TRAINING CASE: DEVELOPING FUTURE-FOCUSED WORKFORCE MANAGEMENT
WHAT: Ensure HR is equipped to support strategic business expansion, primarily within established knowledge-intensive organizations. Assignment: Design and deliver an explorative learning experience to build a comprehensive foundation for future-focused workforce management.
WHY: Prepare HR Managers from eight pan-European insurance companies to see uncertain opportunities and adapt and act in rapidly changing contexts while keeping workforce management objectives aligned with long-term strategic goals. The program boosts confidence in defining assumptions of what is to be, experimenting with new things, and verifying findings by failing fast while continuing to support the explorative business journey in the capacity of HR-business partnerning.
HOW: Introducing the critical topic of future thinking in (Insurance) Business, followed by talent wars: future workforce management, and defining and exploring the transforming market in a customized strategic business war game setting to determine future strategy and cultural fit with an integrated machine-human approach. The following day participants define strategic next steps and share action plans with digital transformation and corporate workforce management in mind.
WOW: During this two-day learning event, we focused on HR business partnering to support strategic business expansion in the insurance industry through an interactive war game. We aimed to identify critical business issues, build a comprehensive foundation for future-focused workforce management, and connect insurance with technology to transform traditional business ways. Thank you, Henrik Totterman.
TRAINING CASE: HIGH-TECH BUSINESS SERVICE PROGRAM
WHAT: Help the executive leadership of this multinational public high-tech to transform the organization from a product to a customer-centric business model. Assignment: Design and deliver a scalable executive education program targeting senior middle management in charge of different business units and regions.
WHY: Rapidly shifting markets and customer needs require a cross-organizational understanding of business and value drivers. Leaders must step out of their comfort zone to gain an outside-in perspective.
HOW: Explorative learning approach with several small groups completing two-two day in-person modules focusing on strategic, commercial, and customer-centric themes relevant currently and in the following years. Through these, participants understand the change across the business to a more service- and customer-oriented direction. In addition, the program offers tools to develop the business in line with the strategy.
WOW: The taught attitude and mindset must be considered in future development projects and ensure we can effectively implement these. The modules covered great practical examples and the opportunity to work in small groups and bring insights back to the team at the office. I have already introduced the thinking model to my team, and moving forward; I encourage colleagues to challenge our thinking from a business, service, and customer perspective.
TRAINING CASE: NURTURING A SHARED VISION IN FINANCIAL SERVICES
WHAT: The executive leaders of this international investment bank want the entire organization to share the same vision for working together into the future. Assignment: Design and deliver an explorative learning program where teams and individuals co-create the future vision for rollout.
WHY: The impressive growth since the vision revision five years ago makes it more challenging to engage the entire organization in shaping and feeling engaged with the strategy process. The senior leadership wants to ensure strong commitment from everyone onboard also moving forward.
HOW: A design sprint-inspired process which engages different stakeholders at different points along the journey. Ensuring each employee feelsheard isintegral to the vision and strategy process. Leadership sets priorities; entire organizations define what these mean for them collectively, their team, and themselves individually.
WOW: I was initiallyskeptical, seeing how teams and individuals had distanced themselves from the core vision in the past years due to rapid growth and aggressive talent expansion. The iterative process drove out my and most others' skepticism and replaced it with collegiality and a drive for better clarity of expectations moving forward.
FACILITATION CASE: U.S. MARKET EXPANSION OF EUROPEAN SaaS BUSINESS
WHAT: U.S. offers tremendous potential for foreign knowledge-intensive companies, but the market is complex and competitive. Finding a tailored and integrated approach is both expensive and challenging. Assignment: The Chairman and CEO of this European company are looking for a step-by-step market entry strategy and process, considering uncertainties and risks while expanding the partner network and customer pipeline in an explorative fashion.
WHY: Chairman and CEO plan to launch the North American expansion from their regional headquarters in New York in a few months. They are particularly interested in understanding this market's unique conditions, specific opportunities, and how to support transforming a well-established European professional solution into the North-American business landscape.
