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Open Enrollment Programs 2013 - ESMT

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    Open Enrollment Programs 2013
     ESMT Executive Education




     ESMTESMT | European School of Management and Technology
          European School of Management and Technology
Founders and benefactors of ESMT




ESMT. The business school founded by business.
Open
Enrollment
Programs 2013
2   Open Enrollment Programs




    Ten years of ideas for impact



    Since we launched the first ESMT executive education     Tackle real-life business challenges: You will acquire
    programs in 2003, our participants have returned         a fresh set of frameworks, insights, and tools to
    to their jobs with ideas for impact and added in-        drive your organization–and your career–to the
    trinsic value to their organizations.                    next level. Together, they will help you take imme-
                                                             diate action–from fine-tuning your business model
    The international business community is taking           to strengthening customer relationships.
    notice. The Financial Times ranked ESMT the highest
    placed new entrant ever in its 2009 annual business      If you are considering joining us for the first time,
    school survey of executive education. In 2010, ESMT      welcome. We encourage you to learn more about
    became the only German business school to climb          our highly ranked programs. If you are one of our
    into the European top 15. Today in 2012, it is already   returning alumni, we would like to thank you for
    among Europe’s top 10 and ranks 16th globally.           your past participation and for making our pro-
                                                             grams’ achievements possible. We warmly invite
    Get ready to grow: Improve your marketing and            you to join us once again.
    strategy. Hone your leadership skills. Expand your
    knowledge of finance. Strengthen your negotiation        Today’s tough business environment demands
    skills. ESMT executive education helps you apply         new ideas, new strategies, and new solutions. In
    the latest thinking, practice-oriented concepts, and     our highly focused learning environment, you will
    experiential methods.                                    acquire the practical, hands-on knowledge you
                                                             need to move yourself, your career, and your
    Discover new ideas: Choose between our open              organization forward.
    enrollment programs or one of our tailor-made
    company programs from ESMT Customized Solu-              Sincerely,
    tions. Our program directors have years of practical
    experience in our clients’ industries. They combine      Olaf Plötner
    this industry-focused approach with advanced             Dean, executive education
    research, teaching, and discipline-based knowledge.
    It is a potent combination for transformation.

    Meet your new peer network: Our participants
    hail from some of the world’s most prestigious
    organizations. You will work closely with them and
    benefit from their experience.
                            Open Enrollment Programs        3




“Today’s tough busi-
ness environment
demands new ideas,
new strategies, and
new solutions. In
our highly focused
learning environment,
you will acquire the
practical, hands-on
knowledge you need
to move yourself,
your career, and
your organization
forward.”




                        Olaf Plötner, dean, executive education
4       Open Enrollment Programs




             Open Enrollment Programs
             General management
        6    Executive Transition Program (ETP)

              Strategy and marketing
        8     Bringing Technology to Market (BTM)
        10    Strategy in Practice (SIP)
        11    Crisis Management (CRIS)
        12    Advanced Marketing Program (AMP)
        13    Winning and Keeping Customers (WIN)

              Leadership and HR
        14    Leading People and Teams (LPT)
        16    Leading with Psychological Intelligence (LPI)
        17    Developing Leaders (DLE)
        18    Young Leaders Program (YLP)
    New 20    Understanding and Leading Change (ULC)
        21    Mastering Cultural Differences (MCD)

              Finance
        22    Finance for the Non-finance Executive (FIN)

              Negotiation and contract management
        24    Decision Making (DMA)
        26    Mastering Negotiations (NEGa)
        27    Mastering Yourself as a Negotiator (NEGb)
        28    Contract Management in International Projects (CMI)


             ESMT Campus
        30   Program faculty
        32   Visiting faculty
        33   Alumni Network
        35   ESMT program portfolio
        36   Calendar
        38   General terms and conditions
        40   ESMT Campus
                  Open Enrollment Programs        5




Restoration of ESMT´s historical portal ten years ago
6    Open Enrollment Programs   Executive Transition Program




     Executive Transition Program (ETP)
     The Humboldt Experience

     Preparing for transition to                               Throughout the program, we refer to Berlin’s Wilhelm
     general management responsibility                         and Alexander von Humboldt, two key figures of the
     The Executive Transition Program (ETP) is a modular       Enlightenment. Due to their solid general education,
     six-week program designed for experienced func-           both men made outstanding contributions to their
     tional managers who have recently moved, or               respective fields: Wilhelm in the educational sciences,
     are about to move, into positions with general            politics, and linguistics; Alexander in the natural
     management responsibility.                                sciences and exploration. Both men eventually
                                                               transcended the boundaries of their scientific
     The ETP provides an integrative understanding of          disciplines and, by linking their European heritage
     key management functions, including the personal          to their global mindset, made rich, lasting contri-
     and organizational skills required to lead an enter-      butions to human progress.
     prise and the broad strategic capabilities needed to
     identify and capitalize on new growth opportunities.      Combining residential modules with inter-modular
     Through the course’s three modules, participants will:    activities, ETP offers an intense learning experience
     •	 Develop an in-depth understanding of the core          spread over 10 months, providing executives with
        managerial competences required to manage              the necessary tools needed to master the transition
        across functions                                       from a functional role to general management.
     •	 Acquire the general management perspectives            •	 Module 1: Core Managerial Competences
        and capabilities needed to lead new business           •	 Module 2: General Management Perspectives
        development, or turn around existing business             (including a field trip to explore the influence
     •	 Learn how to do business with, or from within             of the European institutions on Europe and on
        Europe in a globalized world                              foreign investment in European countries)
     •	 Evaluate personal roles as responsible leaders         •	 Module 3: Integrative Leadership in Action
        capable of interacting with a broad range of both
        internal and external stakeholders                     Target audience
                                                               Professionals in their thirties or forties with a proven
     Management best practices – grounded in the               track record in their business from any educational
     European humanist tradition                               background. Participants are:
     The program’s design and philosophy have been             •	 Leading a business unit or a regional subsidiary
     inspired by the principles embodied in the Enlight-       •	 In charge of a new product, market, or major
     enment of Continental Europe. It is based on:                project initiative
     •	 Candid dialog as a result of rational and critical     •	 Typically employed by large groups operating
        thinking                                                  globally or regionally
     •	 An open attitude toward people from diverse            •	 Confident in their English-speaking capabilities
        cultural, educational, professional, religious,
        and functional backgrounds
     •	 The adoption of technological and scientific
        discoveries and innovations




    “ETP is not just another management program. It goes beyond the
     theoretical content and allows you to develop your personal skills
     and to find the way to ensure success.”
    Beatriz González Torre, ThyssenKrupp Elevator Innovation Center S.A.U., Spain
                                             Open Enrollment Programs   Executive Transition Program    7




                                                           Gabriele Haas, RWE; Franziska Mansch, KPMG




Program director     Dates                                    Duration
Urs Müller           Module 1: Sep 16–27, 2013                3 x 10 days
                     ESMT Campus Schloss Gracht, Cologne
Faculty              Module 2: Feb 17–28, 2014                Tuition € 27,500
Zoltán Antal-Mokos   ESMT Campus Berlin and field trip
Matthew S. Bothner   to Brussels                              More information
Jim Clawson          Module 3: Jun 23–Jul 4, 2014             www.esmt.org/info/etp
Nora Grasselli       ESMT Campus Berlin                       and on page 36
Rajshri Jayaraman
8   Open Enrollment Programs   Strategy and marketing




    Bringing Technology to Market (BTM)

                             Back in the late 1990s, six    Key topics
                             of the biggest international   •	 Understanding the current drivers of market-
                             truck manufacturers were         oriented management
                             from the United States or      •	 Tackling low-cost competition on global B2B
                             Europe. Fast forward to          markets
                             today and Chinese and Indi-    •	 Making complex services a profitable business
                             an companies occupy five of    •	 Developing market-based controlling systems
                             the top six places. New cus-   •	 Optimizing decision making in sales and
                             tomer segments, emerging         marketing processes
                             low-cost competitors, new      •	 Negotiating sales success
    business models, and innovative technologies are        •	 Achieving sales excellence through leadership
    changing the landscape of global B2B markets.           •	 Handling different cultural and political
    Therefore, suppliers have to adjust their market          frameworks
    approach to the changing conditions. Similarly,         •	 Understanding important links to the public
    managers responsible for a product and/or a region        and to policymakers
    have to know how to profit from the new global
    developments. They have to generate competitive         Take-home value
    market strategies and establish the means for           Participants will return from this program with the
    their implementation. This includes gaining the         right understanding, concepts, and tools for im-
    internal support of their corporation and motivating    proving revenue generation within a global market
    their teams to excel in new environments.               field. With a strong emphasis on impact learning,
                                                            they will be challenged with intense project work
    Bringing Technology to Market (BTM) offers leading-     about their competitive strategies and debriefed
    edge insights for profitable revenue generation on      by faculty and leading executives in the field.
    global B2B markets. Each program module will be
    run in one of three major business areas of the         Target audience
    United States, China, and Europe. The program will      Participants with a leading position in a technology-
    link each participant to the global peer network        driven, globally active B2B company who are
    they need.                                              responsible for generating profitable business.



