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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  ›  Top Management Program

Top Management Program

Top-Program for executive managers with general management responsibility
Topics: Strategic Management, Communication, Marketing, Executive Leadership, Personality and Financial Management for Executives
Target audience
Members of the board
Executives form the top management levels.
Head of business, departments, divisions or major business units.
Head of central units with management responsibility.
Experienced executives in positions of responsibility, who want to enhance and specifically bring up to date their management knowledge.

CONCEPT

This three-part management program on the central issues of integrated management is aimed at executives from the top and senior management levels, who through their decisions on strategy, finance and human resources, significantly influence the further development of their company and business.
Experienced managers who have successfully worked for many years in the top positions of their companies, are facing a dilemma: the higher they rise, the more they are on their own. There is hardly an opportunity to exchange ideas with colleagues or to obtain unbiased feedback and advice. For each statement, and in every conversation, the question arises as to the "hidden agenda" of the other parties.
It is exactly this need, we meet with the St. Gallen Top Management Program. Besides imparting knowledge through excellent speakers, the focus is on dialogue and exchange of experiences between the participating top executives. The seminar offers a thematic forum for open discussion of experiences, ideas and visions with other managers in similar positions and situations. Concepts and methods, which are still new territory for one's own industry or company, may have been implemented elsewhere long ago.
Participants can integrate own topics and examples into the syllabus or discuss them directly with the speakers, all of which have extensive consulting experience. The seminar can be used to develop innovative ideas but also to ponder critical decisions with neutral parties.