HOW: Some key priorities include building a comprehensive foundation for U.S. expansion, identifying critical business issues and questions, segmentation to optimize market positioning, and strong expansion focus. Extensive research and analysis results provide a good understanding of the total business potential, fresh ideas on strategic approaches and required partnerships, and an encouraging yet fact-based, conservative, and profit-driven execution plan. The conclusions also highlight unique market-related challenges identified through secondary sources, people connected with the geography, and benchmarking with competition, other industries, and regions.
WOW: Thanks for a great project; the team did well, and some new angles inspire us to look into when the US reopens after COVID-19.
WHAT: Focusing on healthy dishes and supporting a growing and loyal client base, the restaurant chain has today 5 locations and 70 employees. Assignment: Advise the Chairman of the Board and the Founding CEO in finalizing expansion plans and leveraging the company’s position and assets to continue developing profitable business in the selected markets.
WHY: The ambitious franchising-based growth strategy for the incoming years aims at several hundred restaurants and eventually expand into a nationwide chain with around 1,000 restaurant units. The investors and advisors have a solid track record to back up this bold strategy. After extensive testing, piloting, and adjustments, the restaurant concept is ready to scale and expand to gradually become a nationwide chain of restaurants, with growth and margins intact despite the disruptive forces of COVID-19, worsening labor shortage, fierce competition, and record-high inflation.
HOW: Secondary research and over 30 stakeholder interviews to gain intelligence on key business drivers: customer innovation, talent, leadership, competition, cooperation, product performance, profit modeling, etc. Present a complete short-term proposal fully implemented by the 3rd quarter of the following year, including a short-term strategy and business case with relevant benchmarks. More long-term business initiatives must be implemented within two years, emphasizing realism and maximizing the market opportunity by thinking big, risk, and growth. Consider all three challenges: labor, cost, and competition, with appropriate comparisons to the U.S. and other market conditions.
WOW: I am grateful to have met you. The work you did on behalf of the company will remain part of us for years to come. You inspired our founder and provided creative insights, many of which we have begun implementing.
FACILITATION CASE: POST INTERNATIONAL ACQUISITION STRATEGY
WHAT: The newly appointed CEO of this MidCap food production company is on a mission to transform the currently unprofitable and declining commodity business into a profitable, growing, and value-adding brand led by a well-performing and collaborative team across its production facilities in the U.S. Assignment: Examine and advise strategically how this recently acquired company can become the pride of the European mother company’s business portfolio by releasing trapped value across its operations.
WHY: The vision is to provide superior customer service, create best-in-class products, and ensure a company culture that strives to make a difference for customers and brands. However, the company is entrenched in employee attraction and retention issues, profitability due to volume focus, outdated plants, and essential private label products in a competitive market. Positively the market is growing, and the opportunity to grow market share is ample with a shift to own brand and value-adding business that accelerates growth.
HOW: Show a pathway to becoming a great workplace and a value-adding trusted partner with a sustainable and efficient nationwide operation with a strong foundation in a profitable, growing business. Secondary and primary research focuses on competitiveness, profitability, efficiency, and people/culture with extensive analysis and stakeholder interviews with 30 employees, executives, customers, and partners—external analysis of the competitive market, rising costs and inflation, and labor shortage.
WOW: On behalf of the whole company, thank you and your consultant team for the job well done. Going into this, we did not know what to expect, but we decided to be open and share, and we thought that if we did that, we would also likely get better quality and more meaningful results. You guys truly nailed it, and we look forward to the final report. Thanks again!
RESEARCH CASE: REFINING GLOBAL PROFESSIONAL SERVICES
WHAT: This U.S. company has business entities in over 90 countries and an international team of highly qualified business experts serving clients across most industries and sectors. Assignment: Advise the senior C-level executives and help the COO leverage the company’s position and assets to develop its enterprise customer offering to fit immediate and future customer desires while keeping growth and profit margins intact.