    In cooperation with:




    “Several years ago, BTM provided me with insights and concepts that have
     been highly valuable for improving my business and very beneficial for
     the development of my career. Today, Siemens India delegates each year
     top sales executives and general managers to this program so that they,
     too, may benefit from this exceptional experience.”
    Sunil Mathur, CFO Siemens Ltd., India
                                                     Open Enrollment Programs    Strategy and marketing       9




05_Bu_Zwo8pt_Black

                                 Nehal Salhieh, Siemens Switzerland; Poul Knudsgaard, MAN Diesel & Turbo SE




   Program director     Dates                                      Duration
                                                                   Tuition € 4,900
   07 Fakten Copy neg
   Olaf Plötner         Module 1: September 29 – October 1,
                                   Jun 25–28, 2013                 3 x 4 days
                        2010 – ESMT Campus
                        ESMT Campus Berlin                         More information
   Faculty              Module 2: November 22 – 24,
                                   Sep 3–6, 2013                   www.esmt.org/info/xy
                                                                   Tuition € 10,400
   07 Fakten Head neg
   Olaf Plötner         2010 – ESMT Campus
                        Darden School of Business,
   Mario Rese           Charlottesville, USA                       More information
   Arun Sharma          Duration Nov 12–15, 2013
                        Module 3:                                  www.esmt.org/info/btm
   Robert E. Spekman    2 x 3 days
                        Cheung Kong Graduate School of             and on page 36
   Bingsheng Teng       Business, Beijing; CELAP, Shanghai
10    Open Enrollment Programs   Strategy and marketing




      Strategy in Practice (SIP)

      Flattened organizational hierarchies have shifted        Key topics
      strategic responsibility from the C-suite to the         •	 Analyzing strategy beyond the five forces
      front line. Consequently, operating managers             •	 Understanding the link between corporate strat-
      are increasingly tasked with thinking and acting           egy and value management
      strategically across a broad range of disciplines,       •	 Identifying strategic patterns of global market
      from R&D, innovation, manufacturing, service                developments and discontinuities in business
      functions, marketing and sales, and finance to              environments
      controlling, IT, and HR.                                 •	 Analyzing resources and relationships regarding
                                                                  strategic moves
      The reason for this can be found in today’s global       •	 Aligning strategies and operations, organiza-
      market developments as well as in diversified,              tional structures, processes, and people to make
      performance-driven organizations, where the simple          strategy happen
      execution of a given strategy is no longer enough.
      Managers must now fully understand the strategic         Take-home value
      context, detect environmental shifts, and constantly     Participants will learn how to get a head start on
      adjust their management decisions. To survive and        key strategic shifts within their organizations,
      thrive, they must think beyond daily deliverables        gaining deeper, strategic insight into businesses
      on almost every level.                                   through guidance, frameworks, and state-of-the-art
                                                               tools. In addition, class participants will be expected
      Strategy in Practice (SIP) brings a practical per-       to keep a session-by-session journal to apply what
      spective to the dynamics of strategy. It introduces      they have learned back on the job.
      participants to best practices and the latest thinking
      of sustained performance. Participants will gain         Target audience
      valuable insights into the basic concepts and the        Executives with direct line responsibility for growth
      most current developments of strategic planning.         and profitability who contribute to strategy as a
      They will learn how to apply this knowledge              member of the management team, or corporate
      directly in their company in order to align current      executives with strategic oversight.
      business performance, increasing efficiency and
      effectiveness.




     “What a wealth of experience. SIP helped me to identify critical gaps and
      allowed me to redesign my strategy accordingly.”
     Thomas Knauel, Bosch Security Systems GmbH, Germany




      Program director                                         Date
      Olaf Plötner                                             Sep 24–27, 2013 – ESMT Campus Berlin

      Faculty
                                                               Duration
      Matthew S. Bothner
                                                               4 days
      Urs Müller
      Olaf Plötner                                             Tuition € 4,100
      Paul Strebel
                                                               More information
                                                               www.esmt.org/info/strategy and on page 36
                                                                 Open Enrollment Programs      Strategy and marketing   11




 Crisis Management (CRIS)

   JAN U. HAGEN          Today’s managers need a             situations. Participants will also focus on strategies
   CONFRONTING
    MISTAKES thorough understanding in
                         of the dynamics involved
                                                             for transferring lessons learned in an effort to
                                                             prevent organizational disaster.
                         each critical stage of a crisis.
                         There is no shortage of             Key topics
                         examples of how uncon-              •	 Identifying potential crises
                         tained corporate crises have        •	 Assessing the different crisis stages
                         derailed even the most suc-         •	 The danger of reputation loss
                         cessful organizations: the
   LESSONS FROM THE AVIATION INDUSTRY
                                                             •	 Maintaining control
   WHEN DEALING WITH ERROR

                         BP oil spill following the          •	 Managing internal and external communication
 explosion of Deepwater Horizon; the accusation              •	 Driving decision processes in dynamic and
 by the New York Department of Financial Services              high-workload situations
 claiming the renowned Standard Chartered Bank               •	 Achieving effective error management
 to be a rogue institution breaching sanctions; or           •	 Leading teams in crises
 Toyota’s handling of its alleged faulty car accelera-
 tion pedals.                                                Take-home value
                                                             The program provides conceptual frameworks for
 Crisis Management (CRIS) focuses on the compo-              managing crisis situations that severely disrupt
 nents involved in actively managing high-profile            organizational flows, processes, and employee inter-
 crises in complex organizations and explores the            actions. Participants will analyze the crisis situations
 reasons why managers often ignore early warnings            that have occurred within various organizations
 and underestimate the impact of an unfolding                and leave the program with the right set of tools
 problem. Participants will learn to prioritize activities   and a keen understanding of crisis management.
 during different stages of a crisis; lead staff and
 other parties involved; and communicate effectively         Target audience
 with stakeholders and the media.                            Senior managers in charge of critical units or
                                                             company subsidiaries.
 The program addresses core managerial aspects
 on different hierarchical levels. These are vital for
 surviving the often violent dynamics of difficult




“These were exceptional seminar days of discovering the road to control
 when faced with a crisis. Thank you for this new and very timely seminar.”
Amnon Sharabi, ThyssenKrupp Elevator Israel LP, Israel




 Program director                                            Date
 Jan U. Hagen                                                Nov 11–13, 2013 – ESMT Campus Berlin

 Faculty                                                     Duration
 Jan U. Hagen                                                3 days
 Erika Hayes James
                                                             Tuition € 3,300
 Zhike Lei
                                                             More information
                                                             www.esmt.org/info/crisis and on page 36
12    Open Enrollment Programs   Strategy and marketing




      Advanced Marketing Program (AMP)

      In today’s highly competitive and turbulent business   Take-home value
      environment, a company’s success often depends         Participants will develop an understanding of the
      on its ability to respond to challenges and opportu-   concepts and tools of marketing, strategic impact
      nities arising in its markets. Companies like Apple,   of marketing decisions on business performance,
      Amazon, BMW, and Google have continued to              and an ability to formulate and implement strate-
      prosper despite the recent economic downturn.          gies to be successful in markets. An international
      At the core of their success lies perhaps a deep       faculty will lead participants through a series of
      understanding of their markets and ability to          case studies and lectures demonstrating strategic
      translate this knowledge into profits.                 decision-making using the principles of marketing,
                                                             and a rigorous hands-on marketing simulation to
      This program equips business executives with tools     directly experience being a marketing manager.
      and strategies to improve the performance of their
      products and services in markets through a better      Target audience
      understanding of the concepts of marketing. Using      Managers in charge of SBUs, products, or services,
      case studies and simulations from a variety of in-     who are keen on making a difference in their com-
      dustries, participants will gain hands-on experience   panies and markets.
      in making marketing decisions based on sound
      analysis of complex business situations.

