading a Team

• ensuring team capability

• stages of team development, individual development, leader

development

• team exercise: team development model

Stakeholder Management

• the consulting process from a project manager’s perspective

• Handling and managing your (internal) clients, content vs. process

consulting, needs analysis, information gathering, value chain

• team exercise: role play

this workshop is PMBoK® certified by the Project Management

Institute (PMI). PDUs offered for this workshop: 36 PDUs (tools: 22 -

People: 14)


SaleS excellence


Gain the skills you need to advance your career in sales

Workshops

Value-Based Selling neW 84

Fundamentals of Successful Selling neW 84

Global and Key account Management in B2B Markets 85

negotiation and closing Skills for Sales Professionals neW 86

Managing and coaching Your Sales Force for High Performance neW 86

Territory and Time Management for Salespeople neW 87

customer Service excellence: How to Win and Keep customers neW 87





Value-Based SellingDesign and use methods to define and communicate customer value and to increase overall sales performance.WWW.MCE-AMA.COM/2414 3 DAYS/4254 EUR (EXCL VAT)/MID-CAREER

NEW

WHO SHOULD ATTEND

experienced sales representatives, key account managers or any commercial role in which interacting with customers with a sales objective is an important task.

DATES & LOCATIONS

10 - 12 March 2014 . . . . . . . . . . . . . Paris. . . . . . . . . . . . . . . . . . . . . . english14 - 16 May 2014 . . . . . . . . . . . . . . . london . . . . . . . . . . . . . . . . . . english20 - 22 October 2014 . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . english11 - 13 March 2015 . . . . . . . . . . . . . Paris. . . . . . . . . . . . . . . . . . . . . . english


You will be better able to: • Segment and target the right customers • Identify what is really of value to potential customers or customer

groups • Plan a better approach to communicate on your customer’s

value expectation • embed customer value in your selling process and

communications


Customer Value Analysis • Why do customers buy? • The customer value model • Design customer value increasing actions

Segmentation and Targeting • The importance and impact of efficient segmentation and

targeting • Tools and techniques best practices • Implications for sales activity planning

Embedding Customer Value in the Selling Process • Gaining attention and interest from the start • Productive questioning and active listening • Personalizing the message • Gaining partial or preliminary agreements up front • How to gain real commitment

From Practice to Application • From thorough pre-call preparation towards successful customer

commitment

Action Planning

Fundamentals of Successful SellingGain the right knowledge, skills, attitude, behaviours and persuasive techniques you need to make the sale.WWW.MCE-AMA.COM/2415 2 DAYS/3024 EUR (EXCL VAT)/MID-CAREER

NEW

WHO SHOULD ATTEND

newly appointed or relatively inexperienced sales representatives

and key account managers.

DATES & LOCATIONS



4 - 5 December 2014 . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . english

9 - 10 February 2015 . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . english



• Use skills in a systematic, customer-focused sales process

• Identify and satisfy customer needs

• Get the customer’s commitment to take a specific action


The Background to Selling

• The knowledge, skills and attitudes needed

• Why people buy

• Two-way communication

• The sales cycle

Pre-call Planning

• Situation analysis and setting call objectives

• call strategy

• Using promotional materials

Features, Benefits and Buying Motives

• Translate product features into identified customer needs

The Sales Call: The opening, probing, presenting benefits

• Handling customer feedback

• closing and gaining commitment

Post-call Analysis

• Identify successes and challenges from the call

• The importance of call recording

Action Planning

http://WWW.MCE-AMA.COM/



WHO SHOULD ATTEND

Global and key account managers and senior functional managers

responsible for and involved in delivering high-value B2B sales.

DATES & LOCATIONS


12 - 14 May 2014 . . . . . . . . . . . . . . . Istanbul . . . . . . . . . . . . . . . . . . english


8 - 10 September 2014 . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . english

3 - 5 november 2014 . . . . . . . . . . . Geneva . . . . . . . . . . . . . . . . . . english



Global and Key account Management in B2B MarketsManage international accounts globally, regionally and nationally to maximize sales and create long-term customer relationships.WWW.MCE-AMA.COM/2214 3 DAYS/4254 EUR (EXCL VAT)/MID-CAREER



• Identify and manage relationships and decision-making

pathways at a global and local level

• align internal activities, processes and teams to deliver for the

customer

• effectively create higher value for you and your customer

• Keep an edge over your competitors


Managing global accounts as a “Customer MD”

Key accounts are often global, large and complex but also unique.

Key account Managers will need to recognize this and establish

a similarly unique way of delivering for them. This requires key

account managers to adopt a “Managing Director” mind-set and

establish approaches and dedicated teams to service them. each

of these “mini-businesses” will then require a comprehensive key

account plan.

During the workshop you will therefore consider plans to optimize

the performance of your Key account Management approaches. In

a highly practical and pragmatic atmosphere, you will apply new

concepts and frameworks to your key account management issues

and challenges.

Module 1: Global Account Management

• What is Global/Key account Management?

• Selection of Global and Key accounts

• Your global leadership role as a key account manager

• The way you support the account at every level and in every

region

Module 2: Value Proposition Development

• Understanding and aligning to your key account’s strategy and

objectives

• Developing a compelling Value Proposition

• adapting your customer value proposition to different parts /

regions in your customer’s organisation

• Sources of potential value for you and your key accounts

Module 3: Internal and External Alignment

• aligning your own your business units and stakeholders across

the globe to support, service and deliver for the customer

• Review the processes and structures needed to deliver for and

grow your account

• aligning your team

Module 4: Stakeholder and Relationship Management

• Stakeholder mapping

• Improving relationship management

• Understanding decision making pathways for your key account

• communication effectiveness

• Influencing strategies

• Handling Organisational Politics

• approaches to negotiation and conflict to achieve win-win

outcomes

Module 5: Global Account Management Leadership

• leadership behaviours of effective Global account Managers

• leading high performing teams globally

• The challenges of leading Global account teams

• The talent needed to service the account

Module 6: Global Account Management Performance Metrics

• The key opportunities for growth in global accounts

• looking beyond the services or products which are currently

delivered

• The profitability of the account (at a global and local level)

• account planning

• Key Performance Indicators for the account, for you and for the

account team



negotiation and closing Skills for Sales ProfessionalsGet a step-by-step guide to effective sales negotiation and closing.WWW.MCE-AMA.COM/2416 2 DAYS/3024 EUR (EXCL VAT)/MID-CAREER

NEW

WHO SHOULD ATTEND

Sales professionals, sales managers, account executives, contract negotiators and anyone involved in negotiation.

DATES & LOCATIONS

17 - 18 February 2014 . . . . . . . . . . . Paris. . . . . . . . . . . . . . . . . . . . . . english23 - 24 June 2014 . . . . . . . . . . . . . . . london . . . . . . . . . . . . . . . . . . english18 - 19 December 2014 . . . . . . . . . london . . . . . . . . . . . . . . . . . . english23 - 24 February 2015 . . . . . . . . . . . Paris. . . . . . . . . . . . . . . . . . . . . . english


You will be better able to: • Develop an effective strategy for any negotiation • adapt your behaviour at each stage of the negotiation • Maintain control of closing in sales negotiations • Make win-win deals that generate value for both parties


Differentiating between Selling and Negotiating • Skills and competencies of a good negotiator • Different types of negotiation situation • When to negotiate and when not

Negotiation Process • Basic concepts of negotiation• What is negotiable in typical business situations? • Identify approaches to negotiation

Planning Your Negotiation • Plan a negotiation • Determine a settlement range • apply the planning framework in practice negotiation

Assertiveness and Persuasion • Your assertiveness and negotiation styles • assertiveness and persuasion techniques • Managing your emotions and behaviour

Crafting a Strategy for Your Closing • Plan a strategy to apply your negotiation and closing skills • Identifying the problem or issue for negotiation • choosing appropriate communication methods

Action Planning

Managing and coaching Your Sales Force for High PerformanceDevelop and apply your sales management and coaching skills to drive business results.WWW.MCE-AMA.COM/2413 3 DAYS/4254 EUR (EXCL VAT)/MID-CAREER

NEW

WHO SHOULD ATTEND

Sales force managers who have a team of sales representatives reporting to them; new sales managers or those who will soon be promoted into a sales management position.

DATES & LOCATIONS

10 - 12 February 2014 . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . english12 - 14 May 2014 . . . . . . . . . . . . . . . london . . . . . . . . . . . . . . . . . . english24 - 26 november 2014 . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . english9 - 11 February 2015 . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . english


You will be better able to: • Balance your time and effort being a manager and coach • Set team and individual objectives and monitor activities • apply a structured coaching process • ensure a high level of commitment and motivation


The Synergistic Difference of Your 3 Roles • leader - where do you want to go?• Manager - how do you want to go there? • coach - how can I support getting there?

The Manager Role • Regional business management• Performance management • Setting team and individual objectives and monitoring results

Managing a High Performing Sales Team • Introduction to working styles • creating a positive environment • Team mission and identity and setting expectations

The Coaching Role • The GROW Model • The coaching Model – a structured process • The coaching Plan

Action Planning




Territory and Time Management for SalespeopleMake the most productive use of your time as you mine your territory for sales.WWW.MCE-AMA.COM/7745 2 DAYS/3024 EUR (EXCL VAT)/MID-CAREER

NEW

WHO SHOULD ATTEND

Sales representatives, account executives, sales managers and all sales staff with customer or sales territory management responsibilities.

DATES & LOCATIONS

13-14 February 2014 . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . english23-24 June 2014 . . . . . . . . . . . . . . . . london . . . . . . . . . . . . . . . . . . english 6-7 november 2014 . . . . . . . . . . . . Geneva . . . . . . . . . . . . . . . . . . english11-12 February 2015 . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . english


You will be better able to:• Spend more time with your customers• Sell more, earn more and accomplish more • Strike a balance between personal and professional goals


Understanding Time and Territory Management• Obstacles to time and territory management• Benefits of effective time and territory management

Skills and Techniques: Managing Your Territory• Develop a prospect profile• assign account priorities, establish a target account plan

Skills and Techniques: Managing Your Time• activities that contribute to your goals• activities to avoid and activities that can be delegated

Getting Organized• How to set goals and objectives• assign priorities to accomplish what’s important

Managing Informationefficient, effective electronic communicationavoid information overload

“Time Burglars” and “Territory Bandits”• Developing solutions for common problems• Planning to manage obstacles

Controlling Stress and Creating Balance• common causes of stress• control and reduce stress

Action Planning

customer Service excellence: How to Win and Keep customersProviding customer service excellence is what will keep your customers coming back.WWW.MCE-AMA.COM/7747 2 DAYS/3024 EUR (EXCL VAT)/MID-CAREER

NEW

WHO SHOULD ATTEND

customer service representatives, technical and support personnel, field service representatives, account managers, credit and billing specialists, small business owners.

