Director of Development - free course from the Russian School of Management, training 250 hours, date: December 6, 2023.
Miscellaneous / / December 09, 2023
As part of the professional retraining course, you will understand:
— Methods for assessing the strategic position and business model of a company.
— Rules for launching a startup in an existing company.
— Fundamentals of project management.
— Principles of business process optimization
— Features of planning and conducting meetings aimed at results.
— Fundamentals of leadership and employee management.
The program consists of 3 modules of 5 days and is conducted with breaks between them.
Consultant on organizational development, strategic and operational management, personnel training. Expert in setting up business processes.
Managed and participated in more than 50 projects, including:
- Automation of production management.
- Regulation and optimization of processes.
- Introduction of project management.
- Development of company development strategies.
- Development of educational projects.
Investor (partner) in network projects: catering, training, medicine. Investor of startup projects: foodtech, agrotech.
Publications
- How to get results from corporate training programs (Vedomosti)
- Types of organizational structures (RSHU Portal)
- Why online courses are not always effective (RSU Portal)
- The non-fiction effect: The role of business literature in business (RBC broadcast)
- Training as a project: how to use the Scrum method when training employees
- How a leader can develop systems thinking skills
Strategy. Business transformation. Balanced Scorecard
• Assessing the current strategic position, identifying possible options for business transformation.
• Analysis of industry development trends and the region where the company operates.
• Assessing the current strategic position and key risks.
• Identification of areas of strategic problems.
• Assessing the effectiveness of the organization of key business processes.
• Analysis of options for strategic development of the company.
• Assessment of development opportunities in terms of available resources and operating technologies.
• Development of strategic options for business transformation.
• Business optimization in conditions of stabilization of the market situation.
• Business contraction due to a sharp deterioration in the market situation.
• Active development in promising segments.
• Business reengineering with a radical change in strategy.
• Assessing the need and possibilities for using innovative solutions.
• Structuring and formalization of the company's strategic goals in the logic of the balanced scorecard.
• Analysis of available resources and key performance indicators.
• Transformation of strategic goals to the level of processes and projects.
• Interpretation of strategic goals at the level of financial prospects.
• Identification of cause-and-effect relationships between performance indicators.
Business model. Strategic, tactical and operational management of business processes
• The company's business model in the representation of a set of business processes.
• Definition of a complete set of business processes of the organization and their detailing into components.
• Identification of factors of non-optimality and inconsistency of business processes.
• Designing target performance indicators for each component (process).
• Transformation of goals and to the process level.
• Application of the matrix of distribution of powers and responsibilities in the business process management system.
• Synthesis of target (innovative) business models and business processes taking into account: development strategy, performance targets, available resources and operational technologies.
• Implementation of targeted (innovative) business models and business processes.
• Forecasting and planning (tactical, operational).
• Synchronization of business processes through the development of a system of tactical and operational planning.
• Design and implementation of an interconnected planning system: in volumetric (quantitative), nomenclature, financial parameters.
• Identification of problem areas in the system of tactical and operational planning of one’s own organization.
• Designing an organization model in the form of “technological stages”.
• Transformation of strategic level plans to the tactical level.
• Synchronization of tactical and operational level plans.
• Introduction of a system of interconnected forecasting and planning.
• Strategic Development Service. Company development platform. Functions and resources of the development director.
• Development and implementation of company strategy.
• Unified system of strategic management of the company.
• Strategic session. Stages and format of the strategic session. Planning a strategic session (case studies). Preparatory and organizational work. Information Support. Conducting a strategic session. Materials of the strategic session. Session results. Processing session results.
• Strategy formulation. Development of strategic decisions. Hierarchy of company strategies.
Project management - from charter to reports
• Introduction to project management.
• Project initiation. Preparing for an effective start.
• Building an organizational structure.
• Project scope management.
• Deadline management.
• Creation of a project management system in the organization.
• Management of risks.
• Project control and monitoring/change management.
Project team management
• Project team: composition, structure, characteristics.
• Defining the roles of project team members (according to M. Belbin).
• Tasks of forming a project team.
• Project manager competency model using the “PMI talent triangle” (key skill groups).
• Determining the types of motivation of project team members.
• Tools and methods for project team management.
• Development of interpersonal relationships in the team, effective decision making.
• Features of a remote team.
• Specifics of the role of a manager managing employees remotely.
• Main tasks and difficulties of remote management.
• Main channels of remote communications.
• Overcoming information distortions in remote communication.
• How to establish constructive communication remotely.
Flexible project management in business
• The place of flexible design approaches in business. Product Development, Customer Development and Lean Startup.
• Business model of the project and business.
• MVP. A minimally working product to find a solution.
• Pivot: when and how a decision or strategy should be changed.
• Agile in project management. Popularity of different Agile approaches.
• Scrum. The concept of Sprint. Roles in Scrum.
• Team members. Functions and required skills.
• Documents in the project: Product backlog. Sprint backlog. Burndown chart.
• Processes: Sprint planning, review and retrospective. Scrum meeting.
• Implementation of Scrum. Problems and solutions.