      Key topics
      •	 Market orientation and the strategic role of
         marketing
      •	 Delivering customer value and managing key
         customers
      •	 Competitive strategy, positioning, and pricing
      •	 Corporate social responsibility




     “This program is truly transformational because in just a few days it
      brings you up to speed with a comprehensive thinking framework not
      only to analyze all aspects of ever-changing markets, but also implement
      changes to succeed in them.”
     Robert Golden, Allianz Risk Transfer Inc., USA



      Program director                                       Date
      Sumitro Banerjee                                       Sep 10–13, 2013 – ESMT Campus Berlin

      Faculty                                                Duration
      Sumitro Banerjee                                       4 days
      CB Bhattacharya
                                                             Tuition € 4,100
      David Soberman
                                                             More information
                                                             www.esmt.org/info/marketing and on page 36
                                                            Open Enrollment Programs   Strategy and marketing    13




 Winning and Keeping Customers (WIN)

 In today’s fiercely competitive B2B markets, busi-      •	 Analyzing customer needs and selling customer
 nesses look to the sales force to drive economic          value
 growth and profitability. Yet finding the right sales   •	 Organizing acquisition management
 strategy has never been more difficult. Products        •	 Linking customer satisfaction and supplier profit-
 and services have become more complex. Customers          ability
 are more informed and demanding. Competitors            •	 Achieving customer retention and managing key
 are more assertive. At the same time, the rules           accounts
 of the game have changed. In an environment             •	 Measuring sales performance and generating
 marked by accelerated technological, economic,            motivation
 and social change, yesterday’s approaches are less
 effective. Winning and Keeping Customers (WIN)          Take home value:
 offers modern sales managers a fresh set of tools       Having gained a deep understanding of modern
 and strategies to make customers tick, click, and       sales management, managers will be able to assess
 stick. The course explores new customer value           the current status of their sales approach and pro-
 paradigms. It examines the potential of product         vide concrete ideas for improvement. They will also
 customization and solution selling. It also takes       benefit from the additional insights of colleagues
 a hard look at ways to boost customer retention,        across industries and companies.
 including the promises and limitations of e-com-
 merce and CRM. Finally, by looking beyond tradi-        Target audience
 tional sales roles, Winning and Keeping Customers       Sales and/or marketing managers responsible
 helps companies transform the customer experience       for winning and keeping customers, or managers
 into a competitive differentiator.                      working in a sales-supporting function like control-
                                                         ling, accounting, HR, or R&D.
 Key topics
 Winning and Keeping Customers helps sales man-
 agers deliver excellent customer experiences for
 competitive advantage by:
 •	 Understanding trends and challenges of modern
    sales management




“This well-structured, practice oriented seminar helps to refresh and
 improve knowledge of client satisfaction.”
Zoltán Ocsenás, Allianz Investmentbank AG, Austria




 Program director                                        Date
 Olaf Plötner                                            Nov 5–7, 2013 – ESMT Campus Berlin

 Faculty                                                 Duration
 Olaf Plötner                                            3 days
 Mario Rese
                                                         Tuition € 3,300
 Jan Wieseke
                                                         More information
                                                         www.esmt.org/info/winning and on page 36
14    Open Enrollment Programs   Leadership and HR




      Leading People and Teams (LPT)

      This program is a leadership laboratory dealing with    Take-home value
      the “why” and “how” of behavior in organizations.       By exploring methods of tackling the challenges
      Unlike many other programs, it goes beyond the          they may face when attempting to create produc-
      obvious, conscious, and rational side of human          tive environments, executives will gain a clear
      function, adding the opportunity to explore pro-        sense of the mindset, competences, and behaviors
      ductive–and destructive–drives that individuals         needed to be effective leaders. They will learn how
      subconsciously follow in organizations.                 to capitalize on and leverage their strengths and
                                                              weaknesses, as well as those of their employees,
      The program’s experiment-based structure will           peers, and superiors. Additionally, participants will
      help participants investigate their own behavioral      enhance their emotional intelligence, learn influenc-
      patterns in business situations and sharpen the         ing strategies, and discover the satisfaction that
      awareness of their efficacy in dealing with others.     comes from a thriving leadership role, all supported
      Participants will receive input regarding their lead-   by post-program follow-up coaching.
      ership styles and behaviors through a pre-program
      360-degree feedback and debriefing during the           Target audience
      program. The leadership laboratory’s challenging        Executives concerned with the effective and effi-
      but safe environment will provide the opportunity       cient management of people in the achievement
      to learn new skills, experiment with different tech-    of organizational goals.
      niques, and receive feedback and support from
      faculty and peers. Participants’ individual learning
      experiences will be supported by group executive
      coaching and post-program follow-ups.

      Key topics
      •	 The changing nature of leadership challenges
      •	 Individual preferences in leadership interactions
      •	 Motivation to lead
      •	 Making leadership transitions
      •	 Functioning of teams
      •	 Leading amidst uncertainty
      •	 Group leadership coaching
      •	 Leadership and change
      •	 Leadership toolbox




     “Marvelous four days! The seminar demonstrated the strength of
      diversified groups, the faculty improved our leadership capability
      and were both friendly and professional.”
     Hande Akbas, Deutsche Bank A.S., Turkey
                                                 Open Enrollment Programs   Leadership and HR        15




05_Bu_Zwo8pt_Black


                                                          Laura Guillén, assistant professor, ESMT




   Program director         Dates                       Tuition € 4,500
   Konstantin Korotov       Apr 15–18, 2013
                            ESMT Campus Berlin          More information
   Faculty                                              www.esmt.org/info/leading
                            Nov 12–15, 2013
   Andreas Bernhardt                                    and on page 36
                            ESMT Campus Berlin
   Laura Guillén
   Konstantin Korotov
                            Duration
   ESMT executive coaches
                            4 days
16   Open Enrollment Programs   Leadership and HR




     Leading with Psychological Intelligence (LPI)

                             Leading with Psychological       Key topics
                             Intelligence (LPI) responds      •	 Using psychology research for business results
                             to the increasing demand         •	 Leveraging individual differences at work
                             from executives looking to       •	 Understanding human motivation
                             enhance their leadership         •	 Leading “difficult” people
                             efficacy through better          •	 Minimizing errors at work
                             connections with subordi-        •	 Overcoming internal barriers to change
                             nates, peers, and superiors.     •	 Facing adversity with resilience and perseverance


                              Psychological research offers   Take-home value
     many insights into the human function. This program      Participants will leave the program equipped with
     applies these research findings directly to the every-   the concepts and tools needed to better understand
     day behavior of the modern executive, helping            the principles of human behavior within organiza-
     them build foundations for productive relationships      tions. The knowledge gained from the leadership
     with others, to recognize what motivates both            tasks will help executives increase acceptance of
     themselves and others and to learn the most              their ideas and work requests and establish pro-
     effective ways of working with a diverse range           ductive working relationships with subordinates,
     of individuals. Bolstered by research, participants      peers, and superiors. Additionally, the insights
     will discover how they perform as leaders through        gleaned into each individual’s behavior will help
     experiential exercises, mini-lectures, small group       them further develop their leadership skills and
     discussions, peer consultations, and individual          remain resilient in the face of work- and team-
     coaching sessions. Dealing with adverse situations       related challenges. Participants will be supported
     and developing resilience will also be a key focus       by a post-program follow-up as they put their new
     of the course.                                           skills to practice.

     The number of participants in this course will be        Target audience
     significantly less than is standard in the executive     Executives leading diverse individuals or teams,
     education industry in order to encourage active,         whose ability to mobilize the talents and efforts of
     individual involvement and ensure personalized           others directly affects the successful achievement
     attention to each participant’s needs.                   of company goals.