DATES & LOCATIONS

13-14 February 2014 . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . english19-20 June 2014 . . . . . . . . . . . . . . . . Paris. . . . . . . . . . . . . . . . . . . . . . english 6-7 november 2014 . . . . . . . . . . . . Geneva . . . . . . . . . . . . . . . . . . english12-13 February 2015 . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . english


You will be better able to:• Deliver better, faster service and increase customer satisfaction • Increase your credibility with customers • Respond appropriately to customer irritation


The Benefits of Excellent Service• How customer service creates revenue

Professionalism under Pressure• Strategies for remaining calm under pressure

Internal Customer Service• The importance of serving internal customers

Managing Customer Expectations• Identifying your customers’ top two expectations

Managing Customer Expectations by Personality Style• expand your communication skills to get along easily with more

customers

Personalized Listening Skills• create rapport with customers to have more influence

Vocabulary, Telephone, and E-mail• creating positive impressions with words • Using persuasive language patterns

Dealing with Difficult Customers• Responding to specific customer behaviors • Turning an angry customer into a happy repeat customer

Action Planning



Strategic allianceS, MergerS & acquiSitionS

learn best practices and expert knowledge for creating workable and productive mergers, acquisitions, partnerships and alliances

Workshops

Managing Strategic alliances and Partnerships Best Seller 89

Mergers & acquisitions: integrating operations and consolidating accounts 90

Mergers & acquisitions: Valuation of companies and Due Diligence Best Seller 91





Managing Strategic alliances and PartnershipsDefine the partnership, set goals and expectations, and manage the collaboration to your mutual advantage.WWW.MCE-AMA.COM/2247 4 DAYS/4664 EUR (EXCL VAT)/MID-CAREER



• Define your alliance or partnership and agree on the terms with

the other party

• Set clear goals for success

• clarify roles, responsibilities and expectations

• Manage implementation of the shared strategy and track

performance

• identify and use the best practices each party brings to the

partnership for your mutual advantage

• Set up the alliance and manage the implementation of a

common strategy to achieve your business objectives

• Manage implementation of the shared strategy and track

performance


alliances and partnerships may make strategic sense and look

good on paper, but most are notoriously difficult to manage. this

workshop will help you set up the alliance or partnership and

manage the collaboration and implementation of a common

strategy to achieve your business objectives.

Start with a clear structure and roadmap for success

• What are you trying to achieve with the alliance? cost advantage,

reaching new markets, merging products, etc.: make sure your

structure fits your goals

• Different forms of alliances and options for value creation

• Joint ventures with majority ownership, JV with minority interest

• agencies with 100% ownership

• Borrow a partner’s wholly owned local company, but

management agreement that you run it.

• level of control vs. level of ownership & getting the right mix

• roles and responsibilities of both sides

• remuneration of the partner – does it relate to revenues or

profits?

• risk sharing arrangements

• Process for solving conflicts

• legal status and regulatory considerations

• exit clause and buy-out formulae – nothing lasts forever

Managing the alliance

• leadership role of the alliance manager

• typical life cycle of an alliance

• aligning both sides to the customer value proposition – making

the alliance seamless to clients

• Mapping the cultures of each organization, finding gaps and

leverage points and what to do about them

• communicating the alliance to employees and other important

stakeholders

• creating and nurturing relationships of trust between

counterparts in the respective organizations

• creating clear processes and adjusting as necessary

• Setting clear performance goals for the alliance – who is

accountable for what

• tracking and analyzing performance – replicating successes and

dealing with underperformance

• renegotiating terms of the alliance agreement which were

overlooked or are not clear

Handling problems

• likely sources of problems – process/structure flaws vs. human

emotional reactions

• culture clashes and organizational politics on both sides

• Keeping the lines of communication open with the other side

• gathering the facts on both sides for an objective analysis

• Handling difficult conversations

• negotiating for a win-win solution

• Keeping the clients happy until problems can be solved

• recognizing when it’s time for an alliance to end

Finalizing your alliance action plan

• Finalize your plan and present it to fellow participants for

feedback and final adjustments

• using successful alliance management to advance your career

further

• Peer coaching

WHO SHOULD ATTEND

all managers who are managing a joint venture, partnership or

alliance with another organization. the workshop assumes that

you already know the basics of management and leadership, and

are looking for help with the added complexity and challenge

inherent in managing alliances and partnerships.

DATES & LOCATIONS





Mergers and acquisitions: integrating operations and consolidating accountsidentify the steps necessary for successful M&as, the issues to address and factors to avoid.WWW.MCE-AMA.COM/2221 3 DAYS/4254 EUR (EXCL VAT)/MID-CAREER


Participating in this workshop will increase your ability to:

• understand a broad view of integration M&a issues and

procedures.

• Know how to conduct an M&a integration process

• identify issues and pitfalls in M&a integration

• Demonstrate knowledge of best practices to manage and avoid

post-merger problems

• apply a new set meaningful tools and systems to enhance your

long-term career and provide a solution (for faster promotion)


Module A: The Merger & Acquisition Process this module provides participants with a working framework to of

a typical post-acquisition integration process and the procedures

needed to analyze and address market, operational and financial

concerns.

• overview of M&a transaction types

• review of the M&a process

• Building the integration team

• Defining key issues and concerns

Module B: Strategic Planning any acquisition should only take place if the acquiring entity has

a set of clear goals and expectations from such a transaction and

a solid understanding as to how to achieve these targets within a

realistic and logical framework. this module specifically addresses

the strategic planning process supporting an acquisition and

highlights the typical factors and issues that such a plan should

encompass and address.

• Setting the strategic framework and goals of the merged entity

• Defining a road map timetable to long term objectives

• addressing product and channel conflicts

• establishing effective communication strategy

• Planning expected redundancy and cost reduction targets

• reviewing and identifying duplicated activities and functions

• Defining long term reporting and operational structures

Module C: The First 90 Days this module addresses the planning and realities of the first 90 day

period and the issues that need to be addressed and managed.

Specifically, the team will need to review issues such as employee

communication, market messaging, sales expectations, reporting

structures, and a range of other time sensitive issues and concerns.

• Defining and resolving short to medium term goals and

expectations

• Staff communication and messaging

• reporting systems and information requirements

• Sales channel messaging to Kol and field personnel

• employee leadership and training

• Financial planning and budgeting implications

• Defining workable and effective KPi’s and metrics

Module D: Getting down to Business, the Next 18 months after establishing a solid working relationship and addressing the

short term issues arising from the acquisition itself the next task is to

develop and implement the first or tactical round of consolidation

and integration changes necessary to ensure effective business

alignment and reduce duplication of activities and processes.

• operational changes and procedures

• Product rationalization and phase out

• Branding and naming conventions

• Product messaging and positioning

• logistic consolidations

• Product development requirements / rationalizations

• it system integration

• Financial and reporting system consolidation

Module E: Wrap up and Review, 24 to 36 Months Depending on the business and the relative size of the acquisition

itself most companies will have completed the consolidation and

alignment processes arising from an acquisition within two to

three years or sooner. at that point it is generally best practice to

undertake a review and assessment of the integration process and

the net results arising from the transaction to the business both

financially and operationally.

• Post transactional financial assessment

• operational issues and concerns

• lessons log and learning’s

Module F: Summary and Conclusion • group discussions and facilitator coaching


• Post-programme reading list

WHO SHOULD ATTEND

Senior financial and non-financial executives involved in M&a

activities and processes.

DATES & LOCATIONS




Mergers and acquisitions: Valuation of companies and Due Diligenceimprove investment decisions by applying the best methods and tools for valuation and due diligence.WWW.MCE-AMA.COM/782 5 DAYS/4664 EUR (EXCL VAT)/MID-CAREER



• accurately analyze financial statements and ratios and calculate

future cash flows

• Put into practice a step-by-step method for obtaining

information that will help support your valuation process

• analyze valuations and ask the right questions to validate the

results

• communicate effectively with stakeholders about the results of

the valuation

• anticipate the other party’s valuation perception and prepare

M&a negotiations accordingly

• understand a broad view of M&a issues and procedures.

• Know how to conduct an M&a process form valuation through

integration

• identify issues and pitfalls in M&a Due Diligence procedures

• improve understanding of M&a accounting issues and concerns

• use meaningful tools and systems to enhance your long-term

career and provide a solution


Participants will be challenged to take on the role of an M&a team

with full responsibility to assess, value, analyze and plan a major

acquisition program for a european company ending with a full

board presentation of their proposal to a panel of experts and

experienced senior executives.

The Merger & Acquisition process

this module defines and addresses the M&a process giving

participants a working framework to assess potential acquisition

targets, the processes and procedures needed to analyze such

companies, as well as a base level introduction to accounting and

operational issues.

• overview of M&a transaction types

• review of the M&a process

• M&a as part of the corporate strategy

• Defining key issues and concerns

• establishing goals and expectations

Target assessment and valuation

You and your team embrace the role of a Senior Management

M&a team responsible for a material acquisition of a major

european public company. You are responsible for identifying a

new potential acquisition for your company defining an opening

stage valuation for your target company taking into account all

known information and using a range of valuation techniques.

• the implications of M&a activity on the corporate strategy

• How to obtain meaningful information for assessing companies

• tools for analysis and assessment of financial statements

• Best-practice valuation methodologies and procedures

• cash flow and profit forecasting

• How to address uncertainty in valuing businesses

• identifying the gaps in knowledge and information

• Defining a valid basis for investment

Due diligence

You and your team face the challenge of due diligence and

reviewing the target organisation. this module addresses best

practice cases in due diligence, the roles and aspects to be

addressed, the issues to be covered and the areas of exception and

concern.

• Defining a due diligence plan

• Staffing the team, who and what skills are needed

• addressing real world information system issues and

requirements

• Financial metrics and issues to address

• legal and regulatory concerns and pitfalls

Planning for action

• own company overview and assessment

• group discussions and facilitator coaching


• Post-programme reading list

WHO SHOULD ATTEND

all directors with responsibility for negotiating the sale or

acquisition of a business, division or business unit.

DATES & LOCATIONS



9 - 13 February 2015 . . . . . . . . . . . . london . . . . . . . . . . . . . . . . . . english


Strategy & ImplementatIon


ensure that your people understand your strategy, implement it effectively and that you can measure your strategy’s success.

Workshops

Business performance metrics and management:

aligning KpIs to your Strategy Best Seller 94

Business process alignment Best Seller 95

Business Strategy for managers Best Seller 96

profitable Customer Centricity Best Seller 97

all mCe workshops can be fully customized to meet your organization’s specific needs.




Business performance metrics and management: aligning KpIs to your Strategy learn to set the right key metrics for your strategy so people can focus on realizing strategic goals.WWW.MCE-AMA.COM/2197 4 DAYS/5740 EUR (EXCL VAT)/SENIOR MANAGEMENT

BEST SELLER



• Support strategy implementation in your company through good

corporate performance management

• Understand the key elements of strategy and how they are aligned

with the delivery of customer and shareholder value

• Know the value drivers in your company, and how they can be

measured

• Know how value translates into KpI’s for the different processes

and functions in your company

• Be able to put in place the most appropriate corporate

performance measurement and management process and

accompanying systems for your company


Context for Performance Management: Value Drivers and

Strategy

In order to measure what is important and strategic, you have to

understand what the key value drivers of your business are.

• analyze your own performance management challenge

• Deficiencies in classical accounting systems for determining value

• Short-term vs. long-term value, Intangible vs. tangible

• Shareholder value

• Stakeholder value

• the customer value proposition

• the value of loyal customers

Strategy Mapping and Balanced Scorecards

Be able to map out a strategy, cascade goals and link objectives to

ultimately create value. First understand the hierarchy of goals to

track effectiveness of your inputs and impact on results.

• Starting with the business plan

• mission, vision and the customer value proposition

• How to build a strategy map

• How to determine the appropriate Balanced Scorecard measures1

• methodology for identifying the real critical success factors

• Distinguishing between inputs and results

• Distinguishing strategic and operational factors

• Strategic processes – setting milestones and measures

• reconciling with existing internal control processes

Identifying the Best Measures and Systems

What measures help you to monitor and target which sets of

goals? tour the different systems, methodologies, and tools and

select the right one for your situation.

• Setting the right key performance indicators

• How to set effective KpIs

• leading indicators, lagging indicators, milestones

• performance management methodologies

• Cascading measures

• assigning accountability for results

• performance review methodologies

• Selection criteria

• Information systems to support your performance management

system

Managing the Delivery of Business Performance

managers need to identify the best ways to link pay to

performance at different levels in the organization.

• Identifying and overcoming performance obstacles

• linking personal and business scorecards

• managing by individual objectives

• Compensation and reward systems in line with strategy

• talent management for performance

• Building a performance culture

• your role as leader-manager

[1] Strategy maps and Balanced Scorecard are based on the work

of robert S. Kaplan and David p. norton of Harvard Business School

WHO SHOULD ATTEND

Senior managers, divisional line managers, finance managers and

heads of function.