TOPICS

Part 1: Strategic management
Setting Guard Rails
Components of Integrated Management
Basic concepts and prospects of strategic management
Systematic thinking and acting in management
Top management’s dependence of organizational maturity
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
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
Part 2: Finance
Finance Management for Executives
The role of senior management in financial leadership
Financial goals and their causal connections
Achieving above-average results
Management Information System
Financial information and performance figures for executives
The fact book as leadership tool
Controlling in strategic and operative finance management
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?
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
Part 3: Leadership for executives
The list of prerequisites for leadership competence is long. We demonstrate indispensable leadership skills:
Creativity and innovation potential
Persuasiveness
Perception
Judgement
Analytical thinking
Sparking enthusiasm
Result orientation
Communication skills
Sense for justice
Self assurance
Discipline
Thirst for knowledge
Adaptability
Empathy
Harmony – despite assertion
We take special care to provide genuine guidelines to really advance leadership competence and result-oriented implementation
The personal leader program
In this seminar participants achieve condensed knowledge about the success factors of modern leadership. They identify personal strengths and talents for leadership competence. They are becoming aware of their current and future role in their actual leadership environment
Participants develop a program for personal leadership competence. It focuses on advancing individual leadership skills, exploiting leadership strengths, and maximizing leadership effects. A qualified lecturer and coach will support this process and will be glad to assist participants also after class hours.
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
Strategic Goal Setting
Das strategische Zielsystem
Comprehensive information as strategic prerequisite: Strategic analysis and evaluation
Periodisch von Mitarbeiter/innen einzufordernde Analysen
Strategy formulation: Design of trendsetting strategies on corporate, managerial and functional level
[Translate to English:] Strategisches Management: Das Unternehmen auf die Zukunft ausrichten
Effect of guard rails: Best-practice examples
Herausforderungen und Handlungsbedarf
Strategic goal systems: How to translate strategic goals and guard rails into actual goals.
Defining Strategic Direction and Impact
Setting ambitious goals: Ambitious, yet achievable
Strategy implementation: Balanced scorecard: Successful implementation of strategic concepts
Strategic Marketing: Market Success
Latest inputs for futuristic marketing approaches
Corporate Branding: Conscious design of corporate identity and image
Alternative approaches to integrated strategic marketing
Executive Communication
Kommunikation in Krisenzeiten
Management der Beziehungen zur Öffentlichkeit
Strategic Marketing: Market Success
Latest inputs for futuristic marketing approaches
Corporate Branding: Conscious design of corporate identity and image
Alternative approaches to integrated strategic marketing
Part 2: Leadership for executives
Strategic Goal Setting
Kreativität und Innovationskraft
Comprehensive information as strategic prerequisite: Strategic analysis and evaluation
Wahrnehmung
Strategy formulation: Design of trendsetting strategies on corporate, managerial and functional level
[Translate to English:] Strategisches Management: Das Unternehmen auf die Zukunft ausrichten
Effect of guard rails: Best-practice examples
Resultatorientierung
Strategic goal systems: How to translate strategic goals and guard rails into actual goals.
Gerechtigkeitssinn
Comprehensive information as strategic prerequisite: Strategic analysis and evaluation
Disziplin
Strategy formulation: Design of trendsetting strategies on corporate, managerial and functional level
[Translate to English:] Strategisches Management: Das Unternehmen auf die Zukunft ausrichten
Effect of guard rails: Best-practice examples
Durchsetzungsfähigkeit – trotz Harmoniestreben
Strategic goal systems: How to translate strategic goals and guard rails into actual goals.
Das persönliche Leader-Programm
Im Verlauf dieses Seminarteils erwerben die Teilnehmenden komprimiertes Wissen zu den Erfolgsfaktoren modernster Führung. Sie erkennen ihre persönlichen Stärken und Talente als Führungskraft. Sie sind sich über ihre heutige und zukünftige Rolle in ihrem spezifischen Führungsumfeld bewusst.
Teil 3
Finanzmanagement
Die finanzielle Steuerungsfunktion der Geschäftsführung
Finanzielle Ziele und Gesamtzusammenhänge
Überdurchschnittliche Resultate bewirken
Die Aussagekraft des Jahresabschlusses
Wie werden Bilanz und Erfolgsrechnung/ Gewinn- und Verlustrechnung analysiert und interpretiert?
Welche Kennziffern erlauben welche Interpretationen? Wo sind die Grenzen der Aussagekraft?
Gewinnsteigerungs-Programme
Alternativen, um Ergebnisse zu verbessern
Personal branding, credibility and profiling of an enterprise by personalities
Nachhaltige Optimierung
Unternehmenswert
Die Treiber des Unternehmenswerts
Wie der Unternehmenswert gemessen wird
Entwicklung eines Programms zur Steigerung des Unternehmenswerts
Beeinflussungsmöglichkeiten und Grenzen
Umgang mit Banken und Finanzanalysten
Wie beurteilen Bankenvertreter die Bonität und Kreditwürdigkeit ihrer Kunden?
Anhand welcher Überlegungen qualifizieren Finanzanalysten börsenkotierte Firmen?
Management Information System
Finanzwirtschaftliche Informationen und Kennzahlen für den Executive Manager
Das Fact-book als Führungsinstrument
DATA
further executions
DATA
further executions
DATEN deutsch
DATEN deutsch
Durchführung 1359
1. Teil
18.11.2019 – 21.11.2019
2. Teil
27.01.2020 – 30.01.2020
3. Teil
30.03.2020 – 02.04.2020
Anmelden
Durchführung 1310
1. Teil
02.03.2020 – 05.03.2020
2. Teil
30.03.2020 – 02.04.2020
3. Teil
21.09.2020 – 24.09.2020
Anmelden
Durchführung 1320
1. Teil
02.03.2020 – 05.03.2020
2. Teil
22.06.2020 – 25.06.2020
3. Teil
21.09.2020 – 24.09.2020
Anmelden
Durchführung 1330
1. Teil
07.09.2020 – 10.09.2020
2. Teil
21.09.2020 – 24.09.2020
3. Teil
09.11.2020 – 12.11.2020
Anmelden
zurück
DATA
DATA
Execution 1310-E (English)
1st part
16.03.2020 – 19.03.2020
2nd part
11.05.2020 – 14.05.2020
3rd part
29.06.2020 – 02.07.2020
Register
Execution 1320-E (English)
1st part
24.08.2020 – 27.08.2020
2nd part
12.10.2020 – 15.10.2020
3rd part
23.11.2020 – 26.11.2020
Register
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SUPPLEMENTARY MODULES
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Further information about this seminar
SUPPLEMENTARY MODULES
TEILNEHMERSTIMMEN
Das Seminar vermittelt auf hohem aktuellem Niveau die zentralen Kenntnisse und Fähigkeiten auf dem Geschäftsführer-Management-Level von der Unternehmensstrategie über Umsetzung und Struktur bis zum Kommunikationsverhalten in kompakter und effektiver Weise.
Dr. Gerd Pösch
Sasol Germany GmbH