WHY: The company is a prisoner of its incredible success in rapid expansion and technological advancements. Customer service excellence has been vital throughout the growth trajectory, with an increasingly automated and client-managed user experience. So far, the company has primarily relied on one product and value proposition in its offering and communication for all clients. Emerging disruptive competitors call for more segmented value propositions with an immediate, interim, and longer-term trajectory in mind.
HOW: Extensive secondary research and interviews with closer to 35 critical internal and external stakeholders located in North America, Europe, Asia, and India, to understand enterprise customer needs and associated challenges in international expansion journeys. Design differentiated value-proposition(s) tailored for identified creative client segments that align with the company vision, operations, and resources. Refine and verify the soundness of the proposed design, business, and future expansion logic. Deliver a turn-key solution focusing on immediate (next year), mid-term (two-three years), and long-term implementation (beyond three years).
HOW: What a fantastic experience to meet and work with all of you! You were able to learn about our business deeply and provide growth opportunities that align with our mission! As well as generating ideas, the group has acted as a catalyst, encouraging us leaders to ask new questions about ourselves and how to improve our customer experience. This is invaluable as we strive to be the best in the business!
RESEARCH CASE: CROSS-MARKET KNOWLEDGE SHARING IN GLOBAL FRANCHISING
WHAT: One of the largest restaurant chains in the world with close to 15.000 locations in 90 markets. Assignment: Offer strategic advice to the Director of International Marketing Strategy and Director of Global Talent Management on ways the company can outsmart the competition in three chosen markets, followed by other vital regions. Deliverables include a complete business proposal to be fully implemented within six months and a shorter-term strategy and business case with relevant benchmarks.
WHY: The competitive landscape has become increasingly challenging over the last few years, especially regarding low customer loyalty, price sensitivity, and rapidly changing regional market dynamics. Competitors have introduced customized services and loyalty programs to secure market positions and retain high-value customers. The intense competition focuses, in particular, on pricing strategy, product and packaging innovations, service, and the quality, healthiness, and variation of food on the menu. The company is looking for ways to break away from this mold by leveraging its assets, like a strong brand, technology, and a global presence.
HOW: Extensive primary and secondary research to propose new service solutions, organization, and business models that resonate strongly with mission, vision, and values. Careful consideration was given to leveraging the company's position and assets to continue to develop profitable business in the selected markets while making appropriate comparisons to the U.S. and other market conditions. The proposed business initiatives are all implementable within two years, emphasizing realism and maximizing the market opportunity by thinking big and on growth.
WOW: Our team loved the project and wants to continue collaborating with you. The organization is now focused on this and working to transition even more to a global organization. Thanks!
RESEARCH CASE: IDENTIFYING GLOBAL BIOPHARMA COLLABORATION OPPORTUNITIES
WHAT: This global public company aims to reimagine medicine to improve and extend people's lives. The company seeks to uncover opportunities at the forefront of medical innovation through partnerships through its venturing business unit. Assignment: Provide strategic advice to the company CFO and M&A Executive Director on potential strategic collaboration opportunities with emerging and smaller biotech companies based outside the U.S. and why these are particularly well suited for different forms of collaboration.
WHY: The competition among large international pharmaceuticals has increased over the past several years. Collaboration is of core importance. At the same time, significantly smaller biotech firms are less dependent. They have more alternatives to fund R&D. The company aims to optimize the potential of its extensive scientific base by seeking collaboration opportunities and by developing complementary business models in the most commercially promising areas.
HOW: A thorough market research was completed to support the company’s strategic initiatives and to provide a carefully prepared proposition to drive creative and innovative business-related collaboration opportunities. The approach built on the critical question of how the company should leverage its position as one of the largest pharma companies globally and its assets to develop profitable win-win collaboration opportunities. The research considered aspects to consider when expanding the collaboration ecosystem and forming successful agreements and strategic partnerships.