DATES & LOCATIONS


12 - 15 may 2014 . . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . english

16 - 19 June 2014 . . . . . . . . . . . . . . . Istanbul . . . . . . . . . . . . . . . . . . english



23-26 February 2015 . . . . . . . . . . . . paris. . . . . . . . . . . . . . . . . . . . . . english



Business process alignment Streamline and align your business processes for more effective strategy execution. WWW.MCE-AMA.COM/2194 4 DAYS/4664 EUR (EXCL VAT)/MID-CAREER

BEST SELLER


Company processes can either make life better for people –

helping them implement the strategy, serve the customer, comply

with financial and legal requirements – or they can be a huge

obstacle to getting things done.

How can you design and implement the best processes for your

organization? How can you ensure various processes are working

together and not against each other in the service of the overall

strategic objectives of the company?


• put in place processes that help people rather than hinder them

in implementing the company strategy

• Distinguish between mission-critical and support processes

• analyze systems of interlinked processes and make adjustments

so the overall system works

• Create simple process flows that you and your colleagues can

understand and work with

• measure and manage the critical junctures in the processes

• manage process implementation and people alignment


Strategic Foundation and Business Process Management

Setting the context - understanding strategy and processes, and

how processes should be designed to implement the strategy

• Strategic challenges


• Implications of strategy for business processes

• Defining strategy and strategic goals

• Key process principles

Improving and Redesigning Processes

Concepts and tools for process design, and understand the

systems at work in an organization, and how changing part of a

process has impacts elsewhere

• Basics of process design

• Business process re-engineering

• process management methodologies

• Value-driven process improvement

• review the many different methodologies

• advantages and pitfalls of methodologies

• Customer centricity as a value driver

• Selecting a methodology

• Implications for It

From Strategy to Business Process Alignment and Key Metrics

• Designing the processes and measuring them

• Strategy assessment

• Conducting a strategic assessment as a basis for process design

• Strategy mapping

• the hierarchy of value creation in processes

• the Balanced Scorecard as a measurement hierarchy

• Different Strategy maps for different strategies

• linking processes

• Key success factors (KSFs)

• Identifying KSFs

• processes to achieve a KSF

• Key performance indicators (KpIs)

• performance management principles

• leading vs. lagging measures

• How to measure processes

Managing Process Changes to Implement Strategies

• process change execution capabilities

• Selecting key performance indicators

• managing timelines

• Cascading objectives and measures

• ownership and accountability

• adapting the rewards system

• Integrating the company culture

• adapting leadership and management

WHO SHOULD ATTEND

experienced managers and project leaders who have the

responsibility to create, improve or manage processes across

functions. they are either directly involved in planning and

managing the processes, or they influence how the processes are

designed.

DATES & LOCATIONS



10 - 13 march 2014 . . . . . . . . . . . . . milan. . . . . . . . . . . . . . . . . . . . . english



15 - 18 September 2014 . . . . . . . . paris. . . . . . . . . . . . . . . . . . . . . . english





9 - 12 march 2015 . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . english



Business Strategy for managers Create greater value as a manager by thinking strategically about opportunities, resources and risks. WWW.MCE-AMA.COM/2195 4 DAYS/4664 EUR (EXCL VAT)/MID-CAREER

BEST SELLER



• Understand the rationale and the tools behind successful business

strategies

• make decisions that create long-term value

• apply strategic thinking and planning in your department

• Develop a strategic planning process for your area of the company

• Conduct a strategic analysis considering both internal and external

environmental factors

• Critically distinguish good strategies from bad strategies

• Include a plan for successful deployment and execution in your

strategy

• generate new ideas for your strategy by benchmarking with fellow

participants from similar or different industries

• position yourself for higher responsibility


During the workshop, you will learn, through interactive

presentation, case study, business examples, interaction and debate

with your fellow participants, and application to your own business

situation:

• Strategic thinking and planning skills

• principles of successful long term strategic planning

• Strategic planning processes and reviews

• Industry analysis models and decision-making criteria ….

• Cascading and deployment processes

• Successful strategy execution framework

Day 1 – Strategy Concepts, Processes and Skills• What is strategy?

• Strategic intent, strategic thinking and strategic planning skills

• Key steps in the strategic management process

• Key components of strategy and its communication

• levels of strategy in the organization

Day 2 – Strategic Analysis • environmental analysis

• Scenario planning

• Customer Value proposition

• Business models

• Industry analysis

• Cost Curves

• Value Chain

• Core Competencies

Day 3 – Strategic Alternatives and Selection • Strategic issues analysis (applying SWot to determine objectives)

• generic Strategies

• Competition profiling

• generating strategic alternatives

• Decision criteria

• Strategy mapping and strategic management

Day 4 – Implementing Your Strategy • assessing the strategy and the plan

• Defining actions, measures and deployments

• Cascades and reviews

• mitigating against the main causes of strategy execution failures

• organizational alignment model

• Communicating the plan to all stakeholders

• action planning

throughout the workshop, you will be working on case studies and

you will exchange with others examples from experience that will

allow you to collect ideas and make personal resolutions on how to

apply strategic thinking and strategic planning in your current and

future areas of responsibility as well as for yourself.

WHO SHOULD ATTEND

middle managers and upper middle managers who need to

understand business strategies and apply strategic decision-

making to improve their performance and prepare for higher

responsibility.

DATES & LOCATIONS

27 - 30 January 2014 . . . . . . . . . . . . paris. . . . . . . . . . . . . . . . . . . . . . english


24 - 27 march 2014 . . . . . . . . . . . . . Istanbul . . . . . . . . . . . . . . . . . . english


14 - 17 april 2014 . . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . english

19 - 22 may 2014 . . . . . . . . . . . . . . . Istanbul . . . . . . . . . . . . . . . . . . english







9 - 12 September 2014 . . . . . . . . . . Istanbul . . . . . . . . . . . . . . . . . . english




26 - 29 January 2015 . . . . . . . . . . . . paris. . . . . . . . . . . . . . . . . . . . . . english


17 - 20 march 2015 . . . . . . . . . . . . . Istanbul . . . . . . . . . . . . . . . . . . english



profitable Customer Centricity Focus the organization on creating value for the customer while ensuring value is captured for the business.WWW.MCE-AMA.COM/2196 3 DAYS/5279 EUR (EXCL VAT)/SENIOR MANAGEMENT

BEST SELLER



• measure the value of customers and success in clearly and

objectively

• See the link between customer loyalty and future financial

performance

• Integrate customer loyalty into your strategy convincingly and

consistently

• lead people in a way that motivates and enables them to deliver

customer delight

• Create a concrete implementation plan toward becoming a

more customer-focused company

• make a convincing business case for improving customer focus

and customer loyalty

• make the necessary changes in your structure, processes,

metrics and rewards to support customer focus throughout the

organisation

• Diagnose and address customer centricity roadblocks,

overcoming internal resistances

• manage internal services to support customer-facing roles


The Business Case for Profitable Customer Centricity

• Customer focus vs. profitable customer centricity

• Understanding what customers need, want and value

• Defining a clear customer value proposition

• the benefits of customer satisfaction vs. customer loyalty

• Calculating the lifetime value of a loyal customer

• methodologies for measuring customer loyalty

• net promoters as valuable loyal customers

• referral economics

• analyzing and understanding feedback

• Segmenting customers

• acting on the feedback

Mapping Customers: The Customer Journey

• Understanding how your customers experience your company

along their “journey” with your products and services

• Knowing what is going inside your customer at every step of the

journey

• What should the customer experience be at each step in the

journey?

• How do you get your staff to want to “connect with” your

customers and delight them?

• the impact of social networks on the customer journey

• Customer segmentation – the traditional and the modern way

Where and what are the Obstacles to Achieving Your Vision?

• analyzing the obstacles

• your processes – are you closing the loop?

• your performance metrics – in conflict with customer centricity?

• the organization, your people and/or… yourself, possibly?

• Habits and biases - the way it has always been done

Leading the Organization to Deliver

• the mCe leadership model for aligning people

• Strategy Commitment: involving people to deliver on your

customer promises

• Cascading your customer strategy: communicating in a way

people can understand, commit to, and act upon

• performance metrics for profitable customer centricity

• Structure, processes and process improvements in line with your

customer journey and referral economics

• leveraging your organizational structure for optimal delivery of

your profitable customer centricity strategy

• leadership behaviour – walking the talk and leading by example

• Corporate Culture – incorporating customer focus into your

values and repeat behaviours

Planning for implementation

• Communicating your customer plan to implement it effectively

• Crafting a convincing case for customer focus

• Building your specific customer plan

• personal action planning and peer feedback

WHO SHOULD ATTEND

Senior managers concerned with projecting and ensuring a return

on investment in customer-centricity programmes.

DATES & LOCATIONS



16 - 18 June 2014 . . . . . . . . . . . . . . . Istanbul . . . . . . . . . . . . . . . . . . english


22 - 24 october 2014 . . . . . . . . . . . paris. . . . . . . . . . . . . . . . . . . . . . english


9 - 11 February 2015 . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . english


TalenT ManageMenT & HR


acquire the knowledge and skills you need to be a strategic partner in your organization

Workshops

HR Management: The HR Business Partner Best Seller 100

Influencing and Consulting Skills for HR Professionals 101

Organization Development and Transformational Change Best Seller 102

Instructional Design for Trainers neW 103

Talent and Performance Management neW 104

Training the Trainer neW 105

Compensation and Benefits 106

learning and Development Strategy 107

Strategic HR: aligning Your Strategy to the Business 107





HR Management: The HR Business Partner Connect HR functions to the business strategy so HR increases its value to the business. WWW.MCE-AMA.COM/497 4 DAYS/4459 EUR (EXCL VAT)/MID-CAREER

BEST SELLER


How does HR add value to the business? What are the different

functions of HR, what is best practice, and how does each function

connect to the overall business strategy? How can you better align

your function to the business strategy?

One of the most value-creating roles an HR department can fulfill

is helping the leaders of the organisation build a workforce that is

capable of executing the company’s strategy. Managing Human

Resources helps you better align your functional role to the

strategy of the company.

It focuses on helping you help your line management internal

customers align their people to the strategy, and create a

workforce and culture that is capable of executing the company’s

strategy.


• Understand your company’s strategy and its implications for HR

• Partner with line managers to help them implement their

strategies

• Implement an action plan for aligning your unit’s policies and

processes to the strategy

• Use tools from the workshop to help you make your plan happen


Participants work with case studies, peer challenge and feedback,

sharing of best practices, and practical application through group

work as well as individual reflection and action planning.

Putting HR in the strategic context

• The roles of HR: HR functions and issues

• Picturing your organization in strategic terms, and considering

the impact of strategic choice on HR processes

• Understanding how HR adds value to the business and supports

the business strategy

Key strategic HR processes

• Selecting for talent and retaining talent

• Performance management

• Reward and recognition

• learning and development

Influencing your business

• Coaching skills

• leadership styles

• Change management

• Organizational culture

• Preparation for business case study

Putting it into practice

• Present your HR solution to the business case study problem –

receive candid feedback from a senior line manager

• Prepare your own action plan for aligning your HR department to

support the business strategy

WHO SHOULD ATTEND

Mid-level human resources/organizational development specialists

and generalists who want to understand the different HR functions

and activities, and how all contribute to achieving the company’s

strategic objectives.

DATES & LOCATIONS









5 - 8 august 2014 . . . . . . . . . . . . . . . Kuala lumpur . . . . . . . . . . . . english


22 - 25 September 2014 . . . . . . . . Milan. . . . . . . . . . . . . . . . . . . . . english

7 - 10 October 2014 . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . english





9 - 12 February 2015 . . . . . . . . . . . . london . . . . . . . . . . . . . . . . . . english

17 - 20 March 2015 . . . . . . . . . . . . . Istanbul . . . . . . . . . . . . . . . . . . english




Influencing and Consulting Skills for HR Professionals learn to position yourself as an expert internal consultant on high-level HR and business decisions. WWW.MCE-AMA.COM/2241 2 DAYS/3024 EUR (EXCL VAT)/MID-CAREER


Too many organizations don’t recognize the strategic importance

of engaging HR in high-level business decisions. That means it’s

up to you – the HR professional – to sell your consulting skill and

position yourself as an internal expert.


