Succeeding In Today’s Global Marketplace Berlitz - Georgetown University Global Leaders Program 2...

Berlitz - Georgetown University Global Leaders Program 2

Succeeding In Today’s Global Marketplace

Q. What challenges do you

face in the global marketplace?

Q. What markets are you

looking to expand into? Or grow?

Q. What’s your strategy for

global growth?


“Globalization is an irreversible process, not an option” – Former UN Secretary General Kofi Annan

• Defending market share and positions from national headquarters, no longer ensures success.

• Rapid globalization, driven by inexpensive technology, increasing Internet use, a 24/7 flow of information and money and exponential growth in international trade have changed the rules of the game.

• Today, successful companies need leaders who are global citizens with a global mind-set, capable of leading multi-functional, matrixed, multi-national, virtual teams.


Transforming Leaders Into Global Leaders


A Unique Offering

Berlitz, the global cultural and language learning leader, has teamed

up with the renowned Georgetown University to offer an innovative

executive leaders program.

The program uniquely integrates business acumen, communication

skills and cultural competency to accelerate development of the next

generation of global leaders.


To be a leader you need a vision. To be a global leader you need more.

The program develops savvy leaders with a global mindset who can influence, persuade and consistently succeed in economic, social, technological and culturally diverse environments.


Program Themes Tied To Program Locations

Four key business hubs around the globe have been selected so

executives can acquire first hand local perspectives and insights and

experience cultural differences. Program themes and content are

tied directly to each location.

Key executives are immersed in the culture, providing a level of

mastery and global agility needed to drive your company to success

in today’s competitive global environment.


Renowned Academic Directors

The full resources of Georgetown University’s McDonough School of Business and Walsh School of Foreign Service combine with the cultural and language training expertise of Berlitz to provide a unique learning experience.

Academic Directors

Eileen Rogers, Vice President, Global Talent Solutions, Berlitz International, Inc.Ms. Rogers served most recently as the Global Director, Talent and Leadership Excellence with Deloitte Touche Tohmatsu, where she launched a comprehensive global leadership and management curriculum.

Holding Masters degrees from Harvard and Johannes Gutenberg Universität where she was a Fulbright Scholar, she served as Director of Executive Education at Harvard, Boston University and Babson University, where she brought together faculty from major US business schools, IMD, London Business School and INSEAD.

Stanley Nollen, Professor, McDonough School of BusinessProfessor Nollen's field of research and teaching is international business. He studies firms and industries in emerging market economies and directs foreign study programs in Delhi, Bangalore, Dubai, Ho Chi Minh City, and Prague. His recent published research is about software and hardware industries in India and China, and the transition of firms in the Czech Republic. Professor Nollen twice received Fulbright awards in Delhi and Prague. He was an academic visitor at the London School of Economics and Universiteit Antwerpen. Professor Nollen teaches courses in international business and in macro- and micro-economics. He has won MBA teaching awards four times.


Integrated Learning Experience

This learning experience integrates cutting-edge best practice executive learning methods including coaching, webinars and interactive roundtables with seasoned business executives, senior government officials, diplomats and prominent journalists.


On the ground experiential learning and networking

• Site visits expose executives to regional business practices.

• Roundtables and site visits provide opportunity to build networks

and contacts in countries while acquiring business acumen in

that area.

• Participants will be able to network throughout the program and

continue the dialogue on a secure online community created

specifically for this program.


Even before the first in-person session, executives will:

• Be trained online in communications and presentation skills

(optional).

• Take Berlitz’s proprietary Cultural Orientations Indicator® (COI),

a statistically validated online cultural assessment that

measures participants’ work style preferences to understand

and leverage cultural diversity when working with others around

the world.


Strategic Action Plan

Real world challenges are integral to the program. An executive coach will be assigned to each program participant working with executives before, between and throughout the program on a strategic action plan relevant to your company.


Executive Coach Helps Assure Goals Are Met

Each participant identifies a real company challenge to focus on, creates a strategic action learning plan and gets C-suite approval, to ensure it will return value to the company. Participants are assigned an executive coach to review goals.

Executives present ideas based on program learning and experiences to C-suite for adaptation

Participants with similar challenges work together in small groups

Participants have access to faculty who are specialists in their challenge

Executive coaches work with participants to assure progress against goals

Before Module I

During

After


Who will benefit from this program

• Senior executives

• Minimum 15 years professional experience

• Able to conduct business in English

• Do not have to be a native English speaker


Timeline

Designed to meet the needs and time constraints of busy executives, the Global Leaders Program is delivered in four one-week modules over eight months. The program is structured to progress from broader topics such as global economies to focus on the individual.