Intensive development of the company: innovative projects and startups
• Areas of innovative development. Innovation strategy, new products and services, breakthrough business models, technological innovation.
• Innovation Factory. Creating an intensive process for generating and implementing new ideas. How to move from one-time ideas to a full-fledged system.
• Portfolio management of innovative projects. How not to slip into bureaucracy, but to ensure the reliability and transparency of innovative projects.
• Startup. How to launch a real startup in an existing company, because this is not just a project or creating a business.
• Risks. The desire for risk is the basis of real breakthroughs. Risks carry the threat of losses, but open up serious opportunities for growth and development.
New product development project. Commercialization, quality improvement and process optimization
• New product development project.
• Determining the target audience of a new product.
• Preparing and conducting negotiations on the sale of new products.
• Organization of sales of new products.
• Conducting focus groups.
• Main parameters of product value and their assessment.
• Search for directions for developing new products and non-traditional sales routes.
• Formation of a commercial proposal.
• Determining the size of the sales market.
• Financial model of the project.
• Conducting product tests.
• Prototyping and its impact on sales.
• Development of product packaging.
• Conducting marketing campaigns for new products.
• Export sales.
• Determining the impact of the product on the company.
• Analysis of competitors' actions.
• Idea generation.
• Brief description / teaser of the project.
• Analysis of typical mistakes when presenting an idea.
• Preparing and holding meetings on the introduction of new products.
• Idea evaluation.
• Determining the target audience of the project.
• Working with the referral system.
• Conducting focus groups.
• Determining the benefits of the product for the client.
• Assessing global experience and current solutions.
• Market forecast.
• Drawing up a financial model of the project.
• Concept development and testing.
• IP analysis and patent filing.
• List of required product characteristics.
• Drawing up and checking a commercial proposal.
• Conducting product tests.
• Production of an initial batch of the product.
• Technical implementation.
• Define a quality control program.
• Development of product packaging.
• Construction of a technological communications diagram.
• Commercialization.
• Conducting a marketing campaign.
• Sales of new products, building distribution networks.
• Promotional companies.
• Export sales.
• Negotiation - R&D sales.
• Analysis of competitors' actions.
Systems thinking and idea generation in turbulent conditions
• System and systems thinking. Areas of use.
• Types of systems, laws and principles in the system.
• Elements and relationships in the system. Properties of the system and its parts.
• Information in systems. Feedback.
• Reinforcing and balancing feedback in systems.
• Cause and effect: error and truth.
• Construction of system models.
• Systems thinking tools.
• Creative and Logical thinking.
• 5 stages of the creative process. Warm up. Generating ideas (Brainstorming Tool). "Ripening" of ideas. Evaluation and selection of ideas. Final analysis.
• How to “pump up” your mind.
Description, regulation and optimization of business processes
• Concept of business process management.
• Concept Process.
• Description and optimization of processes.
• Regulation and controlling of processes.
• Organization of process management.
Process design and diagnostics
• Reasons for the emergence of the process approach.
• Good process approach practices.
• Key process output characteristics. Identification measurement and analysis.
• Sources of risks inherent in the process and its key operations.
• Reasons for failure of key process operations.
• Management of key operations.
• Risk-based approach for the Marketing process and for the Purchasing process. Examples.
Practice of implementing the process approach and international standards. Process audit
• Documentation of process information.
• Sequence of implementation of QMS processes according to the requirements of ISO 9001:2015.
• Internal audit of the effectiveness of processes and management systems. What is an audit?
• What is a management system.
• Understanding of ISO 9001 text. Relationship between objective evidence and ISO 9001 requirements.
• What should be checked during the process and how? ISO 19011:2021. Guidelines for auditing management systems.
• Audit program.
• Conducting an audit.
• Competence of auditors. Psychological aspects of audit.
Planning, control and feedback
• Planning. Components and stages of the planning process. Planning techniques (tools): “Schedule”. "Gantt Chart" or "Strip Chart". 4 questions of the “Work assignment”. "Situational (scenario) planning." Assessing and planning the required resources. Visualization of plans and distribution of work in groups. Problems and limitations in planning.
• Control. Monitoring and control are the main tools for achieving goals. The influence of the human factor. Benefits of management control. Control tools: “Management Control Circuit”, “5 Key Control Issues”. Sources for establishing norms. Methods of control. Corrective action options. Visualization of results.
• Feedback (Feedback). Goals of Feedback. Characteristics of a quality OS. Positive and negative feedback (how to praise or reprimand subordinates).
Leader and team: effective interaction
• Difference between a manager and a leader.
• Definition of managerial scale.
• Estimation of authority.
• Manager's competencies.
• Leadership competencies.
• Working with a team.
• Motivation.
Organization of preparation and holding of meetings
• Why do some meetings fail?
• Daily 5-minute and weekly meetings.
• Monthly strategy session and quarterly reviews.
• Types and purposes of meetings.
Self-motivation. Mobilization of resources. Implementation of plans without procrastination
• Self-motivation.
• Goals, dreams, lifestyle.
• Focusing and mobilizing resources.
• We carry out our plans without procrastination.
• My situation.