• Understand your organization’s business objectives and

contribute to achieving them

• engage employees and improve productivity at all levels

• Understand the success factors of HR consultants

• establish the consulting process and potential challenges

• assess your organization’s business environment and long-term

strategy

• Plan and implement internal consulting projects


Learning Objectives

• Describe the role of the HR professional as a value-added internal

consultant

• articulate the competencies that successful HR consultants

demonstrate

• Describe the eight-step consultant engagement methodology

• Identify tools and techniques for successful internal consultant

engagements

• Use a new business-based consulting vocabulary accurately

• apply the model to change your mind-set and seek consulting

opportunities

Role of the Internal Consultant

• State the value of the internal HR consultant to the organization

• Describe the three roles of the internal consultant

• Identify the skills and competencies needed to be an effective

internal consultant

• list the eight steps of a consultative engagement

Scoping the issue

• Initiate a contracting meeting with the client

• Present and negotiate the terms of the engagement with the

client

• Recognize when to solidify a contract, or postpone or terminate

negotiations

Contracting with the client

• Determine the data required for a successful engagement

• engage the client and stakeholders to solicit commitment for the

engagement

Gathering information

• Determine the data required for a successful engagement

• engage the client and stakeholders to solicit commitment for the

engagement

Analyzing issues and making recommendations

• Synthesize information from the data gathering phase

• Identify the components needed for effective presentations and

deliverables

• Prepare the client and key stakeholders for recommendations

Providing feedback to the client

• Share the key findings in a manner so that they will be heard and

accepted

• Position the findings and feedback for client commitment and

action

Develop an implementation plan

• Create a blueprint and action plan required to solve the problem

• Identify the role of the consultant in implementation

Exiting the engagement

• evaluate the success of the engagement

• Determine next steps and the need for extension, renegotiation,

or termination

Action planning

• “Operationalize” the role of the internal consultant

• Transfer learning from the classroom to your job within 24 hours

WHO SHOULD ATTEND

Human resources managers and other HR professionals who need

internal consulting skills.

DATES & LOCATIONS


15 - 16 September 2014 . . . . . . . . Istanbul . . . . . . . . . . . . . . . . . . english





Organization Development and Transformational Change Create a systemic approach to organization development, keep change efforts on track and realize strategic goals. WWW.MCE-AMA.COM/2271 4 DAYS/5586 EUR (EXCL VAT)/SENIOR MANAGEMENT

BEST SELLER



• Partner with Senior leadership and your executive Committee to

diagnose and address the challenges in your organization

• Design your organization for high performance and business

alignment

• Drive change efforts in your company

• Create the right organization structure to achieve your

company’s customer value proposition

• Build the culture needed to execute your strategy

• Return to work with a transition plan for implementing your

newly acquired skills


Module 1: Understanding Organizational Development and

Business Strategy

In order to help address your business’s organizational challenges,

you need to fully understand the potential of organization

development and the consequences your business strategy has for

organization design and the approach to change.

• What is OD?

• Business Strategy options: Customer Value Proposition

• Consequences of strategic focus for your company

• Influencing and working with senior leaders

Module 2: Organization Design

Once you have spelled out your company’s business strategy you

will explore options for organization design.

• Organization design options

• advantages and disadvantages of various designs

• Matching structure and strategy

• Criteria for organization design: checking your design choice

• People, governance and processes

Module 3: Change Management

a new strategy and/or new organization design means change

in the organization. How does OD add value in partnering with

leaders to drive change?

• Phases of change and how to manage at each phase

• The change roadmap: Planning the change, communicating it

and managing the transition

• Change leadership: what leaders need to do to effect change

and how can you support the leadership team to be successful.

• Toolkit for change management

• Coaching the leadership team through the change

• approaching the change holistically and systemically: culture

change and alignment of people practices

• Building a plan for implementation

Module 4: Driving It in Your Company

• Opportunity identification

• Stakeholder analysis

• action planning

WHO SHOULD ATTEND

Human resources managers and other organization development /

change management professionals who need skills in organization

design and change management.

DATES & LOCATIONS




14 - 17 april 2014 . . . . . . . . . . . . . . . Milan. . . . . . . . . . . . . . . . . . . . . english










2 - 5 February 2015 . . . . . . . . . . . . . geneva . . . . . . . . . . . . . . . . . . english




WHO SHOULD ATTEND

Trainers without formal training in instructional design as well as

those who are new to the training function and have less than one

year of experience in instructional design.

DATES & LOCATIONS

17 - 19 March 2014 . . . . . . . . . . . . . london . . . . . . . . . . . . . . . . . . english




Instructional Design for Trainers Start building your instructional design expertise in only three days at this practical, applications-based seminar. WWW.MCE-AMA.COM/7737 3 DAYS/4254 EUR (EXCL VAT)/MID-CAREER

NEW



• Pinpoint training needs with a deft assessment of the training

audience

• Define individual training goals through a breakdown of job

responsibilities

• Design all of the training components necessary to see the job

through

• learn how to work around time, money and staffing constraints

• Make sure training can be applied immediately back on the job,

not just in the classroom


Learning Objectives

• Pinpoint training needs with a deft assessment of the training

audience

• Define individual training goals through a breakdown of job

responsibilities

• Design all of the training components necessary to see the job

through

• learn how to work around time, money and staffing constraints

Components of Successful Training

• Define successful training from the viewpoint of learner, course

designer, course instructor, and management

• Identify the adult learning principles used and suggest ways

to improve the training according to the guidelines of adult

learning

• When given reactions to training situations and lesson content,

correctly identify what stage of the training design and

development process is involved

Define Your Training

• given your work situation, give examples of where needs analysis

has been done or needs to be conducted based on definition

and types of analysis

• given a performance situation from your current job and the

information provided, identify a performance problem and

analyze possible causes according to the criteria on the problem

analysis profile sheet

• Identify your training audience and complete an audience

analysis profile sheet

• Complete a job and task analysis for your designated training

audience according to the guidelines

Design Your Training

• given several learning objectives and lesson content, identify the

three parts of the objective without error

• given several performance statements and lesson guidelines

for writing performance statements, identify which statements

adhere to the guidelines and rewrite those that do not adhere to

the guidelines

• given several learning objectives and corresponding test items,

determine whether the test item accurately measures the

objective and rewrite the test item if necessary

• given an ongoing case study and lesson content, prepare

instructor/learner activities that fit the lesson structure

• Discuss and describe the structure of the modules, based on the

guidelines for course and module structure

• examples of a design report

Develop Your Training

• Develop a lesson and match lesson content with the appropriate

phase

• Develop and identify the benefits of instructor guides as part of

the training design and development process

• given your own training environment and lesson content,

identify and discuss different ways that training materials have

been validated within your current training environment

Decide if Training Works

• Develop a pre-training implementation checklist

• Select which evaluation materials or techniques are appropriate

based on audience, purpose, and guidelines



Talent and Performance Management get the best techniques for developing talent and improving workforce performance, in line with strategic goals of your organization. WWW.MCE-AMA.COM/2167 4 DAYS/4459 EUR (EXCL VAT)/MID-CAREER

NEW



• Identify the kind of talent that is right for your organization and

its particular strategy requirements

• Create a people strategy aligned to your business strategy

• Shape your organizational culture through talent management

practices

• Make your organization a talent magnet through employer

branding and being a great place to work

• Put into place an effective performance management system –

not just a good one, but the RIgHT one for your organization’s

needs

• Create relevant career paths and succession planning

• Develop and engage people for high performance


Talent is the key to success for every business – not just any talent,

but the right talent for your strategy. The second key is that your

talent can deliver high performance to help your company achieve

its goals and keep its stakeholders happy. a lot of responsibility lies

on the shoulders of the Talent Manager!

In fast-growing markets, your talent is sought by your competitors,

in some countries and some industries it is difficult or impossible

to get rid of non-performers. In some mature markets, people stay

in the company but are disengaged. Wherever you are managing

talent, there are challenges!

Still, the best companies figure out how to attract, develop,

deploy, and retain the best talent, while getting high performance

sustained over their careers. This workshop aims to give managers

with responsibility for Talent the frameworks, tools and best

practices to build a high performance talent organization.

Module 1: From Business Strategy to People Strategy

• The role of the Workforce in achieving the strategy

• The Business strategy and business metrics – implications for

people

• People strategy and people metrics

• Strategy and Culture – what drives what?

Module 2: Building the High-Performing Workforce

• Key global trends and their implications for workforce planning

• Planning by capabilities needed

• Critical jobs

• Developing leaders

• Identifying and developing high-potential talent

Module 3: High Performance Careers

• Succession Management

• Processes and Tools

• Careel Models

• Performance Management System

• appraisal design

• engagement, motivation and rewards

Module 4: Attracting, Developing, Measuring Impact

• learning and Development

• Recruiting and retention

• Measuring the impact of talent investments

• Putting it all together and action planning

• Peer coaching and feedback

WHO SHOULD ATTEND

Talent managers, HR managers, other HR professionals with

talent management responsibility. Senior line managers who are

concerned with and active in managing talent will also find value

in this workshop.

DATES & LOCATIONS






9 - 12 September 2014 . . . . . . . . . . Istanbul . . . . . . . . . . . . . . . . . . english








WHO SHOULD ATTEND

If you are new to training, a subject matter expert that needs to

train others or a trainer who is looking for new, more effective

approaches to learning, this is the ideal workshop for you.

DATES & LOCATIONS





Training the Trainer It is not enough to train the workforce. You also have to train the trainer. WWW.MCE-AMA.COM/7707 3 DAYS/4254 EUR (EXCL VAT)/MID-CAREER

NEW

HOW YOU WILL BENEFIT after participating in this workshop, you will be better able to:

• Boost retention with the latest in adult and accelerated learning

techniques

• Know the group’s needs and adjust your material to meet them

• Build your credibility and trust with trainees and management

• Create training that has the right flow from segment to segment

• Open a workshop with confidence…close it with a wrap-up that

guarantees learning


Learning Objectives • envision, think through, and create a plan of action to ensure an

effective training program

• Infuse training programs with the six elements of training

success

• Use training methods to reach a variety of learners

• apply brain-friendly techniques to maximize understanding and

retention

• Using an expansive toolkit, adjust techniques to meet the needs

of different learning situations

• encourage on-the-job application of knowledge and skills

through practice and feedback

• Recognize the supportive training technologies and blended

learning techniques available in the market today

• Overcome anxiety when delivering training

Introduction to Active Adult Learning • Describe how adults learn

• Identify the six qualities of an active learning program

• Create an opening exercise to achieve team building and on-the-

spot assessment

• Increase learner participation

Assessment • Identify information to obtain in a training needs assessment

• Develop questions to use in a training needs assessment

Objectives • Develop clear training objectives that are focused on outcomes

• Recognize affective, cognitive, and behavioural objectives

Fulfilling Training Objectives • Plan a training module to fulfill an objective

• Use a variety of training methods and formats

• Recognize behavioural style differences

Introduction to Facilitating Presentations and Activities • Prepare to present and facilitate your own training segment

• Prepare to give and receive feedback on a training segment

Opening Exercises • Select opening exercises to meet training goals

• Facilitate an opening exercise

Brain-Friendly Lectures • Recognize ways to make lectures more effective

• Conduct lectures that are brain-friendly

Lecture Alternatives • Use alternatives to lecturing to address a specific training topic

• Incorporate lecture alternatives into training programs

Experiential Learning Activities • Select experiential learning activities to support training goals

• Use experiential learning activities to meet training challenges

Extending the Value of Training • Incorporate learning tools and approaches into training

programs

• Select approaches to apply learning back on the job

Evaluating Training • Develop interim and final evaluations

• Differentiate the four levels of evaluation

Facilitating Presentations and Activities • Deliver a prepared training segment

• Provide feedback to others on facilitation and nonverbal

behaviour

• Incorporate feedback into future training efforts

Closing Activities• Use closing activities for the purpose of reviewing, self-assessing,

application-planning, and celebrating the end of a training

program

• Summarize key learning points and actions from this seminar

• Conclude a seminar in a meaningful way



Compensation and Benefits Move away from rises in base pay to incentives to drive profits and achieve goals. WWW.MCE-AMA.COM/2357 4 DAYS/4459 EUR (EXCL VAT)/MID-CAREER



• assess your compensation and benefits program

• link, tailor compensation and benefits programs to

organizational goals and strategy

• effectively communicate as a part of a broader people strategy

• Create a total approach

• Work more effectively with your stakeholders

• Know your own personal HR skills

Please Note: This workshop is not an introduction for beginners

but a “Master Class” in linking compensation and benefits plans

to organizational strategy.