End April

May

July 5 – 9

August 16 – 20

October 4 – 8

November 29 – December 3

Application Deadline

Berlitz Program

Module 1 (London)

Module 2 (Shanghai)

Module 3 (Bangalore)

Module 4 (Washington D.C.)


Module 1: Global Market Dynamics: Global Economics (London, UK)

The program kicks off in London, a city with

historical significance as a center of international

business. It examines the political and regulatory

influences on global business while grounding

participants in management fundamentals.

Participants analyze macroeconomic structure and

develop a greater understanding of inter-regional

economic integration.

Courses include: • The Global Environment of Business

• Business Government and the Global Economy

• Emerging Market Economics

• Fiscal Monetary Policy


Dates: July 5-9, 2010 Location: London, UK

Arrival Monday Tuesday Wednesday Thursday Friday

9:00-10:30 AM

Travel to London

Welcome and Program Introduction: Developing a Global

Mindset

Business, Government and the

Global Economy


Global Economy

Fiscal and Monetary Policy

Executive Roundtable

10:45AM-12:15PMBusiness,

Government and the Global Economy


Global Economy

Fiscal and Monetary Policy

Regional Focus: Doing Business in

Europe

12:15AM-1:30M Lunch Lunch Lunch Lunch Lunch

1:30-3:00 PMThe Global

Environment of Business

The Global Environment of Business

Emerging Market Economies

Site Visits: Parliament and the London Stock Exchange

Leadership Application Session

3:15 - 4:45 PMThe Global

Environment of Business



INTEGRATION SESSIONS

4:45- 6:00 PM

FREE TIMERegistration

6:00PM-7:00 PM Meet in hotel lobby at 6:00

Opening Dinner

Dinner

City Discovery

Dinner

7:00-8:15 PMReal Time Networking and

Welcome Reception 6:15 - 7:30 pm

How to be Coached/ Develop Strategic Action

PlanFREE EVENING

8:15 - 10:15 PM GROUP WORK & CLASS PREPARATION




Courses Descriptions/Learning Objectives


This course helps participants explore the challenges and the solutions to competing globally. The course permits the students to gain insights into the creation of competitive advantage for countries and multinational firms. We will analyze firms and cross-border competition in various industries and originating from several countries and regions. The course discusses the tools for achieving a global competitive advantage -- the firm’s organizational structure, management systems, culture, leadership and its strategy.

Business Government and the Global Economy

This course offers an introduction to the political economy of international business. In today’s global economy, firms increasingly rely on non-market strategies to help shape the playing field on which they compete. The aim of this course is to examine how these strategies interact with market ones in a global economy shaped by the “visible hand” of governments and international institutions. The course surveys issues from the prevalence of so-called “border effects” (i.e., the way political boundaries impede the flow of commerce) to obligations under the World Trade Organization and the growing number of regional trade agreements, and from labor and environmental standards to the strength of intellectual property rights.


The purpose of this class is to discuss the possibilities and challenges involved when doing business in the developing world. The focus lies on strategies to deal with weak institutions and political and regulatory uncertainty. Emphasis on foreign investments and host country relationships, political risk, both at the country level and at the level of specific investments, and corruption. The objective is for participants to gain a better understanding of how to be successful when doing business in the developing world.

Fiscal Monetary Policy

This course provides an analysis of the international financial environment and operation of global financial markets; the economics of currency markets and foreign exchange risk; the mechanics and corporate uses of derivative; corporations' strategic alternatives and operational practices to manage risk; the decisions of companies as to when to hedge and not, and how to hedge using financial instruments.


Module 2: Global Industry Dynamics: Supply Chain Management (Shanghai, China)

The program reconvenes in Shanghai, an emerging

market with global manufacturing. The module

develops participants’ understanding and

application of corporate strategy, global supply

chain and provides the tools necessary to assess

market demands, examine industry forecasts, and

investigate the dynamics of global competition.