     Program director                                         Date
     Konstantin Korotov                                       Oct 23–25, 2013 – ESMT Campus Berlin

     Faculty                                                  Duration
     Laura Guillén                                            3 days
     Konstantin Korotov
                                                              Tuition € 3,900
     Zhike Lei
     ESMT executive coaches                                   More information
                                                              www.esmt.org/info/intelligent-leading
                                                              and on page 36
                                                                    Open Enrollment Programs   Leadership and HR   17




 Developing Leaders (DLE)

 Organizations can greatly strengthen their compet-      •	 Career development and the psychology of making
 itive advantage through the strategic development          leaders–“what it takes” for individuals to lead
 of human resources. As the pace and complexity of          and to grow
 doing business increase, an organization must not       •	 Identifying and fostering talent; the role of moti-
 only be highly adaptable, but also able to activate        vation to lead
 the potential of each employee. With only limited       •	 Assessment of your organization’s management
 internal resources, HR and line managers must              development initiatives, supported by HR experts
 continuously search for innovative ways to develop
 their people. At the same time, they have to consider   Take-home value
 the demographic and technological developments as       The program will deepen your knowledge of
 well as the changing expectations of high potentials.   modern leadership development approaches and
                                                         strengthen your ability to implement them. We
 Developing Leaders (DLE) will deal with the question    will look beyond the concept of the “leadership
 how organizations can best foster and sustain the       pipeline” and search for alternatives. You will
 next generation of leaders. We will explore what kind   assess your organization’s leadership development
 of leadership organizations will need in the future     against best-practice examples. Additionally, you will
 and how management development can address              have the opportunity to exchange insights within
 the changing needs. Evolving around the question        a network of practitioners.
 what talent is, we will analyze which aspects of
 talent we should focus on.                              Target audience
                                                         •	 HR and organizational development professionals
 Key topics                                                 who wish to deepen their expertise on leadership
 •	 Approaches, principles, and key success factors         development and prepare their organizations for
    in developing leaders; the latest thinking from         new challenges
    practice and research                                •	 Line managers who recognize the importance
 •	 Design and implementation of leadership devel-          of developing talent and who want to drive the
    opment processes; real-life cases presented by          leadership development process within their
    HR executives                                           organizations




“Many thanks for the excellent concept, the exciting speakers, and the great
 class composition. I particularly enjoyed the opportunity to share the joy and
 the pain of HR work, explore new ideas, and exchange insights with my peers.”
 Clemens Mulokozi, UniCredit Bank AG, Germany




 Program director                                        Date
 Bülent Gögdün                                           May 14–17, 2013 – ESMT Campus Berlin

 Faculty                                                 Duration
 Derek F. Abell                                          4 days
 Laura Guillén
                                                         Tuition € 4,100
 Konstantin Korotov
                                                         More information
                                                         www.esmt.org/info/developing and on page 36
18    Open Enrollment Programs   Leadership and HR




      Young Leaders Program (YLP)

      Managers assigned to their first significant leader-     Personal leadership skills
      ship role are thrust into an authoritative position      •	 Discovering different leadership styles
      and tasked with creating an environment that             •	 Managing change
      promotes team growth and business success while          •	 Facing adversity
      mitigating conflict. They need to demonstrate            •	 Acting and communicating as a leader
      leadership skills to their superiors, peers, and sub-    •	 Motivation to lead
      ordinates. But it takes time to fully master the         •	 Responsible leadership
      challenges and fulfill the high expectations faced
      by today’s young leaders.                                Take-home value
                                                               Participants will leave this program equipped with
      The Young Leaders Program (YLP) is an introduc-          tools, models, and hands-on experience directly
      tion to the reality, the context, and the personal       applicable to their new leadership tasks. More im-
      aspects of leading. Participants will first reflect on   portantly, they will gain a valuable sense of self-
      the contextual aspect of their roles, relating them      awareness and insight into the cognitive, emotional,
      to corporate and departmental strategies, teams          and behavioral make-up of others. They will also
      they lead, and co-operations and coalitions within       develop a broad understanding of leadership that
      and outside organizational boundaries. In the sec-       goes beyond the concept of managing others.
      ond part of the program, the young leaders will
      work on their personal approach to leadership. They      Target audience
      will become familiar and experiment with various         Managers recently appointed to a leadership posi-
      styles of leadership, explore their personal leader-     tion or high potentials before their first significant
      ship ambitions, and reflect on the responsibility        leadership role.
      they have taken on by accepting a leadership role.

      Key topics
      General leadership skills
      •	 Leadership coupled with corporate strategy
      •	 Leading teams
      •	 Exploring behavioral styles for successful
         cooperation
      •	 Authorizing leadership
      •	 Understanding and influencing decision makers




     “Fantastic! Well worth the time investment. A must attend for all young,
      up-and-coming potential leaders.”
     David Payne, Man Trucks & Buses Ltd, UK
                                                      Open Enrollment Programs    Leadership and HR        19




05_Bu_Zwo8pt_Black




                                                  Wojciech Chwalisz, Pfizer; Jorge Garcia, Deutsche Bank




   Program director   Dates                                   Duration
   Nora Grasselli     Module 1: Mar 19–22, 2013               1 x 4 days
                      ESMT Campus Berlin                      1 x 3 days
   Faculty            Module 2: Apr 22–24, 2013
   Jamie Anderson     ESMT Campus Berlin                      Tuition € 5,900
   Nora Grasselli
                      Module 1: Sep 17–20, 2013
   Laura Guillén                                              More information
                      ESMT Campus Berlin
   Ulf Schäfer                                                www.esmt.org/info/youngleaders
                      Module 2: Oct 23–25, 2013
                                                              and on page 36
                      ESMT Campus Berlin
20    Open Enrollment Programs   Leadership and HR




     Understanding and Leading Change (ULC)
         New course

      This program prepares participants to meet the            •	 Factors of successful change
      challenges that come with initiating and implement-       •	 Dealing with resistance
      ing change. During the four-day program, participants     •	 Influencing others to change
      will examine change processes and the psychological,      •	 Individual preferences in change interactions
      political, and organizational challenges they induce.     •	 Understanding and leading technical and adap-
      They will learn to categorize different challenges:          tive change
      evolutionary vs. revolutionary change, technical vs.      •	 Frameworks and tools for understanding and
      adaptive change, or anticipatory vs. reactive or crisis      leading change
      change. Using these categories, program participants
      will identify specific problems for initiators, imple-    Take-home value
      menters, and recipients of change.                        Participants will return to their organizations with
                                                                a greater awareness of change processes, typical
      Case studies, simulations, and moderated personal         patterns, and their challenges. After the program,
      reflections will be used to introduce numerous            participants will have a deeper understanding of
      frameworks and tools for the successful implemen-         change as a major aspect of organizational life.
      tation of change within organizations. Participants       They will also have frameworks and tools to initi-
      will have the opportunity to contribute their own         ate and successfully implement necessary change.
      experience as case studies for discussion and to
      seek advice on current change challenges from             Target audience
      peers and faculty.                                        Executives concerned with initiating, accompanying,
                                                                managing, or leading change initiatives.
      Key topics
      •	 Understanding the need for change and the chal-        In cooperation with:
         lenges accompanying it
      •	 Archetypes and dynamics of change processes
      •	 Why change initiatives fail




     “Change stimulates resistance because it challenges people’s habits, beliefs,
      and values. It asks them to take a loss, experience uncertainty, and even
      express disloyalty to people and cultures. It also challenges their sense of
      competence. No wonder people resist.”
     Ronald Heifetz and Marty Linsky




      Program directors                                         Dates
      Matthias Kleinhempel (IAE Buenos Aires)                   Jun 4–7, 2013 – IAE Business School, Buenos Aires
      Ulf Schäfer (ESMT Berlin)                                 Sep 3–6, 2013 – ESMT Campus Berlin

      Faculty                                                   Duration
      Alberto Franichevich                                      4 days
      Matthias Kleinhempel
                                                                Tuition € 3,300
      Konstantin Korotov
      Ulf Schäfer                                               More information
                                                                www.esmt.org/info/change and on page 36
                                                                      Open Enrollment Programs   Leadership and HR   21