This workshop is based on peer exchange amongst professionals.

You will share experiences and learn from each other’s successes.

You will be encouraged and supported to build a personal

development plan for future success.

Compensation and Benefits: Changing Environment

• environmental factors affecting compensation and benefits

• government regulation and social security in compensation

• Social changes and demographics in compensation

• Changes in compensation due to collective bargaining

• Changes in the compensation administration due to outsourcing

and globalization

Compensation and Benefits as Strategic Performance Driver in

the Wider Organization

• Start with the business strategy and customer value proposition

• People strategy aligned to business strategy

• How Compensation and benefits can help or hinder a business

strategy

• Compensation and benefits positioned within the HR function

• Key stakeholders and you, as their partner in achieving the

business strategy

• Talking strategy with senior managers

• How are stakeholder requirements likely to change as a result of

changes in business and financial markets?

• What can we learn from the best?

Compensation and Benefits as Motivator

• Hygiene versus motivating factors

• The importance of perception and credibility of fair systems

• Diverse people, diverse motivations

• Monetary and non-monetary rewards

• executive compensation: develop a compensation philosophy

and direction that is reviewed by the Board of Directors and

agreed to by your managers

Building a Total Compensation and Benefits Plan

• Strategy – people – compensation and benefits alignment

• Focusing on performance improvement and establishing a

performance culture

• Creating a compensation philosophy as part of your employer

brand

• Balancing strategic requirements, legal requirements, and market

expectations

• grouping similar reference jobs for purposes of broad banding

• Base, bonus and other rewards

Refining Key Skills

• Creating a variable pay system that gets results and is

manageable

• Measuring success – HR Metrics and the role of Risk

Management

• Individual rewards, team rewards, organization rewards – stop

the “every man for himself” culture

• global compensation and benefits trends: the right solutions for

current market pressure

• Creative variable rewards - bonuses, profit-sharing and gain-

sharing

Building Total Reward Planning

• Reward Strategy Objectives

• Components of Total Reward

• Theories Influencing Total Reward

Personalized Action Plan

WHO SHOULD ATTEND

experienced compensation and benefits professionals, senior

HR managers who are tasked with managing teams of HR

compensation and benefits professionals.

DATES & LOCATIONS




20 - 23 October 2014 . . . . . . . . . . . Istanbul . . . . . . . . . . . . . . . . . . english






learning and Development Strategy Develop training initiatives that create value and better results. WWW.MCE-AMA.COM/2192 4 DAYS/4459 EUR (EXCL VAT)/MID-CAREER

WHO SHOULD ATTEND

Managers who are responsible for the training and development function.

DATES & LOCATIONS

27 - 30 January 2014 . . . . . . . . . . . . geneva . . . . . . . . . . . . . . . . . . english19 - 22 May 2014 . . . . . . . . . . . . . . . Paris. . . . . . . . . . . . . . . . . . . . . . english26 - 29 august 2014 . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . english1 - 4 December 2014 . . . . . . . . . . . london . . . . . . . . . . . . . . . . . . english27 - 30 January 2015 . . . . . . . . . . . . geneva . . . . . . . . . . . . . . . . . . english



• Design training, learning and development programs

• get the meaningful support of key stakeholders

• Make the training and development function more effective


Creating and Measuring the Value of Training

• Objectives and scene setting

• Focus: The case for aligning your training and development

programmes with your business strategy.

• Role, accountabilities, Tools and techniques

Planning

• Training needs analysis tools and techniques

• Planning for evaluation: Costs, tools and techniques, ROI

measurement

Design and Delivery

• learning theories and styles

• Development and deployment options

• Career tracks

• Blended learning and e-learning cases

• links to all HR core processes

Building and Adding Value

• Blended learning approaches

• Working with suppliers

• action planning

Strategic HR: aligning Your Strategy to the Business Create an HR strategy that achieves the business strategy. WWW.MCE-AMA.COM/1287 4 DAYS/5586 EUR (EXCL VAT)/SENIOR MANAGEMENT

WHO SHOULD ATTEND

Senior human resource/organizational development managers

who must ensure the corporate strategy gets implemented at all

locations in a multinational, complex organization.

DATES & LOCATIONS









• You will be better able to:

• Understand your company’s strategy and its implications for

internal management

• Partner with senior management to implement the strategy

• align your human resources policies and processes to the strategy


Business Strategy, People and HR’s Leadership Role• Competitive market strategies

• HR’s role in supporting the strategy

• HR system as an organizational effectiveness and performance

improvement system

Diagnose and Address Organisation Alignment Problems • The customer value proposition and HR

• getting commitment to the strategy

• leadership behaviour: its effect strategy execution

Understanding and Applying the MCE Leadership Framework • Performance and talent management

• Processes and structure

• Organizational culture

Turn Ideas into Concrete Actions • Case study business presentations

• action planning


Industry-specIfIc Workshops

Meet people from around the world in your industry, increase your knowledge and skills and exchange ideas

Workshops

5-day Mini MBA for the chemical Industry 109

5-day Mini MBA for the oil and Gas Industry neW 110

5-day Mini MBA for the Medical devices Industry 111

All Mce workshops can be fully customized to meet your organization’s specific needs.




5-day Mini MBA for the chemical Industry examine critical business aspects of the chemical industry and consider potential managerial scenarios. WWW.MCE-AMA.COM/2354 5 DAYS/4869 EUR (EXCL VAT)/MID-CAREER


ongoing rapid changes are affecting your role as a manager in the

chemical industry. these changes have a serious impact on your

company’s positioning and strategy. chemical companies will have to

make hard choices going forward. do you have sufficient knowledge

of how the various parts of your company operate in order to make a

solid contribution in your role as a manager?

As a result of participating in this workshop, you will be better able to:

• understand how the different parts of the business come together

and where you fit in

• Adapt your job and career expectations to changes in the business

environment

• develop insights into how managers in your industry can effectively

lead people and align teams to implement the strategy of their

company

• use the experiences and frameworks you discussed during the

workshop for improving your own contribution and decision-

making


Business Environment and Mega-Trends

• evolution of the chemical industry from integrated

conglomerates to specialized industries

• the new geopolitical repartition of chemical industry:

• demand shift to Asia

• competitive feedstock in Middle east

• changing markets patterns

• outsourcing of production and r&d

• Mergers and acquisitions and control of industries by financial

groups

• Growing sustainability concerns

• new process engineering

• new operational efficiencies

• sustainability as a new potential driver of innovation

Strategy Execution and Leadership


• Building the “strategy house”: the Mce strategy execution model

• Alignment of organizations to new strategy and business models

• the leadership action plan

• Leadership styles

• you as a leader

• Leading multi-national and multi-cultural teams

Marketing and Sales

• Building the customer value proposition

• product mix selection and optimization

• principles of B2B industrial marketing

• Value based pricing

• Managing global key accounts

• customer centricity

• negotiation strategies and techniques

Asset Management and Compliance

• operational excellence in chemical manufacturing

• selecting and implementing the right kpIs

• portfolio management and product mix

• strategic sourcing options

• procurement and Logistics

• regulatory compliance

Financial Management and Control

• Analytical tools for financial performance

• selecting and implementing financial kpIs

• Investment and projects appraisals

• costing and pricing methods

• financial planning

• Budgets as management tool

• financial risk management and control

• regulatory requirements, compliance

Case Study Presentation and Wrap up

WHO SHOULD ATTEND

functional experts in the chemical industry who are moving into a

broader management position.

DATES & LOCATIONS


5 - 9 May 2014 . . . . . . . . . . . . . . . . . . Istanbul . . . . . . . . . . . . . . . . . . english

16 - 20 June 2014 . . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . english

15 - 19 september 2014 . . . . . . . . Berlin . . . . . . . . . . . . . . . . . . . . english




5-day Mini MBA for the oil and Gas Industry Gain an operational overview of the oil and gas industry and consider potential managerial scenarios. WWW.MCE-AMA.COM/2411 5 DAYS/4869 EUR (EXCL VAT)/MID-CAREER

NEW


this program prepares participants to move into more senior

positions. It provides a holistic and integrated view of running the

business.

As a result of participating in this workshop, you will be better able to:

• understand the key parts of the business and how their

combination leads to success

• Identify the value of strategy formulation

• understand the importance of strategy execution and

operational excellence

• remain alert to changing world dynamics and how this impacts

the o&G business

• drive success through good leadership

• use best practices and ideas gained from the workshop

• use business tools to make sound decisions and solve business

problems

• Lead cross-functional collaborative projects

• Manage effectively in a matrix organization


the Mini MBA gives a broad overview of how the oil and Gas

Industry works and the issues and challenges it faces.

participants will prepare some reading assignments in advance

of the workshop. during the workshop, one-to-one coaching

will be available from the senior Associate. here participants are

encouraged to bring their business issues and seek opinions from

the senior Associate.

the following topics are covered in this workshop:

Module 1 - Strategic Framing

• Global and industry trends

• technology trends and innovation

• strategy making frameworks

• scenario planning

• case study

Module 2 - Strategy Execution

• Business models: internal growth or partnerships, M&A

• strategy execution (Mce Model)

• stakeholder management

• programme management essentials

• case study

Module 3 – Leadership

Given the complexities of the oil and Gas Industry, strong

leadership skills are essential.

• Leadership fundamentals

• cross-culture awareness and diverse teams

• International negotiations

• change management

• communicating powerfully

• case study

Module 4 – Finance

financial literacy is critical for running any business successfully.

• finance basics: p&L, Bs, cf

• Investment management: Irr, npV, etc.

• upstream accounting: reporting requirements, production

sharing agreements

• case study

Module 5 - Operational Excellence

We will examine organizational design and risk management.

participants will work on a case study in teams and present the

results on the last day.

• case study: presentations

• organizational constructs: Bus (Bp) vs. functional (exxonMobil)

• risk management

Final Module - Action Planning

By the end of the workshop you will have created a top-line action

plan to better ensure that the changes you envision can become

a reality for your business and yourself. your facilitator will provide

feedback and recommendations on your action plan.

WHO SHOULD ATTEND

operational and functional managers with five to 10 years of

experience in the oil and gas industry or o&G service providers.

DATES & LOCATIONS

7 - 11 April 2014 . . . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . english

15 - 19 september 2014 . . . . . . . . Istanbul . . . . . . . . . . . . . . . . . . english

14 - 18 december 2014 . . . . . . . . . dubai . . . . . . . . . . . . . . . . . . . . english



WHO SHOULD ATTEND

Managers in the Medtech or diagnostic sectors with 8-12 years of

experience.

