Forward-thinking (business) professionals are needed to shape (their) companies and help them stay ahead of the curve. Today’s business environment requires professionals who are not afraid of change and innovation. Your investments today are the basis for success in the future. We invite you to our workshops Strategy & Governance Excellence series, organized by The Decision Institute. Learn from the latest, best and most impressive Harvard cases, by expert in case teaching and writing Prof. Dr. Fred van Eenennaam. The Excellence Series makes the latest international insights on strategy and governance quickly available and practically applicable for professionals in the Netherlands. Every masterclass touches on today’s issues; making it possible to learn from recent themes on strategy and governance.
|DATE||TOPIC||KEY LEARNINGS||HARVARD CASE|
|August 31, 2018,|
11:00-15:00hr at Landgoed de Salentein
|Summer School: Shared Value Creation||As the largest company, by revenue, in the world, Walmart has been a lightning rod for criticism. However, in an attempt to stay ahead of traditional and digital retailers, and keep customers satisfied with evolving demands, the company is strengthening its competitive advantage by creating Shared Value. Current CEO, Doug McMillon, outlines his strategy for fending off competition, navigating a challenging retail landscape, and positioning Walmart as a leading retailer for today and the future.|
Enel has transformed from the Italian state-owned energy monopoly into a global leader in renewable energy and shared value creation. Through its open innovation model, the company has catapulted to the cutting edge of electric mobility and distributed power generation, partnering with the likes of Google and Tesla. Under the leadership of Francesco Starace, the company has gone through a significant change, committing to 100% renewables while placing an emphasis on growth in middle-income countries and capturing new revenue sources from energy management services as well as balancing stockholder pressure for short-term earnings with a legacy of coal and gas fired power plants against its futuristic vision.
|Walmart & Enel|
|September 25, 2018,|
16:00-20:30hr at Loetje aan 't IJ
|Competition Through Corporate Governance||It was September 2013 when the news broke that Oad was insolvent. How could this family-built empire and third largest tour operator in The Netherlands make such a disastrous turn? |
This case will be used to highlight the latest role of audit committees. Harvard’s Molex case is thought to be one of the best corporate governance cases! We are repeating this case on request, after being rated with an 8.5 by our previous participants.
|Oad & Molex|
|October 16, 2018,|
16:00-20:30hr at Loetje aan 't IJ
|Best HBS Cases: Start-ups that changed/will change the world||This case introduces the concept of inbound marketing, pulling customer prospects toward a business through the use of Web 2.0 tools and applications like blogging, search engine optimization, and social media. Students follow the growth of HubSpot, an entrepreneurial venture which, in its quest for growth, faces significant challenges including: developing market segmentation and targeting strategies to decide which customer to serve and which to turn away, configuring pricing strategies to align with the value delivery stream customers experience, and determining whether inbound marketing programs can generate enough scale or whether traditional outbound marketing methods need to be employed to accelerate growth.|
The case is written from the perspectives of Larry Page, CEO of Alphabet and Sundar Pichai, CEO of Google and focuses on opportunities and challenges faced by Alphabet's largest business unit, Google. Competition in Google's advertising space has intensified, mostly by the way of Facebook. The case also highlights challenges of managing a multi-business conglomerate pursuing an unrelated diversification strategy. As Alphabet continues to implement an M-form structure to administer unrelated diversified, the adjacent business units will have a significant impact on Google. The uncertainty of the Waymo subsidiary venture along with Google's core competencies present new opportunities and challenges to the firm. There is also the question if Alphabet can manage this new structure while securing future growth and profitability.
|HubSpot & Alphabet's Google|
|November 13, 2018,|
16:00-20:30hr at Loetje aan 't IJ
|Rethinking Your Social Media Strategy||In 2010, for the first time in 23 years, PepsiCo did not invest in Superbowl advertising for its iconic brand. Instead, the company diverted this $20 million to the social media-fueled Pepsi Refresh Project. The case highlights the benefits and risks of traditional branding and social media branding, including a discussion of how the Pepsi Refresh Project fits with Pepsi's previous brand positioning. |
In 2003 Porsche launched a sport utility vehicle, dividing Porsche purists from newcomers to the brand. The Cayenne SUV and the new breed of driver was disapproved of by many Porsche owners. Porsche's values of speed, luxury, and a certain masculine zeal resonated strongly with its devotees, while drivers of the Cayenne tended to be safety-conscious, family-oriented, and conservative. Has the brand strayed too far from its core values and is it at risk?
|Pepsico & Porsche|
‘‘The lectures from Prof. Eenennaam were really open, especially on the importance of competitive advantages for companies and nations. The courses will help in understanding company and corporate level competitive strategy. And for any national interest level enthusiast, it will definitely help in having the global-to-nations helicopter view and in planning national level competitive strategy through B2G/G2G cooperations.‘ – Participant workshop
‘The best elements of the workshop were the interactivity and the great speakers’ – Participant workshop
You can register using the application form.
The fee for a single masterclass** is €395. A series of three of the above workshops is €995. Because of the longer duration of the workshop (four hours instead of 2,5) and the inclusion of a lunch, a supplement of €100 is asked for the Summer School Edition and the Crash Course Edition. The Excellence Series is accessible to an exclusive but wide audience, from executives and supervisors to policy makers and business analysts. All participation costs mentioned are excluding VAT.
It is possible to register as an organization with varying participants. A business membership occurs in two forms:
For more information, please contact Barbara Mees. via 020 – 4040 111 or email@example.com.
The Decision Institute provides and collaborates in various major executive and MBA programs on strategy & governance, around the world. The Institute organizes and develops executive education, seminars, masterclasses, symposia and workshops. On request tailor-made in-house programs are composed. Since, 1996 Strategy en Governance is one of the core pillars and has a rebuy rate of 86.2%
Leading universities such as Harvard Business School, The George Washington University, Erasmus University Rotterdam and St. Gallen University are part of The Decision Institute’s international network and provide their expertise and collaboration in the Excellence Series.
Participants of the Excellence Series consist a wide audience, from executives and supervisors to policy makers and business analysts.
A partial participant roster of our strategy and governance programs:
ABN AMRO Bank NV
Amrop Executive Search
APG Asset Management
Atlowa Holding BV
Big Band Networks
Delta Hydrocarbons BV
DNB Central Bank of The Netherlands
Erasmus School of Economics
Ernst & Young
GITP Executive Partners
Governance Support BV
Hitachi Global Storage Technologies
Maes & Lunau Executive Search
Merck Sharp & Dohme
RE CM Regarding Capital Management
San Fransisco 49ers
Sofitel Legend, The Grand Amsterdam
Spruit Transmissies B.V.
Start People BV
Trivium Corporate Solutions
US Commercial Service
US Embassy Beijing
4:00 pm – 4:15 pm: Welcome
4:15 pm – 6:00 pm: Session
6:00 pm – 7:00 pm: Dinner
7:00 pm – 8:30 pm: Session
8:30 pm – 9:30 pm: Drinks