WOW: The presentation of results was of high quality, and I enjoyed the energy from the team. Please send my regards to them again, and as you can tell, the biopharma industry is a fascinating place to grow and continue to learn.
TRAINING: SUCCEED IN THEUS FOR FOREIGN LEADERS PROGRAM
EXECUTIVE TEAM DEVELOPMENT AT WOMEN'S LEADERSHIP ORGANIZATION
STRATEGY RENEWAL AND REFINEMENT OF DECISION-MAKING PROCESSES
TRAINING: SUCCEED IN THEUS FOR FOREIGN LEADERS PROGRAM
WHAT: Moving to work in another country impacts all parts of our lives and directly impacts foreign leaders operating in a Northern American and global business landscape. The client is a non-profit business advisory organization. Assignment: Create and launch a U.S.-focused explorative leadership program that prepares to operate effectively across legal, cultural, economic/political, and geographical boundaries.
WHY: Some foreign leaders may find adapting quickly and learning to lead in the US challenging due to cultural barriers. Others may assume they don't need to adjust their leadership style to come across effectively because humans typically work in a uniting fashion across boundaries. Typically the truth lies somewhere between these two views, as organizational hierarchies and culture are less influential in a globalized world. Still, newly arrived foreign leaders need to be aware of regional regulations, best practices, and established processes.
HOW: The program emphasizes the US context by approaching leadership through the interconnected areas of strategy, execution, competence, and communication. Leadership in different organizations is highlighted through the underlying system, the central leaders behind successful execution, and the means of communicating with stakeholders.
WOW: The program teaches how to set agendas for effective leadership on different levels of the organization. Participants get to explore firsthand in a safe environment how to successfully lead across different types of boundaries, emphasizing individual development areas, critical factors, and effective measures and rewards. They will also be introduced to the unique features of different US leadership styles, what it means to have a global mindset, and learn from other participant's experiences.
TRAINING CASE: EXECUTIVE TEAM DEVELOPMENT AT WOMEN'S LEADERSHIP ORGANIZATION
WHAT: The internationally recognized women empowerment non-profit organization is about to shift from philanthropy to a social business to scale impact on women's lives. Assignment: Design a year-long training program with the CEO for the senior executive team.
WHY: The team is capable, knowledgeable, and empathetic with the vital cause front and center. The team wants to build shared and individual leadership capabilities as the organization transform.
HOW: Monthly touch-bases, reflective, and preparatory assignments that directly tie with their daily and future activities. A facilitative coaching approach to develop leadership techniques, behavior, and responsibilities.
WOW: A year has passed since our first online course, and the only phrase our team would spell for Leadx3m is: "The Next Chapter for a Legend in Motion is on!" Thank you very much, and we are expressing our gratitude!
TRAINING CASE: STRATEGY RENEWAL AND REFINEMENT OF DECISION-MAKING PROCESSES
WHAT: Make this an exciting time for one of the world’s most respected institutions. Assignment: Offer a unique development program to initiate strategy renewal and leadership development.
WHY: Address the potential and challenges of new global leadership proactively and successfully implement the global/regional strategy.
HOW: Integrate the leadership team, implement the new strategy, and produce a more significant impact in programs and for those, you serve now. Help refine decision-making processes as an integral part of employee engagement and development.
WOW: A program that puts a clear emphasis on the levels of leadership and the impact of the existing matrix organization on decision-making in line with the mission.
RESEARCH CASE: AN INTRODUCTION TO U.S. SALES TAX ON E-COMMERCE - GUIDEBOOK
WHAT:The client needs an educational tool to demystify US sales tax and help foreign companies it works with to understand and prepare to handle US sales tax when selling online. Assignment: Prepare and publish a high-level guide to US Sales Tax related to e-commerce retail. The target audience is foreign companies interested in selling physical goods to US consumers via e-commerce. Most of these companies do not have a US legal entity set up.
