Strategic Business Management How you can develop general manager awareness and thinking in your middle managers. Offered by Richard M. DiGeorgio & Associates
What is SBM? (Strategic Business Management) A middle management development program for hi-potential leaders. A powerful digital computer simulation of a fictitious company – seems Real. Participants manage many interdependencies to achieve success. It is played in teams of 4-8. The program is 80% experiential. Tailoring and action learning align it with your organizational needs.
The Need: Alignment and boundarylessness: keys to success. Developmental jobs are fewer. The bar is higher - competition greater. How to capture managers interest when dealing with conceptual business ideas. How to get the benefits of a quality, intense university program for Hi-Pos; yet avoid the costs and time required?
Program Challenges: Align an organization & keep it aligned Develop a strategic plan to grow company Turnaround a struggling company Understand key levers to change Develop people and future leaders Develop a balanced scorecard Work effectively as cross functional teams Apply lessons to real world situations
How Is This Program Different? Provides a hands-on, highly interactive experience. Allows managers to make the hard decisions that come with running a business. Provides immediate feedback based on decisions made. Makes learning difficult conceptual topics fun. Great platform to understand your firms strategy and alignment issues. Easily tailored to emphasize your needs.
Key Objectives: Strategy: yUnderstand what alignment really means yHow Balanced Scorecard ties to Strategy Change: yUnderstand levers of change yExperience turning around an organization Organizational Effectiveness: yKeys to organizational success yDiagnosing organizational effectiveness
Key Objectives: Teams: yLearn the keys to team effectiveness. yLearn to apply team concepts in challenging situations by getting feedback. Profitability: yUnderstand the factors that impact profitability. yUnderstand the difference between leading and lagging indicators of success.
Decisions - Decisions:
Screens From Simulation Description of Each Below 1.Home page for Simulation 2.HR Decisions Available in Simulation 3.Example of Competency Report for One of five departments 4.One Portion of the Sales Report 5.Another Portion of the Sales Report – (other portions not shown) – there are 15 reports – Sales, Finance, etc. – all reports updated automatically each quarter 6.Marketing and Sales Decisions 7.Graph of Quality & Timeliness for one Product 8.Graph Shows Comparison of your Products Price and Equivalent Product Prices (There are many other graphs which are automatically updated after each quarter is played)
Materials Used: Good to Great Collins The Discipline of Market Leaders Treacy, Wiersema Competing for the Future Hamel, Prahalad Leading Change Kotter The Service Profit Chain Heskett, et. al. The Wisdom of Teams Smith, Katzenbach Execution Bossidy, Charan
Options To Tailor Emphasize soft side skills: Provide coaches Tie to feedback instruments Strengthen team building learnings Tie to your strategic planning process: Change exercises and handouts to reflect Use cases from inside the company Presentations by key executives Integrate with larger Exec Dev Program
Benefits to Your Organization: Attendees will: Be better strategic thinkers and organizational diagnosticians Better understand your organizations strategy and challenges Identify issues of alignment they personally need to address Increase their understanding of team effectiveness Be better leaders Be encouraged to lead change in their unit Follow-up Two Months after allows attendees to share their learnings and encourage application of learning