 Mastering Cultural Differences (MCD)
 A program for Russian and expatriate managers

 A new generation of international Russian companies       •	 Motivating mixed cross-cultural teams to promote
 doing business abroad and the growing presence              top performance regardless of nationality
 of Western multinationals in Russia and the Com-
 monwealth of Independent States (CIS) present             Take-home value
 managers from both sides of the cultural divide           Managers in cross-cultural environments will gain
 with a unique set of challenges. Working relation-        a profound understanding of the barriers to efficient
 ships between Russian managers and their expatri-         communication between themselves and their
 ate employees, colleagues, and superiors, and vice        cross-cultural team, peers, and superiors, learning
 versa, continue to be fraught with difficulties.          how to lead each segment according to its specific
                                                           needs. HR professionals will learn how to better
 How can both Russian and expatriate managers              support their organization’s executives and tackle
 work together constructively? What are the expec-         their day-to-day challenges.
 tations and hidden assumptions that prevent a
 cooperative, goal-oriented working environment?           Target audience
 The Mastering Cultural Differences (MCD) two-day          Russian or expatriate executives leading teams in
 workshop identifies the problems involved, uncovers       culturally mixed environments; corporate HR profes-
 potential sources of disagreement, and equips both        sionals who manage expatriates or consult Russian
 Russian and expatriate managers with efficient            managers working abroad.
 strategies to cope with cross-cultural issues.
                                                           In cooperation with:
 Key topics
 •	 Coping with the crucial differences between leader-
   ship cultures in Russia and abroad
 •	 Finding the right leadership styles within different
   situations and team constellations




“Given the mixture of expats and Russians, this was an invaluable program.
 We understood how to deal with the major differences between German
 and Russian cultures.”
Kirstin Brinkmann, OOO ThyssenKrupp Elevator, Russia




 Program directors                                         Date
 Franziska Frank                                           Nov 7–8, 2013
 Anna Gryaznova                                            Moscow State University Business School, Moscow

 Faculty                                                   Duration
 Franziska Frank                                           2 days
 Anna Gryaznova
                                                           Tuition € 2,100
 Language
                                                           More information
 English
                                                           www.esmt.org/info/mastering and on page 36
22    Open Enrollment Programs    Finance




      Finance for the Non-finance Executive (FIN)

      Managers in multifaceted organizations are seldom        Take-home value
      encouraged to consider their value-chain position or     Participants will gain a deeper understanding of
      the value created by all the players involved. Indeed,   profit and loss account, balance sheet, and cash-
      many executives are not confident in their knowl-        flow statement operations, and learn to identify
      edge of the underlying principles and practical ap-      relevant costs and revenues.
      plications of basic investment appraisal techniques.
                                                               Target audience
      This innovative, action-oriented, hands-on program       Senior or mid-level managers from a non-financial
      is designed for non-financial managers who wish          background interested in gaining a better under-
      to learn how accounting and financial processes          standing of financial principles.
      work, and how to interpret the powerful messages
      that can emerge from the numbers. The program
      focuses on identifying and removing financial man-
      agement roadblocks and helps establish a sustain-
      able program of financial discipline and awareness.

      Key topics
      •	 Developing awareness of external financial mar-
           kets and their effects on management decisions
      •	 Explaining relationships between revenue and
           costs and asset management; how Return On
           Capital Employed (ROCE) is built from these two
           components, and how profit differs from cash
      •	   Forensic analysis of cash-flow statements to
           predict financial stress
      •	   Understanding the basic valuation framework
           surrounding investment decisions; measuring
           consequences of time adjustment, amounts of
           relevant cash flow, and risks
      •	   Introducing new techniques in cost measurement,
           such as activity-based costing and value-chain
           analysis; discussing the relevance of these tools
      •	   Effective cooperation with internal and external
           financial specialists




     “This was an extraordinary course to refresh financial and accounting
      basics, focusing on practical case studies while learning from the
      exclusive group of participants.”
     Benedikt Schneider, Deutsche Lufthansa AG, Germany
                                                                Open Enrollment Programs    Finance       23




                                        Stefan Wagner, assistant professor; Mario Rese, professor, ESMT




Program director   Dates                                      Duration
Jörg Rocholl       May 27–31, 2013                            5 days
                   ESMT Campus Berlin
Faculty                                                       Tuition € 5,100
                   Nov 4–8, 2013
Niall Lothian
                   ESMT Campus Berlin
Jörg Rocholl                                                  More information
                                                              www.esmt.org/info/finance
                                                              and on page 37
24    Open Enrollment Programs   Negotiation and contract management




      Decision Making (DMA)

      Today’s business leaders are increasingly forced to     Key topics
      make quick decisions. Good managers instinctively       Making good decisions
      set out to make reasoned, well thought-out judg-        •	 Framing decisions
      ment calls, yet a rational approach to tackling de-     •	 Asking the right questions
      cisions is only one side of the story. Too often, too   •	 Making group decisions
      much emphasis is placed on intuition, and personal      •	 Creating effective decision-making processes
      biases begin to influence–and fatally flaw–the
      decision-making process. Doubtless, this process        Negotiating risk
      should be complemented with sound analysis.             •	 Structuring decisions
                                                              •	 Managing uncertainty
      Decision Making (DMA) looks at both sides of the        •	 Evaluating alternatives
      equation. Combining an international peer group         •	 Valuing additional information
      and a distinguished faculty, the program merges
      practical experience with up-to-date theoretical        Understanding decision-making psychology
      concepts. In addition to discussing case studies        •	 Identifying risk attitudes
      and participating in individual and group exercises,    •	 Recognizing personal bias
      participants will explore and tackle common             •	 Avoiding common pitfalls
      decision-making challenges.
                                                              Take-home value
      The program is designed to help managers achieve        The program will help participants improve business
      greater insight and learn to exercise sound judg-       performance by developing a deeper understanding
      ment by honing decision-making skills and design-       of what drives effective versus ineffective decisions.
      ing more effective processes. Participants will learn   Managers will learn to ask the right kinds of
      to avoid common decision-making mistakes by             questions, use appropriate frameworks, and stop
      breaking problems into manageable parts, effec-         overanalyzing to avoid common decision traps.
      tively analyzing information, considering alterna-      Additionally, participants will develop cooperative
      tives, and identifying the results they need to         decision-making skills in situations where collabo-
      achieve. Finally, participants will gain a greater      ration produces better results.
      understanding of their own personal biases, how
      these affect the decisions they make, and how to        Target audience
      avoid their influence on future decisions.              Managers and consultants who make pivotal deci-
                                                              sions on issues affecting market entry, production
                                                              site closure, products, investments, or personnel.




     “Decision Making has given me exactly what I needed: a logical framework
      to de-bias a context and an exciting experience with practice-oriented case
      studies and peers coming from different business and countries.”
     Stefano Favale, UniCredit S.p.A., Italy
                                       Open Enrollment Programs   Negotiation and contract management        25




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                                                                       Ulf Schäfer, program director, ESMT




   Program director     Date                                      Tuition € 2,200
   Christoph Burger     Sep 16–17, 2013
                        ESMT Campus Berlin                        More information
   Faculty                                                        www.esmt.org/info/decision
   Christoph Burger     Duration                                  and on page 37
   Robert L. Carraway   2 days
26    Open Enrollment Programs   Negotiation and contract management




      Mastering Negotiations (NEGa)

      Negotiators rarely get a second chance at the same      •	 Identification and removal of barriers to agree-
      negotiation and often receive little or no feedback        ment, establishment of trust, conflict mitigation,
      on the efficacy of their performance. Mastering Ne-        and resolution; cooperation and negotiation in
      gotiations helps executives improve their conceptual       teams
      understanding of the negotiation process with an        •	 Multi-party negotiations, coalition dynamics,
      intellectual framework to organize these interac-          creation of lasting alliances, and sustainable
      tions. Participants will learn the art of negotiation      agreements
      and value creation by using new concepts tailored       •	 Game theory approaches to strategic interactions
      to different types of deals. They will become aware        and identification of power asymmetries
      of their particular negotiation style and discover
      how to capitalize on their strengths while mitigat-     Take-home value
      ing their weaknesses.                                   This program will help executives enhance their
                                                              conceptual, strategic, and practical understanding
      This program has been designed for accomplished         of effective bargaining situations and refine their
      professionals working for first-class companies         critical negotiating skills. Participants will gain a
      who frequently conduct negotiations within the          crucial understanding of how to set up winning,
      firm as well as with outside parties.                   value-added situations for all parties involved.

