Getting Things Done
Managers often neglect the role of careful execution and focus solely on strategy formulation. Indeed, carefully crafted strategies often fail because of poor execution and a lack of understanding of the political and organizational dynamics in the firm. Successful corporate strategies are a complex mix of organizational practices and managerial decisions taken at different levels of the organization, and cannot be studied, let alone be developed, without understanding the process through which they emerge. The “Getting Things Done” stresses the decisions, actions, and conditions that facilitate the successful attainment of strategic objectives.
Competitive Strategy, core course
General Management involves the coordination and integration of the efforts within the different functional areas of an organization for dealing with an uncertain future. This comprises formulating a strategy for each individual business of the firm, formulating a corporate strategy and implementing these strategies. In this course we focus on the formulation of a competitive strategy for a business of a firm, which involves understanding the business you are in, determining how to position your strategic unit within this business environment, and developing the capabilities to compete in this environment.
Once a niche activity at the periphery of capital markets, responsible investment is now becoming mainstream and large financial institutions are incorporating extra-financial criteria in their investment process. This course aims to explore how financial institutions (asset owners, asset managers, banks, private equity) are integrating ESG factors in the financial investment process. We will learn how this phenomenon emerged, and where it is likely to go. We will discuss different options to organize responsible investment activities, and how to research ESG factors. We will also discuss the role and practices of engagement with corporations on ESG factors.
Getting Things Done: From Strategy to Execution
Managers often neglect the role of careful execution and focus solely on strategy formulation. Indeed, carefully crafted strategies often fail because of poor execution and a lack of understanding of the political and organizational dynamics in the firm. Successful corporate strategies are a complex mix of organizational practices and managerial decisions taken at different levels of the organization, and cannot be studied, let alone be developed, without understanding the process through which they emerge. The course stresses the decisions, actions, and conditions that facilitate the successful attainment of strategic objectives. This course takes a process approach to strategy formulation and execution.
Global Executive MBA
From Strategy to Execution
Getting Things Done: Power and Network
Power is about “making things happen” and managers who do not understand political dynamics in their organization will often fail, regardless of the quality of their strategies. Learning how to map the political terrain is as critical as learning how to analyze the economics of the industry structure. Managers with good ideas are often ill-prepared to selling them within the company and naively assume that everyone should accept the superiority of their ideas. The ultimate goal of this course is to help you hone your political skills as a manager.
Executive Education (Short Focused Program)
Getting Things Done (Academic Director)
When a business strategy fails, shortcomings are often exposed. The ability to “get things done” is critical for business leaders and it is the overriding factor in determining a company’s long-term success. Getting Things Done shows business leaders how to identify sources of power within their organizations and use this information to effectively influence others and drive strategic change. Participants acquire tools for monitoring strategy implementation over time within the context of a changing business landscape.
Luxury Goods Industry Meeting (Director)
IESE Luxury Goods Industry Meeting is a premier platform of thought-exchange between senior luxury goods executives, academic leaders and industry experts. In 2012 the topic of the 14th edition is “Balancing Scale and Creativity”. The Luxury Goods Industry Meeting continues to grow despite the weak recovery of global economy. The trends towards concentration and globalization continue as most players try to achieve the scale and scope needed to compete effectively. This trend generates important management challenges in balancing global policies with local adaptation, scale with creativity, and homogenization with distinction. Distribution and retailing are also undergoing a major restructuring, where technological disruption plays a critical role, and the digital channel is geining maturity. Finally consumers seem to be slowly showing signs of concern for the sustainability of the industry practices, with consewuences still harde to predict but liekely to be critical.
Executive Education (Custom Programs):
Prof. Fabrizio Ferraro has designed, run and participated in custom programs for the following companies:
Shiseido (Academic Director); ENEL; JTI; Lavazza (Academic Director); Puig Beauty & Fashion (Academic Director); Goodyear-Dunlop; Oracle; Nestlé; Banco Santander; Rabobank; Faurecia; AKDN (Academic Director).