WHY: US sales tax is currently seen as such a complex beast that many foreign companies avoid dealing with it. The client wants to change this mindset by making US sales tax less of a mystery by offering a practical guide that explains when, e.g., a tax advisor or a US sales tax plug-in is needed for online sales in the US.
HOW: Leadx3m business and legal expertise are brought together to provide experience and depth in understanding and designing a guidebook that meets client expectations. The guide's primary focus is on awareness of tax compliance and the risks of not addressing US sales tax. Extensive preparatory work to define across all states when and exactly how to handle US sales tax when selling goods via an online store or e-marketplace.
WOW: Thanks again for the great work with the sales tax guide! In general, this is a great starting point for e-commerce companies. It effectively raises awareness that sales tax can and should be dealt with.
RESEARCH CASE: DESIGNING AN ENTREPRENEURIAL DISTRICT - STRATEGIC PLANNING
WHAT: The City has prioritized cultivating a gaming/dining district to attract companies and visitors. Assignment: Offer strategic advice to the city Mayor and the Strategy and Business Development Officer on becoming an immersive gaming/dining district and how they can emerge from the pandemic with the economic driver intact.
WHY: The Major’s Office is known for working in unison with residents and businesses to tackle the city's many challenges. Working closely together makes the community the best it can be. Setting an ambitious strategy and building coalitions is necessary for the City to continue transforming towards a prosperous, inclusive, and equitable society. All stakeholders must be committed to moving the city forward toward a higher standard of living.
HOW: The foundation of this assignment builds on the perspectives of four key stakeholders the City, its citizens, its businesses, and the Chamber of Commerce. Extensive pre-research was conducted to identify appropriate benchmarks, trends, and drivers to transform the inclusive City environment into a vibrant and diverse creative business community. Close to 30 stakeholder interviews were conducted to understand engagement opportunities and how to enhance the delivery of services for all residents.
WOW: The insights on entrepreneurial strategies for the City’s economic development were invaluable and truly thought-provoking. The process itself was gratifying, and I loved talking with these international professionals who brought a breadth of experiences from around the world to our discussions. The action steps they laid out come from a sound understanding of what can make cities innovation centers. I am highly optimistic about their successful implementation thanks to their specific directives. I would not hesitate to do this again to measure our progress in building our city of the future!
RESEARCH CASE: U.S. MICRO-FINANCING AS THE DRIVER OF CONSTRAINED ENTREPRENEURSHIP
WHAT: The U.S.-based micro-financing organization is not the first but often the only option for constrained entrepreneurs and their businesses. The challenge is the lack of credit history and collaterals to back up business loans. Assignment: Research how the microfinancier's loan application process unfolds and how their services influence an entrepreneur's efforts to secure financial capital by using social and human capital.
WHY: Micro-financing is an iterative and slow process where constrained entrepreneurs gain access to financial capital, often in smaller amounts, with higher interest rates, and after an extended processing period compared to qualified business loans processed by banks. Increasing efficiencies in this process favor all parties.
HOW: Analyzing the loan application journey of the entire population of applicants over several years and then focusing on a limited number of cases with significant financial constraints. The research helps to understand how loan processing can be enhanced by considering case-specific social and human assets, risk patterns, and the reduction of information asymmetries.
WOW: The research makes three contributions to business praxis: It sets forth a framework to accelerate the entrepreneur's loan approval process by using social and human capital to reduce information asymmetry, it proposes a set of concrete moral codes for mutual engagement and guardrails for loan officers to operate at a larger scale despite any remaining information assysmetry.
FACILITATION: BUSINESS AMERICA CERTIFICATE PROGRAM
WHAT: The US offers tremendous potential for foreign knowledge-intensive companies. The competitive market is complex for most corporations, regardless of size, and the complexity of the current global trade situation calls for extra caution. The BAC is a Leadx3m program; reach out to discuss further details: EMAIL.
