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The shortest answer is doing the thing.
Ernest Hemingway

Wachstum ist ein Prozess schöpferischer Zerstörung.
Joseph Alois Schumpeter

Society doesn't have values. People have values.
Milton Friedman

Krise ist ein produktiver Zustand. Man muss ihm nur den Beigeschmack der Katastrophe nehmen.
Max Frisch

Nur das Denken, das wir leben, hat einen Wert.
Hermann Hesse
Home  ›  Seminars  ›  Executive Management Programs  ›  St. Gallen CEO Program

St. Gallen CEO Program

Top program in two parts for entrepreneurs, business administrators and executives of the upper and top management

Topics: strategic management, communication, marketing and finance
Participants
Board members, directors
CEO’s, CFO’s, CxO’s
Members of the executive board, managing directors, executives
Managing partners, entrepreneurs
Managing partners, entrepreneurs

CONCEPT

The first part of this program introduces active measures to safeguard the future through strategic management. This course provides up-to-date knowledge with many practical examples, focusing on the perceptions of top managers with extensive result responsibility: What steps are necessary today, in order to safeguard a future with above-average returns? When is it appropriate to integrate employees in the decision making process and when are top-line guard rails necessary?

Part two covers the main questions of finance management from the perspective of a top executive. Course topics are financial concepts, how to reach ambitious financial goals, and controlling from a strategic point of view. Furthermore, we explore how to increase corporate value, how to handle acquisitions and divestitures of companies and divisions, financial reengineering, venture capital for start-ups, preparation for going public, investor’s relations and systems for financial management.

TOPICS

Part 1: Strategic management
Components of Integrated Management
Basic concepts and prospects of strategic management
Systematic thinking and acting in management
Top management’s dependence of organizational maturity
Setting Guard Rails
Management initiatives to direct the development of the enterprise on track
When management should hold back in order to encourage proactive employee behavior and intrapreneurship
Effect of guard rails: Best-practice examples
Strategic Goal Setting
Strategic goal systems: How to translate strategic goals and guard rails into actual goals.
Setting ambitious goals: Ambitious, yet achievable
Significance of Annual Reports
Analysis and interpretation of financial statements/profit and loss statements
Performance figures and their interpretation. Where are the limitations of significance?
Defining Strategic Direction and Impact
Comprehensive information as strategic prerequisite: Strategic analysis and evaluation
Strategy formulation: Design of trendsetting strategies on corporate, managerial and functional level
Strategy implementation: Balanced scorecard: Successful implementation of strategic concepts
Integrated corporate development: Linking strategy formulation, structural development and potential
Strategic Marketing: Market Success
Alternative approaches to integrated strategic marketing
Latest inputs for futuristic marketing approaches
Corporate Branding: Conscious design of corporate identity and image
Personal branding, credibility and profiling of an enterprise by personalities
Kommunikation
Prinzipien menschlichen Verhaltens
Die Gesetze wirkungsvoller Kommunikation
Erkennen des eigenen Führungsverhaltens
Kommunikation in Krisensituationen: Der richtige Umgang mit Medien und Anspruchsgruppen
Setting Guard Rails
Management initiatives to direct the development of the enterprise on track
When management should hold back in order to encourage proactive employee behavior and intrapreneurship
Effect of guard rails: Best-practice examples
Part 2: Finance
Finance Management for Executives
The role of senior management in financial leadership
Financing of strategic options
Financial goals and their causal connections
Outsourcing and capital turnover
Achieving above-average results
Focusing on core business and impact on cash-flow
Management Information System
Financial information and performance figures for executives
The fact book as leadership tool
Controlling in strategic and operative finance management
Active Profit Management
Programs to improve enterprise performance and profitability
Sustainable optimization
Active Profit Management
Alternatives for better performance
Programs to improve enterprise performance and profitability
Sustainable optimization
Corporate Value
Drivers of corporate value
How to assess corporate value
Development of a program to improve corporate value
Exertion and limitation of influence
Intrinsic value, earning value and hybrid calculations
Discounted cash-flow analysis (DCA)
Prizing examples from the business practice
DATA
further executions
DATA
further executions
DATEN deutsch
DATEN deutsch
Durchführung 1249
1. Teil
18.11.2019 – 21.11.2019
2. Teil
25.11.2019 – 28.11.2019
Anmelden
Durchführung 1259
1. Teil
18.11.2019 – 21.11.2019
2. Teil
30.03.2020 – 02.04.2020
Anmelden
Durchführung 1210
1. Teil
02.03.2020 – 05.03.2020
2. Teil
30.03.2020 – 02.04.2020
Anmelden
Durchführung 1220
1. Teil
02.03.2020 – 05.03.2020
2. Teil
21.09.2020 – 24.09.2020
Anmelden
Durchführung 1230
1. Teil
07.09.2020 – 10.09.2020
2. Teil
30.11.2020 – 03.12.2020
Anmelden
Durchführung 1240
1. Teil
23.11.2020 – 26.11.2020
2. Teil
30.11.2020 – 03.12.2020
Anmelden
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DATEN englisch
DATA
Execution 1210-E (English)
1st part
16.03.2020 – 19.03.2020
2nd part
11.05.2020 – 14.05.2020
Register
Execution 1220-E (English)
1st part
16.03.2020 – 19.03.2020
2nd part
12.10.2020 – 15.10.2020
Register
Execution 1230-E (English)
1st part
24.08.2020 – 27.08.2020
2nd part
12.10.2020 – 15.10.2020
Register
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Further information about the seminar
Participants
Inspirierende und konzentrierte Wissensvermittlung. Gut geeignete Fälle für die Praxis. Unterlagen, die eine Fülle von Lernanregungen enthalten.
Christoph Fay
Deutsche Lufthansa
Everyone should visit this course early enough in his career.
Dr. Robert Gnann
LANXESS Deutschland GmbH
It's a practical seminar in which motivation is garanteed.
Jürg Huber
Sunnen AG
The description of the seminars in the internet was very well structured and arranged. This was one criterion for my choice of SMP. The seminar gave me a lot of helpful suggestions.
Dr. Klaus Schlenga
European Advanced Superconductors GmbH & Co. KG