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 MAXIMIZE YOUR BUSINESS IMPACT 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 MYBI 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.

 

DATETOPICKEY LEARNINGSHARVARD CASE
June, 16, 2020,
Online (14:00-17:30)
Driving Digital StrategyMake digital transformation a key part of your organization’s strategy with us! This program will help you create and manage the capabilities that drive digital success, choose an organizational structure that boost innovation, evolve a more flexible organization that aligns with strategic goals and expand your network.
Through two case studies, and dynamic discussions, you will gain a firm foundation for leading organizational change and explore the opportunities unleashed by digital transformation.

Dropbox
In late 2014, Dropbox, the San Francisco-based pioneering cloud-based file storage service, was at an important stage of its growth. Its user base had expanded into hundreds of millions of users globally. At the heart of this expansion was the ever-increasing acquisition of customers in the software-as-a-service (SaaS) model. As Dropbox targeted larger customers, it needed to carefully allocate its limited resources and continually evaluate the appropriate sales approachbecause of the highly competitive nature of the cloud storage market. The head of the Strategic Finance team needed to recommend how Dropbox could most effectively invest its limited resources. Should it invest in the self-serve, inbound approach, or opt for the more proactive and costlier outbound approach?

LEGO
This case will take you through the evolution of LEGO’s business model from a traditional product-centric “make and sell” model to a more customer-centric “anticipate and lead” model in which products are co-created with customers, and customers are leveraged as a key factor in the company’s innovation strategy. It begins with LEGO’s struggles in the late 1990s to early 2000s, as competitors and imitators posed threats to LEGO as did the increasing alternative modes of electronic and Internet-based play. LEGO posted losses for a handful of years, and the company’s culture waned. The case then takes students from the early 2000s into 2013, a period through which LEGO underwent significant transformation, which began with a new CEO, Jørgen Vig Knudstorp. The case highlights the company’s evolution through three lenses - its organizational evolution, community evolution, and technological evolution.
LEGO & Dropbox
August, 25, 2020,
Online (14:00-17:30) or in-person (16:00-20:30hr at Loetje aan 't IJ)
Gaining competitive advantage by creating shared valueMounting social and environmental pressures are reshaping the competitive landscape for companies in every industry, including retail, manufacturing, health, financial services, energy, and food and beverage. For corporate leaders, the message is clear: In today’s world, companies that create Shared Value by addressing societal challenges as part of their core strategy achieve a competitive advantage. This program will prepare you to meet this challenge by creating Shared Value.

Enel: The Future of Energy
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 Mr. Francesco Starace, the company has gone through a significant change in organizational culture and structure, committing to 100% renewables while placing an emphasis on growth in middle-income countries and capturing new revenue sources from energy management services. At the same time, Starace has had to balance stockholder pressure for short-term earnings with a legacy of coal and gas fired power plants against its futuristic vision.

Nestle's Creating Shared Value Strategy
This case considers Nestlé’s creating shared value (CSV) strategy, which focused on the three categories of nutrition, water, and rural development. In the packaged food and beverage industry, pressure had mounted since the 1990s to improve supply chain sustainability and provide healthier, more natural foods, leading to consolidation and causing sales to decline in the 2010s. With 150 years’ experience in the industry, Nestlé had transformed into a nutrition, health, and wellness company and made its CSV strategy explicit in the early 21st century. By 2014, Nestlé CEO Paul Bulcke considered how best to fully embed the company’s CSV strategy and to communicate it to shareholders
and external stakeholders.
Enel & Nestle
September 22nd-23rd, 2020,
location to be announced
The role of the CEO in the 21st centuryConference with Prof. Dr. R. Edward Freeman

September 22nd
Masterclass: ‘Special case discussion’

September 23rd
Workshop: ‘Creativity class and leadership lessons – think differently about business’
Symposium: ‘The Power of And: Responsible Business without Tradeoffs’

More information will follow soon
December 2nd, 2020,
Amazon office Berlin
Competing with Complementors: a day at the Amazon officeAmazon Berlin Company visit
Amazon growth strategy: how to run a multi-billion dollar business. An unique opportunity to learn from one of the most successful business by presentations and workshops and have a look inside the Amazon office in Berlin.
Amazon

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Prof. dr. Fred van Eenennaam is specialized in ‘moments of truth in strategic decision-making’ and ‘corporate governance’ and is ranked with an 8.2 for his case teaching skills in 2013. He teaches Strategy & Governance to executives, board members, MBAs and Health MBAs on a regular basis and is affiliated with Erasmus University Rotterdam, George Washington University and Universität St. Gallen. He is non-executive and supervisory board member in and outside The Netherlands and is director of consultancy firm The Decision Group and business school The Decision Institute. Prof. Michael Porter PhD., with whom Van Eenennaam wrote the Dutch Flower Cluster Case, added him to his hall of fame at Harvard Business School in December 2012.

 

‘‘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

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

Participants of the Excellence Series consist a wide audience, from executives and supervisors to policy makers and business analysts, including:

ABN AMRO Bank NV
Amrop Executive Search
APG Asset Management
SR Nederland
Asyst Technologies
Atlowa Holding BV
Big Band Networks
Brocade Communications
Cisco Systems
CoreBrand
DELL
Delta Hydrocarbons BV
DNB Central Bank of The Netherlands
Dolphin Insight
Erasmus School of Economics
Ernst & Young
GITP Executive Partners
Governance Support BV
Herkel
Hitachi Global Storage Technologies
InterExcellent
Knotz Kinderopvang

LPM, LLC
LTP
Maes & Lunau Executive Search
Merck Sharp & Dohme
Peerco Beheer
Perfect Group
Progress Software
Rabobank
RE CM Regarding Capital Management
Rondol
San Fransisco 49ers
SAP
Shell International
Sofitel Legend, The Grand Amsterdam
Spruit Transmissies B.V.
Start People BV
Tragpi
Trivium Corporate Solutions
UNISYS
US Commercial Service
US Embassy Beijing
Woman Capital

FURTHER INFORMATION

  • The masterclasses are given at an executive MBA level and are intended for managers, board members, financial supervisors, chairs, committee members, advisors, policy makers, managers and those interested in learning about strategy and governance.
  • A week before the masterclass, you will receive your reading materials.
  • The reading materials contain one or more Harvard Business cases and other supporting literature.
  • The directive time for self study prior to the masterclass is 3 hours.
  • If you have any questions, suggestions, compliments or complaints, please do not hesitate to contact s.moenis@thedecisiongroup.nl
  • All questions will be answered within five days.