Courses include: • Industry Economics

• Corporate Strategy and Industry Dynamics

• Corporate Finance

• Entering Emerging Markets

• Global Logistics and Operations Management



Dates: August 16 - 20, 2010 Location: Shanghai, China

Sunday Monday Tuesday Wednesday Thursday Friday

9:00-10:30 AM

Travel to Shanghai

Module Kick-Off and Action Learning Report-Outs

Corporate Strategy and Industry Dynamics

Competing in Diverse Industries

Entering Emerging Markets


10:45AM-12:15PM Industry EconomicsCorporate Strategy and

Industry DynamicsCompeting in Diverse

Industries Entering Emerging

Markets


China


1:30-3:00 PM Industry Economics Corporate FinanceGuided visit of the Expo in Shanghai

Global Logistics and Operations

Management


Individual Pavilion exploration

3:15 - 4:45 PM Industry Economics Corporate FinanceView cultural highlights

at World Expo

Global Logistics and Operations

Management


4:45- 6:00 PM FREE TIME

6:00PM-7:00 PM

FREE TIME

Dinner

FREE TIMECity Discovery/ Cultural

Activity: China Expo

Dinner

7:00-8:15 PMDevelop Strategic

Action PlanDevelop Strategic

Action Plan





Industry Economics The course begins with essential microeconomic concepts, including economic costs, market demand and profit maximization. We will then build on these concepts to examine how different types of industry structures provide better or worse profit-making opportunities for industry participants. We will develop understanding to how firms optimally set price and output levels; whether firms should enter or exit certain industries and under what circumstances; and how firms optimally respond to their competitors from strategic interaction.

Corporate Strategy and Industry Dynamics

Most firms compete not just in one business but in many. The issues of where to compete and how to create value from the corporate centre are the two basic questions of Corporate Strategy. The first question opens up a variety of options for corporate growth including the diversification of business and opens up the possibilities of choosing different modes of growth – including acquisitions and mergers, strategic alliances and internal development. The second question responds to the need to make sure that the corporate centre adds value to the corporation’s sets of businesses. This value added generates the corporate edge, i.e. the additional advantage resulting from belonging to a group of companies instead of each business competing independently in its respective industry. Good strategy can enable strong performance in growth, profitability, and market capitalization value when managed appropriately. This course aims to understand how.

Corporate Finance The course aim is to develop a framework for corporate financial decision-making and provide a solid grounding in the principles and practice of financial management, so that participants are able to demonstrate proficiency in using Corporate Finance core concepts, models, and tools; act and behave as context screeners in order to identify main trends and to drive change factors in the field of Corporate Finance; integrate Corporate Finance concepts, models, and tools within the Corporate Strategy; thereby linking it with other functional areas in line with a firm's general process and knowledge management

Entering Emerging Markets

The first part of this course will focus on consumer behavior, competitive analysis, market segmentation, marketing research, and other conceptual and analytical tools necessary to facilitate the management of global markets. In the second part of the course the major decisions to design a marketing program will be covered, including positioning, product development, pricing, distribution and promotion. The third part of the course provides and integrative strategic view of marketing, including the impact of globalization, information technology, and challenges to implementation.

Global Logistics and Operations Management

Achieving excellence in global operations requires more than mastery of the latest models for management of supply chains and lean production. A key is the expertise for aligning internationally dispersed operations and supply chains into a cohesive global network. The objective in this course is to help you develop this expertise. You will learn how to analyze the operations and supply chain functions in any organization—manufacturing or service, domestic or multinational, commercial or nonprofit--and useful concepts, models and techniques for managing them. You will also learn how globalization is affecting production, supply chain, procurement, distribution, R&D and Engineering functions, and the challenges and opportunities faced by managers who must cope with these changes.


Module 3: Global Enterprise Dynamics: Information Technology (Bangalore, India)

Bangalore is home to innovation and technology.

This module explores the day-to-day management

of global business operations and will focus on

managing in emerging countries and demonstrating

leadership in diverse environments.

Courses include: • Entrepreneurship

• Structuring and Managing the Global Enterprise

• Marketing Strategies for Global Executives

• Innovation and Technology

• Leveraging Technology: Leading Organizational Change



Dates: October 4 - 8, 2010 Location: Bangalore, India


9:00-10:30 AM

Travel to Bangalore

Module Kick-Off and Action Learning

Report-OutsSite Visits:

