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|
|January 15, 2019,|
16:00-20:30hr at Loetje aan 't IJ
|Crash Course: Rocket Internet||Rocket Internet, a unique technology incubator based in Germany, invests in and develops startups in Europe and emerging markets that are versions of successful technology firms primarily located in the United States, such as eBay, Zappos, Amazon and Groupon. Throughout the years, Rocket Internet has been criticized for its ‘copycat’ strategy.|
Fundamentally, the company seeks to reduce the uncertainty of entrepreneurial startup ventures by imitating proven business models and replicating them in other geographic regions. Over the years Rocket Internet has begun to expand into emerging markets more aggressively, and its chief executive officer must now decide on the best strategy to continue the firm's global expansion.
Is this strategy unethical or just plain smart?
|April 9, 2019,|
16:00-20:30hr at Loetje aan 't IJ
|Building (Luxury) Brand Value||This case discusses the world’s leading flower auction, Royal FloraHolland, and outlines the (potential) challenges Royal FloraHolland faces in relation to several disruptive forces in the flower cluster: globalization, digitalization, changes in the supply and value chain, emerging technologies, and new consumer preferences.|
How could Royal FloraHolland switch its focus to the demand side of the supply chain and see where the growers collective could add value for its members and customers when it came to branding of the commodity flowers towards the end consumer?
Dhamani started as a loose gemstone dealer in 1969 in Jaipur, India. By the 2000s, it was headquartered in Dubai, United Arab Emirates and had expanded into diamonds and retail. The family business was now in its second generation of leadership and aimed to become a top global jewelry brand within the next 10 years. The family had been successful throughout its various inflection points in the past. Had it positioned itself well to soon begin competing with the global, high-end jewelry houses such as Cartier and Bulgari?
|Royal FloraHolland & Dhamani Jewels|
|August 28, 2019,|
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|
‘‘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