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 28, 2019,|
16:00-20:30hr at Loetje's Garage
|Summer School: Shared Value Creation & Digital Transformation||Artificial Intelligence and automation are forcing businesses, including those in the banking sector, to make dramatic changes. In 2015, ING, one of Europe’s largest banks, took the leap: it transformed its Dutch Branch by adopting an agile framework for all operators. With customers requiring more rapid responses to their banking needs, ING decided to create more flexible teams with end-to-end responsibilities for quickly meeting customer demands. Teams were completely restructured and the entire workforce was forced to reapply for their jobs, with 25 percent eventually laid off. Performance efficiency, and innovation significantly increased and turnaround times for reacting to customer needs reduced. With the successful transformation under its belt, ING’s leadership considered expanding the agile operating model to new countries and continued to create better processes for spurring innovation.|
What were the motivations behind ING’s transformation, and what made their implementation strategy to a success? What is the appropriate pace of such a dramatic change?
Upon completing the first phase of the transformation that radically “rewired” the entire enterprise for digital innovation, DBS initiated its second digital push in 2015 to address ever-emerging threats from fintech companies and institutional constraints on acquisition-led expansion. To DBS, this digital transformation was an on-going journey in building a next-generation enterprise. It centred on developing the core capabilities to be ready for a digital future, i.e. the agility to scale technology infrastructure, to delight customers, to connect with ecosystem partners, and to innovate in ways that are unimaginable today.
How did DBS build these capabilities to reinvent DBS by becoming digital to the core, embedding DBS in the customer journey, and creating a 26,000-person start-up. What was the bank’s methodology for measuring financial value created by digitalisation?
South African society had struggled for years with domestic violence issues, but in recent years, the incidents of femicide - the killing of women and girls by their husbands, partners, or family members – in South Africa had grown to five times greater than the global average. There has been pressure on companies both in South Africa and internationally to respond to this and other social issues. AB InBev is the world’s largest brewer, with more than 200 brands and 140 breweries operating worldwide. Well-known brand included Budweiser, Beck’s and Corona. The company is the country’s largest beer brand and have to consider steps they could take to address the problem. The company faces difficult
questions: Should AB InBev take action? And if it decides to take action against domestic violence, what should its role and responsibility be? Should it provide funding, create partnerships with the government or other organizations, or develop some sort of initiative?
|ING, DBS & AB InBev|
‘‘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 €495. A series of three of the above workshops is €1395. Because of the longer duration of the workshop (four hours instead of 2,5) and the inclusion of a lunch, a supplement of €50 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 Annemijn Cassée. 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