DATES & LOCATIONS

10 - 14 March 2014 . . . . . . . . . . . . . paris. . . . . . . . . . . . . . . . . . . . . . english

5 - 9 May 2014 . . . . . . . . . . . . . . . . . . Istanbul . . . . . . . . . . . . . . . . . . english

16 - 20 June 2014 . . . . . . . . . . . . . . . London . . . . . . . . . . . . . . . . . . english

8 - 12 september 2014 . . . . . . . . . . Barcelona . . . . . . . . . . . . . . . . english

27 - 31 october 2014 . . . . . . . . . . . Berlin . . . . . . . . . . . . . . . . . . . . english

15 - 19 december 2014 . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . english

9 - 13 March 2015 . . . . . . . . . . . . . . paris. . . . . . . . . . . . . . . . . . . . . . english

5-day Mini MBA for the Medical devices Industry understand strategy and implementation, sales and marketing, managerial finance, leading people, supply chain/procurement and product development. WWW.MCE-AMA.COM/2277 5 DAYS/4869 EUR (EXCL VAT)/MID-CAREER


As a result of participating in this workshop, you will be better able

to:

• develop and apply a generalist view of how successful Medtech

and diagnostic companies operate

• Begin to think and act as business managers in Medtech do


Strategy Implementation and Leadership


• the customer value proposition

• Building the “strategy house” for strategy execution

• Being a manager or a leader?

• corporate strategy implementation framework: balanced score

cards

• you as a leader: what is your style?

• Leading in a changing environment

• Innovation: making engineers work with marketers

Marketing and Sales

• Marketing in Medtech

• customer relationship management and stakeholder mapping

• consolidating and clarifying customer insights through customer

activity cycles

• Mapping the competitive landscape

• segmenting, targeting and positioning your product offerings

• defining customer value propositions

• Incorporating “market access” into your commercial plans

• the product launch process

• sales organisation and management

• sales models and procedures for investment goods

• sales force incentive plans and training

• Metrics: which ones and how to use them

Financials

• Basics of financial management

• Accounting and finance

• financial statements

• Analytical tools for financial performance

• Investment and development project appraisals

• product and service costing and pricing methods

• financial planning and assumptions

• Budgeting as a management tool

Supply Chain

• Manufacturing and supply chain challenges

• Align manufacturing and supply chain to corporate strategies

• supply chain tools and measurements

• Quality control and service loops

• principles of warehousing and logistics

• Measure supply chain operations

• trends in healthcare supply chains

• the LeAn journey

Product Development and Product Roadmap Planning

• how to stay ahead of competitive product offerings

• What is innovation? What does the market need?

• reconciling medical, commercial and regional requirements

• Managing cost, benefit and reimbursement expectations

• dealing with clinical and regulatory procedures

• how to get the feedback loop from the commercial going

• Managing cross functional teams

Case Study Presentations


Pharma & Biotech industry

acquire business and management skills to face the complex challenges of the pharma and biotech industry

Workshops

5-day mini mBa for the Pharma and Biotech industry Best seller 113

Pharma and Biotech Brand management 114

Good manufacturing Processes in Pharma and Biotech neW 115

Key account management and sales excellence in the Biopharma industry neW 116

managing Biopharma r&d Projects for roi neW 116

market access in the Pharma and Biotech industry 117

Patient centricity in Pharma neW 117

all mce workshops can be fully customized to meet your organization’s specific needs.



contact mce today for more information +32 (0)2 543 21 20 | 113 in

5-day mini mBa for the Pharma and Biotech industry increase the intellectual capital you need to excel as a high-performance manager in this fast-moving industry. WWW.MCE-AMA.COM/1429 5 DAYS/4869 EUR (EXCL VAT)/MID-CAREER

BEST SELLER


as a result of participating in this workshop, you’ll better be able to:

• understand unfamiliar aspects of business

• understand broader financial and strategic contexts

• support strategic goals from top management and implement

them faster and more efficiently

• translate healthcare environment changes into competitive

strategies for sustainable growth

• concentrate on customer value through cross-functional

improvements


The big picture

• environment and mega trends

• the pharmaceutical and biotech market

• the pharmaceutical and biotech value chain

• Key strategies and new business model

Strategy development and strategic leadership in pharma

• essentials of strategy

• Portfolio management

• mce leadership approach

• collaboration and change management

• driving performance

Building the value proposition

• stakeholders mapping

• From product development to supply chain

• medical affairs: two hats in action

• market access and pharmaco-economics

• marketing drive

Marketing excellence in pharma and biotech

• market definition and competitive landscape

• objectives and brand vision

• Powerful product positioning

• marketing plans driven by key issues

• marketing mix: from operational strategies to tactics

• execution discipline and alignments of sales forces and other

relevant functions

• metrics to track the execution and monitor outcomes

Finance

• the role of accounting and finance

• accounting principles and concepts

• reading financial statements

• Financial analysis

• the business plan

WHO SHOULD ATTEND

managers who need to understand cross-functional issues in the

pharmaceutical and biotech industry.

DATES & LOCATIONS



17 - 21 march 2014 . . . . . . . . . . . . . Geneva . . . . . . . . . . . . . . . . . . english


19 - 23 may 2014 . . . . . . . . . . . . . . . Paris. . . . . . . . . . . . . . . . . . . . . . english




18 - 22 august 2014 . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . english






9 - 13 February 2015 . . . . . . . . . . . . London . . . . . . . . . . . . . . . . . . english

16 - 20 march 2015 . . . . . . . . . . . . . Geneva . . . . . . . . . . . . . . . . . . english



Pharma and Biotech Brand managementidentify and seize marketing opportunities offered by new stakeholders and channels, and become more customer-centric. WWW.MCE-AMA.COM/613 5 DAYS/4869 EUR (EXCL VAT)/MID-CAREER



to:

• Build and execute a strategic brand plan, rather than a product

plan

• create unique, actionable initiatives based on meaningful

customer insights

• select the right mix of traditional and new channels and

integrate them for optimal impact on the various customer

segments and stakeholders

• measure brand performance at strategic and tactical levels, and

its contribution to the overall marketing roi


Key Trends Impacting Pharma/Biotech Markets and Brand

Management

• changes and opportunities in the current pharma and biotech

markets

• underlying drivers of market changes and the future landscape

Roles and Responsibilities of the Brand Manager

• role, responsibilities and opportunities of product/brand

management

• navigating your brand from launch to patent expiration and

beyond

• Working effectively across functions, departments and external

partners

• Value-based marketing, the marketing planning concept and

process

Marketing / Brand Management Analysis

• the role of market research in gaining meaningful customer

insights

• steeP and sWot situation analysis - economic, political, social

and marketing environment, plus the competition and your own

company / brand

• Patient flow model, buying process

Segmentation, Targeting, Positioning, Branding

• segmentation essentials, prioritizing segments

• targeting and positioning

• messaging and branding

The Marketing Mix

• developing a promotion strategy

• crm, digital marketing and web 2.0 opportunities

• medical education

• sales force effectiveness

• Pr and patient communications

• market access and health economics

Marketing Controlling and Measuring Effectiveness

• optimizing the marketing mix and marketing roi

• marketing performance metrics

The Product/Brand Marketing Plan

• strategic vs. tactical planning

• Portfolio management

• components of an ideal brand plan

• individual action planning

WHO SHOULD ATTEND

marketing and brand managers in the pharma and biotech

industry who want to excel at creating customer value through

strategic brand-building and integrated multichannel marketing.

the workshop is valuable for new and experienced brand

managers.

DATES & LOCATIONS




21 - 25 July 2014 . . . . . . . . . . . . . . . . Paris. . . . . . . . . . . . . . . . . . . . . . english




2 - 6 march 2015 . . . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . english



Good manufacturing Practices in Pharma and Biotech Build competitive advantage for your company over time through your high-quality, efficient manufacturing processes. WWW.MCE-AMA.COM/2417 3 DAYS/4356 EUR (EXCL VAT)/MID-CAREER

NEW


Good manufacturing Practices - consistently safe and high-quality

manufacturing policies and procedures - are an imperative for

pharma companies. as even some of the best pharma companies

have discovered, letting GmP fall below standard is very expensive

– in fines, lost production, falling behind in r&d investment,

disruption to supply chain, and damage to brand image.

not only is GmP important for staying out of trouble, but it offers

an opportunity to build long term competitive advantage for your

company.

this workshop helps participants thoroughly understand the Good

manufacturing Processes as they relate to the pharmaceutical

manufacturing process. you will analyze and adapt your GmP

strategy to balance product safety and effectiveness with process

efficiency and supply chain sustainability.

you will discover how to make the design and the implementation

of GmP a lasting competitive advantage in the challenging context

of the pharmaceutical industry.


to:

• identify the fundamentals of GmPs and quality and apply this

knowledge in your job

• understand how GmPs and regulatory rules impact your

development, manufacturing and supply processes

• design and implement the best strategy for development and

manufacturing of pharmaceutical products


after a general presentation of standard GmP regulations,

participants will dig further into detail, focusing on eu GmP and

making link with other GmP rules. emphasis will be put on the

quality system to be implemented. the role and responsibilities of

the regulatory authorities regarding GmP will also be discussed.

Fundamentals of GMPs

• Basic requirements for medicinal products

• Basic requirements for aPi

• Basic GmP documents

• Quality system

• regulatory requirements versus GmP

The Competitive GMP Strategy Approach

• analyzing the competitive opportunities in pharmaceutical

manufacturing

• Quality effectiveness

• cost effectiveness

• time responsiveness

• methods for integrating GmP in a general company strategy

Implementation

• Planning and actions for GmP implementation

• step-by step toward a sustainable Quality system

WHO SHOULD ATTEND

senior and middle managers, vice presidents and directors from

manufacturing, supply chain, regulatory affairs, quality control and

engineering.

DATES & LOCATIONS







Key account management and sales excellence in the Biopharma industry optimize the sales strategy by using process-oriented approaches. WWW.MCE-AMA.COM/2418 3 DAYS/4356 EUR (EXCL VAT)/MID-CAREER

NEW

WHO SHOULD ATTEND

managers who are moving into a new sales management role from other functions in the company or are moving into this role as a result of a promotion within the sales team.

DATES & LOCATIONS

24 - 26 march 2014 . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . english12 - 14 may 2014 . . . . . . . . . . . . . . . Paris. . . . . . . . . . . . . . . . . . . . . . english21 - 23 July 2014 . . . . . . . . . . . . . . . . Paris. . . . . . . . . . . . . . . . . . . . . . english17 - 19 november 2014 . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . english23 - 25 march 2015 . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . english


you will better be able to:• recognize the shift to an integrated multi-stakeholder model• align the sales strategy to the corporate and marketing strategies• Focus on customer experience and create customer loyalty


Managing the Strategy • Leader: leads the sales team • stakeholder: represents sales and manages sales resources • coach: develops, enables, empowers, motivates the sales team

Managing the Sales and Marketing Strategy • integrated strategy planning with sales involvement • market assessment, goal setting, strategy, tactics, analysis • turning marketing strategy into sales strategy

Managing the Resources • resource optimization, key account management, campaign

management and customer-centricity • setting up an optimal organization • evaluation processes

Managing the Team • Key elements of performance management

• objective setting, incentives, reporting tools

managing Biopharma r&d Projects for roi acquire the methodology you need to run projects smoothly and efficiently and to end them with the desired outcomes. WWW.MCE-AMA.COM/2383 4 DAYS/4664 EUR (EXCL VAT)/MID-CAREER

NEW

WHO SHOULD ATTEND

r&d managers, project managers, innovation managers.