      Key topics                                              Target audience
      •	 Key principles and frameworks to employ when         Senior or mid-level executives who wish to gain
         preparing for and conducting negotiations            an additional boost in their negotiation skills. Past
      •	 Strengths and weaknesses of various negotiation      participants include division/department heads and
         tactics and basic negotiation styles                 vice presidents of large multinational companies
      •	 Techniques for goal-setting and the assessment       who deal with complex negotiation challenges, as
         of offers; evaluation of alternatives, and walk-     well as partners of professional services firms and
         away situations                                      heads of regional or country units.




     “An exceptional teacher who has walked the talk of negotiations in
      conflicts all over the world.”
     Magdalena Iordanova, Allianz Global Corporate and Specialty AG, Germany




      Program director                                        Dates
      Jens Weinmann                                           Apr 24–26, 2013 – ESMT Campus Berlin
                                                              Nov 18–20, 2013 – ESMT Campus Berlin
      Faculty
      Matthew Mulford                                         Duration
                                                              3 days

                                                              Tuition € 3,300

                                                              More information
                                                              www.esmt.org/info/nega and on page 37
                                                   Open Enrollment Programs    Negotiation and contract management   27




Mastering Yourself as a Negotiator (NEGb)

Mastering Yourself as a Negotiator has been                  ways. Armed with these insights, participants will
designed for executives who are sure of their sys-           be better able to self-monitor and guide their stra-
tematic, conceptual grasp of negotiation strategies          tegic behavior for future negotiation success.
and have mastered the particular skills needed to
prepare and carry out successful negotiations.               Key topics
Nevertheless, they are rarely aware of how others            •	 Receiving individual feedback on your negotia-
perceive them, or how their negotiating style may               tion strategy, behavior, and style in different
have them leaving money on the table.                           scenarios
                                                             •	 Using videos of your own negotiations to better
For these executives it may be time to refine their             understand your options
acumen with professional, unbiased, and con-                 •	 Receiving feedback on your conflict resolution
structive feedback on their individual negotiation              style; expanding the options of how to cope with
behavior.                                                       conflicts in negotiations
                                                             •	 Understanding how to interpret and deal with
Over two days of rigorous, intensive work sessions              emotions during negotiation
participants will be presented with tough, role-based
negotiation scenarios–some with peers, others                Take-home value
with actors–and learn to be an acute self-observer.          Executives will gain a precise understanding of the
Working in small groups of four to eight people,             prevalent behavioral patterns that may undermine
their performance will be monitored by faculty               their position at the negotiation table, exploring
and/or video. This powerful, transformative seminar          different behavioral options and learning to prac-
will return participants at real negotiation tables          tice them as they fine-tune their negotiation skills.
with a deeper understanding of how specific behav-
iors evoke certain responses from negotiation part-          Target audience
ners. They will also gain a deeper understanding of          Senior or mid-level executives who wish to focus
the role of emotion in negotiation: how to leverage          on their individual negotiation styles and better
it, channel it, and diffuse it in strategically beneficial   understand the psychological make-up of the
                                                             opposite side.




“I have been negotiating for more than 20 years and thought I had
 mastered most of what I needed as a negotiator. This program showed
 me how I could be even more effective.”
Michael Stosch, Bayer CropSience AG, Germany



Program director                                             Date
Franziska Frank                                              Nov 21–22, 2013 – ESMT Campus Berlin

Faculty                                                      Duration
Andreas Bernhardt                                            2 days
Franziska Frank
                                                             Tuition € 2,900
Matthew Mulford
                                                             More information
                                                             www.esmt.org/info/negb and on page 37
28    Open Enrollment Programs   Negotiation and contract management




      Contract Management in International Projects (CMI)

      New projects invariably begin with high hopes. The        Claims and close-out phase: minimizing losses
      seller expects to earn a reasonable profit, the buyer     •	 Dispute settlement
      looks forward to the fruits of a first-class product or   •	 Making and rejecting claims, burden of proof,
      service. All too soon, however, the planned margin           putting a claim together
      can start to erode; extra engineering effort is re-
      quired, suppliers unexpectedly raise prices, currency     Take-home value
      values shift, delays hit production, or the buyer         Participants will gain new perspectives on each
      decides he wants more for his money. Every experi-        stage of a project–from opening enquiry docu-
      enced project manager has dealt with these scenarios.     ments to closing claims–and be able to discuss
                                                                specific issues with experienced faculty and peers
      Contract Management in International Projects             with first-hand CM experience. They will also develop
      (CMI) shows managers how to bring their profit            a deeper understanding of project processes and
      margins under control. The lessons learned from           learn specific techniques for improving their busi-
      the mistakes of others have been converted into           ness practices.
      viable processes that serve as the keys to success-
      ful project management.                                   Target audience
                                                                Managers responsible for any project stage, in-
      Key topics                                                cluding bid managers, contract, finance, technical
      Bid phase: launching the project                          experts, sales engineers, project managers, lead
      •	 Establishing the baseline: contract negotiation,       engineers, production, erection and commissioning
         incorporating public and private laws, covering        engineers, or claims managers.
         supplier/buyer/seller expectations
      •	 Producing a turnkey contract
      •	 Risk management during the bid phase


      Performance phase: working for a profit
      •	 Time control
      •	 Change control: variation orders, claims, ordered
        changes to schedule




     “Coming from the technical and engineering side, it was perfect
      for me: an excellent hands-on guidance to the dos and don’ts in
      large international contracts.”
     Fernanda Kleffmann, MAN Truck & Bus AG, Germany
                                     Open Enrollment Programs   Negotiation and contract management          29




05_Bu_Zwo8pt_Black


                                     Bülent Gögdün, program director; Zhike Lei, associate professor, ESMT




   Program director   Date                                      Tuition € 3,300
   Franziska Frank    Nov 25–27, 2013
                      ESMT Campus Berlin                        More information
   Faculty                                                      www.esmt.org/info/contract
   Franziska Frank    Duration                                  and on page 37
   James Pinnells     3 days
30   Open Enrollment Programs




     Program faculty




                      Derek F. Abell                            Christoph Burger
                      is the founding president of ESMT         is the head of the practice group
                      and professor emeritus. Before            Telecommunications, Transport, and
                      joining ESMT, he was a professor          Utilities at ESMT. He has professional
                      of strategy and marketing at IMD.         experience in strategy, post-merger
                                                                integration, equity financing as well
                                                                as customer and supplier management.

                      Zoltán Antal-Mokos                        Franziska Frank
                      is the dean of degree programs and        is the head of the practice group
                      professor of strategy at ESMT. His        Professional Services Firms and busi-
                      areas of expertise are privatization,     ness development Russia and Eastern
                      corporate strategy, and M&A.              Europe at ESMT. She has expertise in
                                                                growth and change strategies.



                      Sumitro Banerjee                          Bülent Gögdün
                      is an associate professor and Ferrero     is the director of open enrollment,
                      Chair in International Marketing at       a program director and an executive
                      ESMT. His fields of interest are game     coach at ESMT.
                      theoretic models, innovations, R&D,
                      and market entry decisions.



                      Andreas Bernhardt                         Nora Grasselli
                      is a program director and executive       is a program director at ESMT. Her
                      coach at ESMT.                            expertise includes group dynamics
                                                                and coaching, leadership, and organi-
                                                                zational psychodynamics.




                      CB Bhattacharya                           Laura Guillén
                      is the dean of international relations,   is an assistant professor at ESMT.
                      and E.ON Chair in Corporate Responsi-     Her research interests are emotional
                      bility at ESMT. Prior to joining ESMT,    intelligence, leadership development,
                      he was a professor and Everett W.         identity change, coaching, and social
                      Lord Distinguished Faculty Scholar        science methods.
                      at Boston University.