WHY: Finding a tailored and integrated market entry approach is expensive and challenging. Step-by-step progress considers uncertainties and risks while enabling learning with controllable risks when the presence and sales pipeline is built. In the past, careful strategic preparation was the backbone for successful market expansion, with significant commitments, unavoidable risks, and uncertainties stemming from entering and expanding abroad.
HOW: The BAC program provides a comprehensive foundation to understand what it takes to expand into a new market through experimentation. It also introduces tools and practices that enable foreign companies to progress quicker, speeding up their time-to-market and increasing their chances to succeed.
WOW:Outcomes for each of the three phases of the program: 1. Market validation: The client and their support team can make a weighted decision on how to launch in the US. 2. Market entry: Connections to critical stakeholders and assistance in building an initial sales pipeline to test the market for real before opening a US subsidiary, establishing a virtual presence, or deciding to delay market entry. 3. Market penetration: Access to a trusted and respected U.S. partner, who updates, advises, and assists in building a core team of key employees.
FACILITATION: EXPANDING E.U. NON-PROFIT ORGANIZATION TO THE U.S.
WHAT: The non-profit expert organization with members from over 50+ countries is looking to expand its presence in the U.S. Assignment: serve as point-of-contact and represent the organization's interest and its growing fleet of U.S.-based members in the initial market validation phase.
WHY: Market presence is instrumental in the initial phases of market entry to establish regional logistical and marketing support for branding and business development. As an outcome, the client and their support team can make a weighted decision on how to launch in the US. They also receive connections to critical stakeholders and assistance in building an initial sales pipeline to test the market for real before opening a US subsidiary, establishing a virtual presence, or deciding to delay market entry.
HOW: Promote the brand and membership opportunities to critical stakeholders and prospects, and identify and promote opportunities to new U.S. members. Cultivate professional networks to generate new prospective business contacts and members.
WOW: Building a comprehensive sales pipeline, reaching out to critical stakeholders, and organizing several seminars to introduce the brand, awakening interest among prospective members. Help the client to gain control to continue the strategic expansion plan through market entry activities.
FACILITATION: STRATEGY SUPERVISOR FOR INTERNATIONAL GREEN BANK
WHAT: The government-owned investment bank is willing to risk for a greener, more sustainable tomorrow. Assignment: Moderator and supervisor of the strategy development process in collaboration with the CEO, working closely with all stakeholders under the direct supervision of the board of executives.
WHY: The organization is looking for a new five-year strategy with an emphasis on environmental impact, investment projects, organizational resources, business environment, stakeholder communication, and relevant measures of achievement.
HOW: A one-year process is conducted by engaging the entire organization along the four distinct phases, from understanding needs, inviting all employees to a two-day strategy workshop, compiling the strategic plan for board approval, and reconnecting with employees to set team and individual level key metrics and actions for launching the strategy.
WOW: The organization has today a broad range of projects spread across different sectors around the world. They help scale regional sustainability-focused companies internationally. Since the strategy was established, the initially invested has grown and been reinvested several times. The fund is willing to take risks when there is a green upside, the return on investment is tracked, and the return on sustainability impacts each project.
TRAINING CASE: TURN-KEY EMBA & EXECUTIVE PROGRAM VISITS TO BOSTON
WHAT: Executive programs offered by ranked and triple-accredited institutions often include international immersion experiences. Assignment: Offer preparation, facilitation, and training services for top EMBA and executive programs while visiting Boston.
WHY: Boston is the heart of the world's most excellent entrepreneurship and innovation ecosystems. Experiencing firsthand one of the world's leading hubs of high technology, academia, and innovation is designed to be one of the program highlights.
HOW: Services range from turnkey all-inclusive packages to specific one-day design, business, and future thinking workshops, which build on real-life executive challenges at the core with visiting business leaders and academics. Visits are always customized with program objectives and timelines, participant preferences, and overall budget considered.
WOW: Please allow me to personally thank you for your support and recent seminar for our EMBA program in Boston. The feedback from the students and our team is excellent, and everyone appreciates the extra effort you put into organizing and delivering it. Faculty like yourself make life-long learning a unique experience, even under the most challenging circumstances. I look forward to welcoming you to our next Boston visit.