DATES & LOCATIONS


29 July - 1 august 2014 . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . english


2 - 5 march 2015 . . . . . . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . english



• use proven project management methodology

• create realistic resource budgets and control costs

• define realistic phases and milestones for your project

• manage the project and monitor progress

• manage stakeholders and communicate progress

• manage project risk

• close the project and evaluate results


• the fundamentals of project management

• applying a project framework for success

• core project leadership skills

• Building a project charter

• the 6-step planning method

• Building high-confidence estimates

• scheduling the project

• creating the project timeline

• developing a risk management process

• effectively matching resources to work

• running the project

• implementing the plan

• tracking and reporting progress

• Leading throughout the project life cycle

• successful project closure

• Personal action planning




market access in the Pharma and Biotech industry Find, organize and deliver answers to the ever-increasing demands of your stakeholders. WWW.MCE-AMA.COM/2259 3 DAYS/5381 EUR (EXCL VAT)/SENIOR MANAGEMENT

WHO SHOULD ATTEND

senior managers with responsibilities in r&d, health economics and outcomes research, pricing and reimbursement, medical affairs, government relations, brand management and strategic and operational marketing.

DATES & LOCATIONS

17 - 19 February 2014 . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . english23 - 25 april 2014 . . . . . . . . . . . . . . . Barcelona . . . . . . . . . . . . . . . . english16 - 18 June 2014 . . . . . . . . . . . . . . . istanbul . . . . . . . . . . . . . . . . . . english7 - 9 July 2014 . . . . . . . . . . . . . . . . . . Berlin . . . . . . . . . . . . . . . . . . . . english20 - 22 october 2014 . . . . . . . . . . . Paris. . . . . . . . . . . . . . . . . . . . . . english8 - 10 december 2014 . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . english23 - 25 February 2015 . . . . . . . . . . . Brussels . . . . . . . . . . . . . . . . . . english


this workshop will help you:

• adapt your market access approach to meet evolving requirements

• organize global and local roles and responsibilities in market access

• Plan measures to increase effectiveness of your value proposition

• develop plans to adapt your organization to new and future market

needs


Market Access Today and Tomorrow • healthcare environment demographics, new technologies, costs

• mega-trends trends in biopharma

• market access barriers to entry and to stay

• risk-sharing and pay-for performance

Addressing the Stakeholders’ Needs from R&D to Marketing • Payers and the other stakeholders

• health economics and outcomes research

• to QaLy or not to QaLy

High-performance Organizations• communication and value proposition

• collaborative approach and treatment guidelines

• Global/local understanding and support

Patient centricity in Pharma and Biotech investigate approaches to drive growth by adopting customer-centric and patient-centric business models in Pharma. WWW.MCE-AMA.COM/2314 3 DAYS/5381 EUR (EXCL VAT)/SENIOR MANAGEMENT

NEW

WHO SHOULD ATTEND

Business unit heads, marketing managers, brand and product

managers, medical directors and medical education managers.

DATES & LOCATIONS




• understand the mega-trends affecting pharma and biotech

• create a stakeholder mapping relevant to your business

• define “patient empowerment” and “customer-centricity”

• select plans that address patients’ needs

• Launch initiatives that harness patient influence, activism and

power


Megatrends in Pharma

• demographics, technology and health economics

• new stakeholders’ landscape

• Power shift towards payers and patients

Customer-Centricity

• moving from product-focus to satisfying customer needs

• customer-centricity in other industries

• Pharma stakeholders and customers

Patient-Centrism

• integrating patients in our operations

• Possibilities and limitations, the dos and don’ts

• high-performance patient-centric organisations: critical success

factors



MCE’s Industry-spECIfIC ExpErtIsE

strengthen your company’s competitive advantage by working with MCE to develop the business acumen and leadership skills of your people in contexts that are specific to your industry.

As the global economy recovers from the financial turbulence

of the last several years, industries everywhere are facing

challenges that require new ways of working in order to

experience success. Often, the new skills that your people need

to acquire are closely related to competitive issues that are best

discussed within the privacy of your company.

MCE’s experienced senior Associates can work with your

people in total confidence, applying their expertise in your

industry to the development of your people, preparing them

to take on new challenges. the challenges can involve new

ways of negotiating, communicating, analyzing data or leading

and managing. Obstacles specific to your industry can also

come into play. Whatever the challenge, MCE’s senior Associate

can help your people expand their capabilities and move

forward toward your goals through In-Company solutions that

are custom-made to your requirements.

On the pages that follow, you can survey MCE’s expertise in

an array of industries. We invite you to contact us for more

information at: [email protected], call us on: +32 (0)2 543 21

20, or visit our website: www.mce-ama.com


MCE’s Banking Industry Expertise

MCE’s Chemical Industry Expertise

Our senior Associates have Banking Industry expertise that includes:

• transforming organisation structures based on international best practices

• Bridging capital & risk requirements with business objectives

• designing a winning customer value proposition based on value and needs based segmentation

• Building a best of class multi-channel service delivery

• developing cost efficient and sales effective regional networks

• focusing on the Business Client and developing Long-term profitable relationships in Corporate and sME Banking

• Competitive strategies for mobile banking and payments

• Balancing credit risk, debt management and business performance

• developing high-potential managers for senior roles in the banking industry

Our senior Associates have Chemical Industry expertise that includes:

• specialty chemicals: leading people to let go of legacy management practices and implement a specialty chemical strategy

• Leading people in a base chemicals/polymer business

• Managing supply chain efficiency and operational complexity in a globalized environment

• Value-selling to compete with low-cost rivals

• developing and communicating your green strategy: “green chemistry” or “C2C manufacturing”

• strategy and innovation: managing your product portfolio profitably, using life-cycle analysis

• regulatory management, building relationships with regulators

• supply/demand balance, optimal inventory and best customer delivery

• pricing and value: competing on total cost of ownership for the customer

Contact MCE for more information about our custom-made In-Company workshops and development solutions.

Call us on: +32 (0)2 543 21 20, email us at: [email protected], or visit our website at: www.mce-ama.com


MCE’s pharm & Biotech Industry Expertise

MCE’s Medtech & diagnostics Industry Expertise

Our senior Associates have pharma & Biotech Industry expertise that includes:

• Implementing a patient Centricity strategy

• Competing on different value propositions: Generic, name-brand innovator drugs, and specialty biotech and personalized medicines

• Aligning departments for market delivery (e.g. r&d, Marketing, Clinical trials)

• Medical Affairs: market access, pricing and health outcomes in a multi-stakeholder environment

• Institutional selling – national health insurance systems, hospital networks, buying groups and insurers

• Managing in fast-growth emerging markets

• Balancing pan-regional efficiencies with adapting to local market requirements

• Open innovation: managing collaborations and partnerships

• Outsourcing functions to lower costs – support functions as well as technical (e.g. clinical trials)

• Making your supply chain more efficient

• developing new OtC retail strategies

• pharmaceutical product management

Our senior Associates have Medtech & diagnostics Industry expertise that includes:

• Managing multiple stakeholders and their interests in the Medtech network

• Life cycle management, shortened development times, long adoption rates

• Achieving long-term sales success in a market with rapid innovation turnover

• Managing your innovation process to get the most successful ideas to market

• selling and effectively delivering custom-made solutions

• strategy: defending your product in an environment of new regulatory models, new purchasing criteria, commoditization




MCE’s Oil & Gas Industry Expertise

MCE’s telecom Industry Expertise

Our senior Associates have Oil & Gas Industry expertise that includes:

• Global trends and their impact on the oil and gas industry

• Application of business functions to the oil and gas industry

• Management issues in exploration and production

• strategy implementation and change management issues within the industry

• Human capital development for high potentials and succession planning

Our senior Associates have telecom Industry expertise that includes:

• Competing profitably with customer care and a customer-centric organization

• Making innovation happen, and efficiently bringing new ideas to market

• Managing retail channels and outlets profitably

• stakeholder management: leading the network of interested parties to the best solutions

• Managing partnerships and alliances

• setting up and managing successful mergers and acquisitions

• sales and account management

• Becoming a “service provider 2.0”, turning Ip and new-generation threats into opportunities




Management Centre Europe recognized for the fourth consecutive year for innovation and excellence in leadership training

Global Recognition

The selection criteria for the 2013 award are based on the following areas:

• Thought leadership and influence on leadership training industry

• Industry recognition and innovation

• Breadth of programs and audiences served

• Delivery methods offered

• Company size and growth potential

• Strength of clients

• Geographic reach

• Experience in serving the market

TrainingIndustry.com is the world’s leading portal for searching

and accessing information about the training industry. They

continuously monitor the training marketplace looking for the

best providers of Leadership training services. The “Top 20 Lists”

are based on extensive research, interactions with companies

around the world, and through analysis of the capabilities,

experience, and expertise of hundreds of learning organizations.

Management Centre Europe and its strategic affiliates at American

Management Association and Canadian Management Centre, are

privileged to have been selected as a Top 20 Worldwide Leadership

Training Provider for 2013 by TrainingIndustry.com.

This continues a progression of industry awards and recognition

that include the 2011 and 2012 Top 20 Award for Content

Development and the 2010, 2011 and 2012 Top 20 Leadership

Training Provider Awards. Each of the awards recognizes AMA-

CMC-MCE for excellence in delivering unparalleled training

solutions that makes real differences to our clients’ operations and

daily lives.


IndexAAnalytics and big data . . . . . . . . . . . . . . . . . . 46Assertiveness . . . . . . . . . . . . . . . . . . . . . .30, 31

For managers . . . . . . . . . . . . . . . . . . . . . . . 30For women. . . . . . . . . . . . . . . . . . . . . . . . . 31

BB2B Markets . . . . . . . . . . . . . . . . . . 67-68, 71-74

Account management . . . . . . . . . . . . . . . . . 85Brand management . . . . . . . . . . . . . . . . . . . 68Mini master of marketing management . . . . . . . 71Channels . . . . . . . . . . . . . . . . . . . . . . . . . . 70Customer value proposition . . . . . . . . . . . .72, 84International account management . . . . . . . . . 85Product management . . . . . . . . . . . . . . . . 73-75Social media . . . . . . . . . . . . . . . . . . . . . . . . 74Strategy . . . . . . . . . . . . . . . . . 67, 69, 94, 96, 107

B2C Markets . . . . . . . . . . . . . . . . . . 68-71, 74-75Brand management . . . . . . . . . . . . . . . . . . . 68Fundamentals . . . . . . . . . . . . . . . . . . . . . . . 70Mini master of marketing management . . . . . . 71Product, category management . . . . . . . . . . . 75Segment management . . . . . . . . . . . . . . . . . 75Social media . . . . . . . . . . . . . . . . . . . . . . . . 74Strategy . . . . . . . . . . . . . . . . . . . . . . . . . . . 71

Banking Industry . . . . . . . . . . . . . . . . . . . . 119Budgeting and Controls . . . . . . . . . . . . . . . 47-50Business Management Skills . . . . . . . . . . . . 21-27

Business plans . . . . . . . . . . . . . . . . . . . . . . . 24Consulting skills . . . . . . . . . . . . . . . . . . . . . . 23Critical thinking . . . . . . . . . . . . . . . . . . . . . . 24Essentials of management . . . . . . . . . . . . . . . 25Innovation, managing . . . . . . . . . . . . . . . . . . 53Interacting with others . . . . . . . . . . . . . . . . . 37International business, managing . . . . . . . .61, 65Mini MBAs . . . . . . . . . . . . . 22, 109, 110, 111, 113Managing chaos, pressures, deadlines . . . . . . . . 26Outsourcing . . . . . . . . . . . . . . . . . . . . . . . . 26Risk management . . . . . . . . . . . . . . . . . . . . 27Time and stress management . . . . . . . . . . . . . 27

CChange Management. . . . . . . . . . . . . . . . . . . 58Chemical Industry . . . . . . . . . . . . . . . . . 106, 119

5-day mini-MBA for . . . . . . . . . . . . . . . . . . . 106Coaching and Mentoring . . . . . . . . . . . 16, 62, 86Communication and Influence Skills . . . . . . 28-39