                      Matthew S. Bothner                        Jan U. Hagen
                      is the Deutsche Telekom Chair in Lead-    is the head of the practice group
                      ership and HR Development at ESMT.        Financial Services at ESMT. He special-
                      His current research addresses the        izes in banking, leadership, and error
                      measurement and consequences of           management.
                      social status in several empirical set-
                      tings, including venture capital, pro-
                      fessional sports, and higher education.
                                                        Open Enrollment Programs      31




Rajshri M. Jayaraman                        Mario Rese
is an associate professor at ESMT.          is professor at ESMT and at Ruhr Uni-
Her fields of interest are development      versität Bochum. His fields of interest
economics and empirical industrial          are competitive strategy, customer
organization.                               analysis and marketing controlling.




Konstantin Korotov                          Jörg Rocholl
is an associate professor and director      is the president of ESMT, dean of
of the Center for Leadership Develop-       faculty and Ernst & Young Chair in
ment Research at ESMT. He has more          Governance and Compliance. Prior
than 15 years of practical leadership       to joining ESMT, he was at the Kenan-
development experience, conducts            Flagler Business School, University of
research, and teaches in the areas of       North Carolina at Chapel Hill.
leadership development, identity, and
modern careers.

Zhike Lei                                   Ulf Schäfer
is an associate professor at ESMT. Her      is a program director at ESMT. His
research centers on understanding           areas of expertise are leadership
how individuals, teams, and organiza-       and change.
tions build safety and reliability in or-
ganizations by systematically manag-
ing and learning from error and failure.

Urs Müller                                  Jens Weinmann
is the head of the practice group Con-      is a program director at ESMT. He
sumer Goods and Retail at ESMT. His         specializes in innovation, strategies
areas of expertise include strategy,        and regulation of network industries,
change, and intercultural ethics.           especially in the energy and transport
                                            sector.



Olaf Plötner
is a professor and the dean of
executive education at ESMT. He is a
guest lecturer at the Freie Universität
Berlin and Ecole Supérieure de Com-
merce de Paris, and a visiting profes-
sor at the University of Virginia
Darden School of Business.
32   Open Enrollment Programs




     Visiting faculty


     Jamie Anderson                                               Niall Lothian
     is a professor in strategic management at Lorange            is a professor for accounting and control at the
     Institute of Business Zurich and Antwerp Management          Edinburgh Business School, Heriot-Watt University.
     School, University of Antwerp.
                                                                  Matthew Mulford
     Robert L. Carraway                                           is a senior lecturer at the London School of Economics
     is the John L. Colley, Jr. Associate Professor of Business   and Political Science.
     Administration at the University of Virginia, Darden
     School of Business.                                          James Pinnells
                                                                  is an expert in international contract practice, claims,
     James G. S. Clawson                                          and risk management.
     is the Johnson and Higgins Professor of Business
     Administration at the University of Virginia, Darden         Arun Sharma
     School of Business.                                          is the chairman of the marketing department at the
                                                                  School of Business Administration, University of Miami.
     Alberto Franichevich
     is a professor of organizational behavior at IAE Busi-       David Soberman
     ness School, Universidad Austral, Buenos Aires.              is the Canadian national chair in strategic marketing
                                                                  at the Rotman School of Management, University of
     Anna Gryaznova                                               Toronto.
     is associate dean for academic programs and interna-
     tional relations at the Graduate School of Business,         Robert E. Spekman
     Lomonosov Moscow State University.                           is the Tayloe Murphy Professor of Business Administra-
                                                                  tion at the University of Virginia, Darden School of
     Erika Hayes James                                            Business.
     is a professor of business administration at the Univer-
     sity of Virginia Darden School of Business.                  Paul Strebel
                                                                  is the Sandoz Family Foundation Professor of Governance,
     Matthias Kleinhempel                                         Strategy and Change at IMD.
     is a professor of business policy at IAE Business School,
     Universidad Austal, Buenos Aires.                            Bingsheng Teng
                                                                  is an associate professor of strategic management,
     Martin Kupp                                                  Cheung Kong Graduate School of Business.
     is an associate professor of entrepreneurship at
     ESCP Europe.                                                 Jan Wieseke
                                                                  is a professor of marketing at Ruhr Universität Bochum.




              “It amazes me how quickly ESMT has assembled a world-class
              educational institution. It is a distinct privilege and pleasure
              to have such excellent colleagues across the Atlantic and to
     be associated with such a fine school.”
     Jim Clawson, Johnson and Higgins Professor of Business Administration, Darden School of Business
                                                                                                Open Enrollment Programs    33




Alumni Network
As a participant in our executive education pro-           get to know each other, exchange information,
gram, you are cordially invited to become a mem-           and make new contacts.
ber of our Alumni Network. The network main-
tains and develops ties that benefit both former           For those seeking managers for future executive
participants and our school.                               tracks, we can also facilitate contact between
                                                           network members and current students.
As part of our network, you will receive the ESMT
newsletter and invitations to a range of special events.   You may register by using the sign-up sheets
                                                           provided by ESMT program staff. Alternatively,
Once a year we invite our alumni to an informal            simply contact alumni@esmt.org and indicate
weekend in Berlin. Here we introduce new faculty           your wish to register for the network and the
members, enjoy academic exchange, find time to             program attended.




                                                                                                             ESMT Campus Berlin
34   Open Enrollment Programs




      Mission statement of ESMT
      ESMT develops entrepreneurial leaders who think
      globally, act responsibly, and respect the individual.
      With a heritage rooted in European values and the
      potential of technology, ESMT develops and imparts
      new knowledge to foster sustainable economic growth.
                                                                                   Open Enrollment Programs   35




ESMT program portfolio
ESMT European School of Management and Technology was founded
by 25 leading global companies and institutions. The international
business school offers full-time MBA and executive MBA programs,
as well as executive education. ESMT focuses on three main topics:
responsible and sustainable leadership, European competitiveness,
and the management of technology. Additionally the business school
offers an interdisciplinary platform for discourse between politics,
business, and academia. ESMT is based in Berlin with an additional
location in Schloss Gracht near Cologne.

Degree programs

Full-time MBA and Executive MBA
Our Full-time MBA is an intensive program lasting      experienced professionals from diverse
12 months, whereas our Executive MBA is an on- and     backgrounds and nationalities, emphasizing
off-the-job study course of 18 months. Both of         technology and innovation. Each MBA has been
these impart management and leadership skills to       accredited by AACSB, FIBAA, and Association of MBAs.


Executive education

Open Enrollment Programs                               Customized Solutions
ESMT’s Open Enrollment Programs offer high-qual-       ESMT Customized Solutions (CS) designs and delivers
ity executive education in a short time frame. The     customized programs that foster the development
goal is high-impact learning. Participants are able    of individual organizations. For this purpose we
to translate what they have learned into action as     have pooled experts combining academic knowledge
soon as they return to their companies.                with teaching capabilities and focus on Consumer
                                                       Goods and Retail; Financial Services; Life Sciences
USW Netzwerk                                           Industries; Professional Services Firms; Technology-
The seminars held in German at ESMT Campus             based Industries; Telecommunications, Transport,
Schloss Gracht offer executive education for differ-   Utilities.
ent levels of management, extending from semi-
nars for younger managers with functional respon-
sibility to managers with many years of experience.


