In a multi-business organization, long-term success depends on two important factors. The first is the competitive performance of its operating units, i.e., their ability to create and cap-ture value in different market environments. The second is the parent company’s ability to make individual businesses stronger than they could be individually.
The program "Corporate Strategy" addresses the management challenges at the corporate-level of strategy making. In this program, we dive deep into the complex challenges of developing a promising portfolio of businesses, executing necessary portfolio changes, determining the right level of cross-business interaction and cen-tral influences, and communicating a rationale for the existence of the multi-business firm as a whole.
This program is designed for senior executives of multi-business firms, either in a group-wide function or as managers of larger parts (divisions). Executives preparing to take on cross-business unit responsibilities also will benefit. Created with the per-spective of general managers in mind, the program is also well suited for executives who are specialists in group functions like strategy, corporate development, M&A, or finance. Company advisors, like consultants, investment bankers, lawyers, can de-velop a strategic view beyond the transactional aspect of corporate development.
Since the program aims to create value across multiple businesses, teams including both corporate and business unit executives are also encouraged to participate. Team members will return to their organizations with shared perspectives and frameworks that enable them to work together more productively.
The corporate strategy program will help participants to design, communicate, and execute strategies that can create long-term value for their multi-business organiza-tion. Participants will:
- Develop a comprehensive perspective on corporate-level strategy
- Improve their ability to assess a business portfolio strategically
- Understand the unique levers that underpin value creation across businesses
- Gain a strategic view on different modes to execute portfolio changes
- Better understand the interaction between capital market and corporate strategy
Participants also have the opportunity to exchange experiences with other high-profiled managers and extend their business network.
- Corporate strategy versus business strategy
- Concept of parenting advantage as guideline for corporate strategy
- Portfolio planning and resource allocation
- Forms to execute portfolio changes: M&A, alliances, internal development
- Strategic rationale of acquisitions and divestments (e.g. spin-offs)
- Levers to add value to individual businesses
- Evaluating synergy potential
- Success factors of organization and management of multi-business firms
- Optimizing the role of the corporate center
- Interacting with the capital market
- 29. - 30. Nov 2018
- 2 Days
- 2,400 €
Harald Hungenberg is a visiting lecturer at ESMT Berlin and a chaired professor of management at Friedrich-Alexander University Erlangen Nuremberg and an affiliated professor at the School of International Management at ENPC Paris. He is also the academic director of the Institute for Corporate Planning (IUP), a think tank supported by various leading German companies such as BASF, Robert Bosch, Deutsche Bank, SAP, Volkswagen, and others.
Harald gained extensive experience while cooperating with companies and executives.
He works as a consultant and lecturer for strategy and planning, innovation, and change management. Further, he is a member of Duke University’s Global Learning Resource Network. The results of his research have been documented in more than 100 books and articles.
Before arriving in Nuremberg, Harald had been head of the strategic management department of the Leipzig Graduate School of Management for four years. He also worked as a management consultant for McKinsey & Company, Inc. for several years. He studied business administration at the Justus Liebig University in Giessen and at the Massachusetts Institute of Technology.