Assertiveness for managers . . . . . . . . . . . . . . . 30Assertiveness for women . . . . . . . . . . . . . . . . 31Conflict resolution . . . . . . . . . . . . . . . . . . . . 38Diplomacy, tact, credibility . . . . . . . . . . . . . . . 36Emotional intelligence . . . . . . . . . . . . . . . . . . 63Getting results without authority . . . . . . . . . . . 35Influence, persuasion . . . . . . . . 34, 35, 41, 86, 101Interacting with others . . . . . . . . . . . . . . . . . 37Interpersonal skills . . . . . . . . . . 34-38, 42, 63, 101Negotiation skills . . . . . . . . . . . . . . . . . . .39, 86Presentation skills . . . . . . . . . . . . . . . . 24, 32, 33Stakeholder communication . . . . . . . . . . . . . . 33Writing skills . . . . . . . . . . . . . . . . . . . . . . . . 43

Consulting Skills . . . . . . . . . . . . . . . . . . . 23, 101Consumer Markets . . . . . . . . . . . . . . . . See B2CCreative Thinking . . . . . . . . . . . . . . . . . . . . . 52Critical Thinking Skills . . . . . . . . . . . . . . . . . . 24Customer Centricity. . . . . . . . . . . . . . . . . . . . 97

EEmotional Intelligence . . . . . . . . . . . . . . . . . . 63Executive Assistants

Communication and influence for . . . . . . . . . . 41Fundamentals of finance for . . . . . . . . . . . . . . 42Professional executive assistants . . . . . . . . . . . 43Project management . . . . . . . . . . . . . . . . . . 44Writing skills . . . . . . . . . . . . . . . . . . . . . . . . 44

FFinance

Balance sheet, understanding . . . . . . . . . . . . . 49Budgeting . . . . . . . . . . . . . . . . . . . . . . . . . 47Cash flow management . . . . . . . . . . . . . . .47, 48Controllers . . . . . . . . . . . . . . . . . . . . . . .47, 48Data analytics . . . . . . . . . . . . . . . . . . . . . . . 46Financial planning and analysis . . . . . . . . . . . . 48For executive assistants . . . . . . . . . . . . . . . . . 42Forecasting . . . . . . . . . . . . . . . . . . . . . . . . 50Fundamentals . . . . . . . . . . . . . . . . . . . . .42, 49Mergers and acquisitions . . . . . . . . . . . . . .90, 91Project management accounting . . . . . . . . . . . 80Strategic finance . . . . . . . . . . . . . . . . . . . . . 50Treasury and cash management . . . . . . . . . . . 50

HHuman Resources . . . . . . . . . . . . . . . . . 100-107

Aligning to strategy . . . . . . . . . . . . . . . . . . 107Compensation, benefits . . . . . . . . . . . . . . . . 106Consulting skills for HR . . . . . . . . . . . . . . . . 101HR business partner . . . . . . . . . . . . . . . . . . 100Influencing skills for HR . . . . . . . . . . . . . . . . 101Instructional design for trainers . . . . . . . . . . . 103Learning & development, managing . . . . . . . . 107Organization development . . . . . . . . . . . . . . 102Strategic HR . . . . . . . . . . . . . . . . . . . . . . . 107Talent & performance management . . . . . . . . 104Training the trainer . . . . . . . . . . . . . . . . . . . 105

IIndustry-specific workshops . . . . . . . . . . 108-122 Influence, expanding . . . . . . . . . 34, 35, 41, 86, 101Innovation . . . . . . . . . . . . . . . . . . . . . . . . 51-53

Creative thinking, developing . . . . . . . . . . . . . 52Managing innovation . . . . . . . . . . . . . . . . . . 53

International Public Organizations . . . . . . . . . 64

LLeadership

Change management . . . . . . . . . . . . . . . . . . 58Coaching skills for managers . . . . . . . . . . . . . . 62Developing leadership . . . . . . . . . . . . . . . . . 55Developing leadership for women . . . . . . . . . . 57Emotional intelligence, leading with . . . . . . . . . 63Implementing business strategy . . . . . . . . . . . 59International environment,leading people in . . . . . . . . . . . . . . . . . . .61, 65International public organizations . . . . . . . . . . 64International teams . . . . . . . . . . . . . . . . . .61, 65Leadership for managers . . . . . . . . . . . 58, 59, 60Managing people . . . . . . . . . . . . . . . . . . . . . 65Strategy implementation . . . . . . . . . . . 59, 65, 96Team development and leadership . . . . . . . . . 56Women in leadership . . . . . . . . . . . . . . . .57, 60

MManagement

Change management . . . . . . . . . . . . . . . . . . 58Coaching skills for managers . . . . . . . . . . . . . . 62Developing leadership . . . . . . . . . . . . . . . . . 55Developing leadership for women . . . . . . . . . . 57Emotional intelligence, leading with . . . . . . . . . 63Implementing business strategy . . . . . . . . . . . 59International public organizations . . . . . . . . . . 64International teams . . . . . . . . . . . . . . . . . . . . 61Leadership for managers . . . . . . . . . . . 56, 59, 60People management . . . . . . . . . . . . . . . .56, 65Risk management . . . . . . . . . . . . . . . . . . . . 27Strategy implementation . . . . . . . . . . . 59, 60, 96Team development and leadership . . . . . . . . . 56Women in leadership . . . . . . . . . . . . . . . .57, 60

MarketingMini master of marketing management . . . . . . . 71Channels . . . . . . . . . . . . . . . . . . . . . . . . . . 70

Customer value proposition . . . . . . . . . . . . . . 72Fundamentals of B2C marketing . . . . . . . . . . . 70Product, category management . . . . . . . . . . . 75Product lifecycle management . . . . . . . . . . . . 74Product management . . . . . . . . . . . . . . . .73, 74Segment management . . . . . . . . . . . . . . . . . 75Strategy . . . . . . . . . . . . . . . . . . . . . . 67, 69, 72

Medical Technology. . . . . . . . . . . . . . . . 111, 1205-day mini-MBA for . . . . . . . . . . . . . . . . . . . 111

Mergers & Acquisitions . . . . . . . . . . . . . . . 89-91Account consolidation . . . . . . . . . . . . . . . . . 90Due diligence . . . . . . . . . . . . . . . . . . . . . . . 91Integration of operations . . . . . . . . . . . . . . . . 90Leadership for integration . . . . . . . . . . . . . . . 90Strategic alliances, managing . . . . . . . . . . . . . 89

Mini MBAs . . . . . . . . . . . . . . 22, 109, 110, 111, 113

OOil and Gas Industry . . . . . . . . . . . . . . . 110, 121

5-day mini MBA for . . . . . . . . . . . . . . . . . . . 110Organization Development . . . . . . . . . . . . . 102

P Partnerships & Alliances . . . . . . . . . . . . . . . . . 89Performance Management . . . . . . . . . . . 102, 104Pharmaceutical & Biotech Industry . . 112-117, 120

5-day mini-MBA for . . . . . . . . . . . . . . . . . . . 113Brand management . . . . . . . . . . . . . . . . . . 114Good manufacturing processes . . . . . . . . . . . 115Key account management . . . . . . . . . . . . . . 116Market access and pricing . . . . . . . . . . . . . . 117Patient centricity . . . . . . . . . . . . . . . . . . . . 117

Product management . . . . . . . . . . . . . . . . . 114R&D projects, managing. . . . . . . . . . . . . . . . 116Project Management . . . . . . . . . . . . . . . . 77-81Cost management in . . . . . . . . . . . . . . . . . . 80Executive assistants, for . . . . . . . . . . . . . . . . . 44Fundamentals . . . . . . . . . . . . . . . . . . . . . . . 81PMP® certification, preparing for . . . . . . . . . . . 79Process improvement . . . . . . . . . . . . . . . . . . 80Risks in projects, managing . . . . . . . . . . . . . . . 78

SSales . . . . . . . . . . . . . . . . . . . . . . . . . . . . 83-87

Account management . . . . . . . . . . . . . . 85, 116Customer service excellence . . . . . . . . . . . . . . 87Fundamentals of selling . . . . . . . . . . . . . . . . . 84Global & international account management . . . 85Negotiation and closing skills . . . . . . . . . . . . . 86Sales force, managing and coaching . . . . . . . . . 86Territory and time management . . . . . . . . . . . 87Value-based selling . . . . . . . . . . . . . . . . . . . . 84

Strategic Alliances, Mergers & Acquisitions . . 88-91Account consolidation . . . . . . . . . . . . . . . . . 90Due diligence . . . . . . . . . . . . . . . . . . . . . . . 91Integration of operations . . . . . . . . . . . . . . . . 90Leadership for integration . . . . . . . . . . . . . . . 90Strategic alliances, managing . . . . . . . . . . . . . 89

Strategy and Implementation . . . . . . . . . . . 93-97Business process alignment . . . . . . . . . . . . . . 95Business strategy . . . . . . . . . . . . . . . . . . . . . 96Customer centricity . . . . . . . . . . . . . . . . . . . 97Performance metrics & management . . . . . . . . 94Strategy . . . . . . . . . . . . . . . . . . . . . . . . . . . 96

T Talent & Performance Management . . . . . . 99-107

Compensation and benefits . . . . . . . . . . . . . 106Organization development . . . . . . . . . . . . . . 102Talent and performance management . . . . . . 104

Telecom Industry . . . . . . . . . . . . . . . . . . . . 121


530+Workshops in 13 cities across Europe,

the Middle East

and Asia

Leadership for Senior Managers

Learn the language of businessMCE’s 5-Day Mini MBA → page 19

Develop new skills with one of our10 Top Selling Workshops → page 3

21st Century SkillsAll Managers Need

MCE’s Annual PassOne Price. Unlimited Development.

See page 58 for details See page 9 See back cover

2013 - 2014

27 New World-class Workshops for High Performance Skills, including:

• Critical Thinking • Change Management• Leading with Emotional

Intelligence• How to Communicate with

Diplomacy, Tact and Credibility• Getting Results without

Authority → Page 4

LEADERSHIP

MANAGEMENT

STRATEGIC COMMUNICATION

BUSINESS TRANSFORMATION

CULTURE

ALIGNMENT

STRATEGY EXECUTION

Catalogue of WorkshopsOne Price. Unlimited Development.

• Ideal for managers advancing to new

positions, for high-potentials and

individuals who want to develop their

managerial skills over a short period

• Attend unlimited regularly scheduled

workshops over a 12-month period for

only 9.950 €*

• MCE offers the widest range of world-

class management development covering

management, leadership and business

skills and industry-specifi c topics

The following conditions apply: The MCE Annual Pass is issued for an individual staff member in your organization and it is not transferable. Pass-holders can attend an unlimited number of regularly scheduled MCE open enrolment workshops over a 12-month period. The 12-month period begins on the starting date of the fi rst workshop for which the pass is applied. The 12-month period ends one year from the date on which the annual pass was fi rst used. All workshops must be completed before the expiration date of the annual pass. Full payment for the MCE Annual Pass must be received prior to attending the fi rst workshop. If left unused, the MCE Annual Pass will expire 12 months from the purchase date. The pass may only be used by the designated person and may not be sold, transferred or assigned to another person. There are no other rights granted. Photo identifi cation will be required when attending a workshop. MCE’s General Terms and Conditions for open enrolment workshops apply. Annual Pass fees are non-refunda-ble, regardless of attendance. Prices are subject to change without notice.

Annual Passes are available to MCE clients. They are not available for purchase by organizations or individuals in direct competition with MCE.

*Price does not include VAT or applicable taxes.

www.mce-ama.com

This pass entitles

Mr John Johnson

to register and attend

unlimited regularly

scheduled MCE

workshops for 1 year

following the activation date

MCE ANNUAL PASS

Contact us today for more information: +32 2 543 21 20 or [email protected]

MCE ANNUAL PASS

MCE ANNUAL PASS

9.950 €*

Catalogue of Workshops April 2013

MAN

AGEM

ENT CEN

TRE EUROPE

13APR80A

developing extraordinary leaders · product life cycle management → page 74 acquire a systematic...

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