SPECIAL OFFERING TO ACADEMIC INSTITUTIONS:
Institution/program accreditation mentoring and preparation
FACILITATION CASE: GAP ANALYSIS AND PREPARATION FOR PERIODIC REACCREDITATION
WHAT: The triple-accredited E.U. university program conducts an analytical and interactive strategic planning process based on internal strengths, positioning, and evolving graduate student learners and their employers in preparation for external auditors. Assignment: Advise on background research and consult program management on facilitating an interactive co-development process involving critical stakeholders while developing program-related documentation for assessment review.
WHY: The institution and its regional yet international business program seek an ambitious yet realistic strategy based on the core mission and values while considering the rapidly shifting market dynamics and stakeholder demands.
HOW: Thorough contextual understanding to assess in-depth program-specific performance and strategic positioning to refine objectives and identify steps needed to meet them. Facilitation of stakeholder meetings and pre-visit mock interviews with all involved parties.
WOW: The proposed strategy was well received; thanks for your help in conducting underlying research and coaching the team to prepare the documentation for review.
FACILITATION CASE: EXPERTISE INTERNATIONAL ADVISORY BOARD
WHAT:External expert advisory bodies support institutional governance decision-making. Assignment: Strategic discussion partner for the President and program management.
WHY: Provide independent information and expert advice on priority issues from top experts in their fields.
HOW: Prepare input based on priority issues and attend regular meetings to discuss and share insights of strategic relevance.
WOW: Thanks for a great meeting offering significant input for our strategic development activities in the coming years, and looking forward to seeing you again soon for a continued conversation.
RESEARCH CASE: PROGRAM DESIGN FOR HEALTHCARE BUSINESS AND ENTREPRENEURSHIP
WHAT: The U.S.-based medical and health-science university wants to expand its innovative degree and certificate programs. Assignment: Develop a framework for a healthcare business and entrepreneurship certificate that can be completed in approximately nine credits (with a heavy emphasis on entrepreneurship).
WHY: As one of the oldest educational institutions, the university is known for educating toward successful, sustainable careers and leadership positions in healthcare. Increasingly graduates work in business leadership roles, often self-employed, typically with limited experience and lacking formal business education.
HOW: Develop a framework for an entrepreneurship certificate program in three phases: 1. Extensive primary research and strategic positioning. 2. Based on feedback, design the certificate's overall learning objectives and assign those objectives to the recommended courses. 3. Build detailed course plans with learning objectives, assessments, and material suggestions included for each course to comprise the certificate program. Design these with an online/offline, part-time /full-time student audience in mind.
WOW: We are launching one of the courses you recommended this spring semester and are gaining momentum toward offering the certificate. We are delighted with the proposal and will continue using it as the base in preparation for offering the certificate program.
RESEARCH CASE: GENERIC AND SPECIALIZATION CURRICULUM FOR BUSINESS PROGRAM
WHAT: The need to differentiate business degree programs with competition and employer needs in mind. The institution is a global business degree provider with programs across degree levels. Assignment: Design generic and specialization degree programs emphasizing managerial skills and project-based, technology-centered, and experiential learning.
WHY: The focus should be on providing life-changing and enduring education. The higher-education industry is known for being a slow transformer, which is why it's time to introduce rapid change, further fueled by organizational, regulatory, and accreditor encouragement for increasing agility, combined with cross-functional collaboration and common grounds for innovation.
HOW: Put the skills and competencies required to be effective in today’s business world at the core without losing touch with the core hard skills that any business graduate is expected to possess.
WOW: The programs were launched across multiple locations simultaneously with hundreds of enrolled students and internationally awarded for immediate consideration of what employers seek in business graduates.
If you want us to conduct real-time data-driven research, you are looking for a passionate process facilitator or an inspiring trainer for successful rollouts.