Managers involved in decision-making processes which affect the health of their companies are being increasingly pushed more and more to make decisions based on their financial knowledge and understanding. In this seminar you will learn the language, concepts, and practical applications of financial and management accounting.

Our companies are facing disruptive changes in their business environment. Digital technology plays a major role in them, but geopolitical surprises, shifts in consumer behaviour and many other factors add to it. During the seminar we shall discuss not only what drives disruption but also what kind of business model transformation is needed to anticipate it or at least successfully react to it.

Particular attention will be placed on balancing „hard topics„ (systems, activities, resources) with „soft„ ones (competences, behaviours, leadership style) as well as the best practices of disruptive change leadership.

This 6-day long course focuses particularly on the organizational aspects of purchasing, covering key topics to help you transform the purchasing function and significantly improve performance.

Building on your experience and analysis of your personal leadership style, Module II will help you develop your leadership potential. With enhanced insights and judgement, you will confidently make the shift from managing to leading.

The 2-day seminar covers a number of topics from the role of the sales force in the overall strategy of going to makret, to sales force assessment, managing the life of a sales team and how to structure the sales force to reach a strategic advantage.

Most organizations have financial managers and staff to support the financial functions of the organization. Most decision-makers in organizations, however, are not financial managers yet they must utilize financial information in both long-term strategic analysis as well as short-term tactical decisions. The goal of this seminar is to address key tools and concepts to enhance the skills of non-financial managers and decision-makers. This should lead to at least two key benefits. First, an increased willingness and ability by participants to incorporate financial analysis into decision-making process. Second, a similarly increased willingness and ability to partner with the financial managers in the organization to identify or develop the relevant financial data needed to informed decision-making.