Consulting

ESMT Educational Consulting
ESMT Educational Consulting delivers a client and      learning requirements and challenges. They then
industry-oriented approach to executive educa-         develop practice-oriented programs focused on
tion. ESMT experts identify an organization’s          achieving real competitive advantage.
36   Open Enrollment Programs




     Calendar and fees1



     General management
     Executive Transition Program                             ETP.10.1        Module 1           Sep 16–27, 2013                   € 27,500      2


     Core Managerial Competences

     Executive Transition Program                             ETP.10.2        Module 2           Feb 17–28, 2014
     General Management Perspectives

     Executive Transition Program                             ETP.10.3        Module 3           Jun 23–Jul 4, 2014
     Integrative Leadership in Action



     Strategy and marketing
     Bringing Technology to Market                            BTM.10.1        Module 1           Jun 25–28, 2013                   € 10,400      3


                                                              BTM.10.2        Module 2           Sep 3–6, 2013
                                                              BTM.10.3        Module 3           Nov 12–15, 2013
     Strategy in Practice                                     SIP.3.1                            Sep 24–27, 2013                     € 4,100     2


     Crisis Management                                        CRIS.3.1                           Nov 11–13, 2013                     € 3,300     2


     Advanced Marketing Program                               AMP.8.1                            Sep 10–13, 2013                     € 4,100     2


     Winning and Keeping Customers                            WIN.8.1                            Nov 5–7, 2013                       € 3,300     2




     Leadership and HR
     Leading People and Teams                                 LPT.14.1                           Apr 15–18, 2013                     € 4,500     2


     Leading People and Teams                                 LPT.15.1                           Nov 12–15, 2013                     € 4,500     2


     Leading with Psychological Intelligence                  LPI.2.1                            Oct 23–25, 2013                     € 3,900     2


     Developing Leaders                                       DLE.6.1                            May 14–17, 2013                     € 4,100     2


     Young Leaders Program                                    YLP.7.1         Module 1           Mar 19–22, 2013                     € 5,900     2


                                                              YLP.7.2         Module 2           Apr 22–24, 2013
     Young Leaders Program                                    YLP.8.1         Module 1           Sep 17–20, 2013                     € 5,900     2


                                                              YLP.8.2         Module 2           Oct 23–25, 2013
     Understanding and Leading Change                         ULC.1.1         Buenos Aires Jun 4–7, 2013                             € 3,300 2, 4
     Understanding and Leading Change                         ULC.2.1         Berlin             Sep 3–6, 2013                       € 3,300     2


     Mastering Cultural Differences                           MCD.3.1                            Nov 7–8, 2013                       € 2,100 2, 4




     1. Seminar prices are net prices. Value added tax will be added where legally required. Deductions, for example for cash discounts for prompt
        payment, banking fees, or withholding taxes are not possible.
     2. According to Art. 132 (1) i of the Council Directive 2006/112/EC of 28 November 2006 on the common system of value added tax this
        service is exempt from VAT.
     3. Applying tax law for module 1: According to Art. 132 (1) i of the Council Directive 2006/112/EC of 28 November 2006 on the common
        system of value added tax this service is exempt from VAT. Applying tax law for module 2 and 3: This service is not subject to VAT in Germany.
     4. This service is not subject to VAT in Germany.
                                                                      Open Enrollment Programs    37




Finance
Finance for the Non-finance Executive           FIN.19.1    May 27–31, 2013         € 5,100   2


Finance for the Non-finance Executive           FIN.20.1    Nov 4–8, 2013           € 5,100   2




Negotiation and contract management
Decision Making                                 DMA.10.1    Sep 16–17, 2013         € 2,200   2


Mastering Negotiations                          NEGa.26.1   Apr 24–26, 2013         € 3,300   2


Mastering Negotiations                          NEGa.27.1   Nov 18–20, 2013         € 3,300   2


Mastering Yourself as a Negotiator              NEGb.4.1    Nov 21–22, 2013         € 2,900   2


Contract Management in International Projects   CMI.12.1    Nov 25–27, 2013         € 3,300   2
38   Open Enrollment Programs




     General terms and conditions




     These general terms and conditions govern the            essential for some programs. ESMT therefore reserves
     contractual relationship between the customer (either    the right not to accept registrations in justified
     an individual participant in an ESMT program or          individual cases. This also applies to the appoint-
     the company that sends the participant) and ESMT.        ment of substitute participants.

     Changes or ancillary agreements require prior written    2. Cancelation policy
     confirmation by ESMT in order to be effective and        Course registrations must be canceled in writing.
     apply only to the respective individual transaction.     Where the participant is unable to attend, and is
     Conflicting terms and conditions of the customer shall   not in a position to transfer his/her place to another
     not be recognized, even if they are not expressly        person, the following cancelation charges apply:
     objected to.                                             registrations canceled 56 days or more before the
                                                              event will not be charged; cancelations received in
     Information on individual programs such as target        fewer than 56 but more than 28 days before the
     groups, course venues, and tuition fees can be           event will be charged at 25 % of tuition fees; reg-
     found in the relevant annual program.                    istrations canceled in fewer than 28 but more than
                                                              14 days before the event will be charged at 50 %
     1. Application /confirmation                             of tuition fees; registrations canceled within 14 days
     In order to participate in a program, the customer       before the event or fewer will be charged at 100 %
     is asked to fill in and sign the online application      of tuition fees; 100 % cancelation charges also apply
     form, and return it to ESMT via e-mail:                  in case of failure to attend the program without
     programs@esmt.org                                        prior notice. In case a substitute is nominated
     After a thorough evaluation, ESMT will notify the        please contact us in a timely manner.
     customer of an acceptance by letter. This notifica-
     tion will then constitute a binding contract.            ESMT may cancel events at short notice if the mini-
                                                              mum attendance is not met or any other complica-
     By signing the application form, customer confirms       tions occur which are beyond ESMT’s control (e.g.,
     the acceptance of these general terms and conditions.    illness of the speaker/trainer, force majeure). In such
                                                              cases, ESMT will seek to establish an alternative
     Because our educational processes build on extensive     date. If ESMT cancels the event, fees which have
     groupwork and in-class participation, admission to       already been paid will be reimbursed. Further legal
     the program requires full attendance.                    claims, for example reimbursement of job absentee-
                                                              ism, travel costs or hotel expenditures, will not be
     To optimize learning outcomes, specific specialist       met. ESMT is under no obligation to offer the same
     qualification and/or professional experience are         program in the future.
                                                                                      Open Enrollment Programs   39




3. Tuition fees and terms of payment                     commissioned for these purposes, as well as program-
Tuition fees are based on information contained in       specific purposes, such as ranking procedures, and
our annual program. They do not include accommo-         statistical evaluations. Unless otherwise requested,
dation costs. Tuition fees are due on the first day      the customer shall in the future receive information
of the course.                                           on course programs and other events by ESMT.
                                                         Consent to this may be withdrawn at any time by
4. Copyright                                             sending an e-mail to programs@esmt.org.
The course documentation and presentations are
protected by copyright. Any reproduction, passing        7. Provisions on using the IT infrastructure
on to third parties or use other than for the partici-   The provisions of the ESMT IT policy, which are
pant’s personal information purposes is only allowed     displayed and to be agreed upon during the login
with prior written consent of ESMT.                      process, shall apply to students and course partici-
                                                         pants.
5. Liability
ESMT selects qualified course speakers and trainers.     8. Place of fulfillment and jurisdiction
ESMT shall not be held liable for the accuracy,          As far as legally permitted, place of fulfillment and
timeliness, or completeness of course content and        jurisdiction is Berlin for both parties. German law
documentation, or for participants achieving a           shall be applicable exclusively.
desired learning outcome. ESMT also does not accept
liability for any consequential losses resulting from
inaccurate and/or incomplete course content. ESMT’s
liability is limited to deliberate actions, gross
negligence, and breach of essential contractual
obligations. Losses must be those reasonable and
customary for a course and must be foreseeable.

6. Data protection
Personal customer data shall be treated as confiden-
tial and used only in accordance with provisions
related to data protection law. Data submitted by
the customer shall be stored in our customer data-
base. Said data will be processed and used for the
purpose of performing the agreement, and–insofar
as necessary–for passing on to service providers
40       Open Enrollment Programs




            ESMT Campus –
            An infrastructure for learning

            The ESMT Campus in Berlin serves as the school’s
            research and learning center. Located at historic
            Schlossplatz 1 in Berlin’s Mitte district, the cam-
            pus lies in the very heart of the city’s academic
            and cultural life.

            The school’s landmark building is a noteworthy
            example of Germany’s modern architectural
            heritage, providing an excellent setting for study,
            research, and innovation. The state-of-the-art
            facilities include study and conference room
            suites, a library, two lecture theaters, an auditorium,
            faculty office suites, and a full-service cafeteria.




     ESMT interior
ESMT has been accredited by:




ESMT is a member of:




Join us:




Published by:
ESMT
European School of Management
and Technology GmbH

ESMT photo archive
ESMT
European School of Management
and Technology GmbH

Schlossplatz 1
10178 Berlin

Admissions office
Michaela Bodner
Laura Campos
Phone: +49 (0) 30 21231-3130

programs@esmt.org




www.esmt.org


www.esmt.org/en/apply

				
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