Infosys and TATA

Innovation and Technology

Leveraging Technology: Leading Multi-National

Virtual Teams


10:45AM-12:15PM EntrepreneurshipInnovation and

Technology

Leveraging Technology: Leading Multi-National

Virtual Teams


India


1:30-3:00 PMStructuring and Managing

the Global EnterpriseMarketing Strategies for Global Executives

Global Management: Processes and

Practices

Leading Organizational Change


3:15 - 4:45 PMStructuring and Managing

the Global EnterpriseMarketing Strategies for Global Executives

Global Management: Processes and

Practices




6:00PM-7:00 PM

FREE TIME

Dinner Dinner

City Discovery/ Cultural Activity

Dinner

Develop Strategic Action Plan

FREE TIME7:00-8:15 PMDevelop Strategic

Action Plan





Entrepreneurship We will examine how entrepreneurs establish and manage ventures that identify and realize business opportunities. We will work on the dimensions and dynamics of the entrepreneurial process; assist you in the identification of ideas for new ventures and the assessment of their potential to become real business opportunities; guide you through the ideas’ development into successful business models; and provide insights into how to develop the business plan of the new venture or to negotiate its financing with investors. We will also discuss key issues in growing and harvesting a business. We will explore the similarities and differences between the entrepreneurial efforts made within the boundaries of an existing corporation – what is known as corporate entrepreneurship or intrapreneurship – and those exercised in an independent new venture.

Structuring and Managing the Global Enterprise

This session will discuss the challenges and best practices involved in building a truly global enterprise, including multinational structure, systems and processes; location selection and coordination; implementing mergers and acquisitions; and organizational design. The second part of the course will provide frameworks for effectively managing the evolving multi-national enterprise, including selection of (ethical) management incentives and other compensation issues.

Marketing Strategies for Global Executives

This session will prepare participants with the skills necessary to translate marketplace data into information that directs strategy. It will cover environmental assessment, consumer satisfaction, and evaluating marketing outcomes. The session provides a practical discussion of using marketing tools for enhanced decision-making.

Innovation and Technology

The course will relate how capabilities in technology and innovation can translate to greater performance in areas like customer service. Overall, this course will offer advanced insights to creating and implementing successful strategies in a changing environment.

Leveraging Technology: Leading Multi-National Virtual Teams

Many experts agree that teams are the primary unit of performance in any organization. Today there is a new kind of team—a “virtual” team made up of people who communicate electronically. Its members may work in different parts of a country, or across the globe. How well are these teams really working and what can be done to make them more effective? What are some of the benefits of the virtual team? What are the pitfalls? This session will offer tools for building successful virtual teams, and even capitalize on geographic and cultural diversity.


This course is an integrated approach to large-scale change in organizations. Change is analyzed from three levels: top management where planning and vision are critical, middle management where implementation is the focus, and lower levels where receptivity and upward influence are the emphases. Cases are used for each of the three main levels of analysis while experiential learning is used to develop change in management skills that cut across the three levels, including analysis and diagnosis, effective communication, employee involvement, and overcoming resistance


Module 4: Global Leadership Dynamics: Becoming A Global Leader (Washington, D.C., USA)

Conducted in Washington, D.C., a hub of

international business research and policy and U.S.

political power, this module focuses on recent

global business transformations, developing ethical

and sustainable leadership practices, and the

specific challenges facing executives.

Courses include: • Systems Thinking • Intercultural Negotiations/ Negotiating Complex

Multi-Party Deals • Influence and Persuasion, Leading with Emotional

Intelligence • Building Social Capital and Retaining Top Talent • Multi-Cultural Ethics • Corporate Social Responsibility • Inclusive Leadership



Dates: November 29 - December 3, 2010 Location: Washington, DC, USA


9:00-10:30 AM

Travel to Washington, DC

Module Kick-Off and Action Learning Report-

Outs

Intercultural Negotiations/

Negotiating Complex Multi-Party Deals

Leading With Emotional Intelligence

Ethical Leadership: Multi-Cultural Ethics

Regional Focus: Doing Business in the United States (Visit to Capitol

Hill)

10:45AM-12:15PM Systems Thinking Leading With Emotional Intelligence

Ethical Leadership: Corporate Social

Responsibility

12:15AM-1:30M Lunch Lunch Lunch Lunch

Systems ThinkingInfluence and Persuasion

Building Social Capital and Retaining Top Talent Inclusive Leadership

(keynote by Uchinaga-san, CEO of

Berlitz, Vice Chair Benesse Corporation)

Learning Consolidation1:30-3:00 PM

3:15 - 4:45 PM Systems ThinkingInfluence and Persuasion

Building Social Capital and Retaining

Top Talent

Action Planning and Graduation Ceremony



6:00PM-7:00 PM

FREE TIME

Dinner

FREE TIME

Dinner

Closing Reception and Dinner

Finalize Strategic Action Plan7:00-8:15 PM

Develop Strategic Action Plan





Systems Thinking Systems thinking is a framework that is based on the belief that the component parts of a system can best be understood in the context of relationships with each other and with other systems, rather than in isolation. Systems thinking's focus is on effect, not cause. This is particularly important in business. This session will increase participants’ skills for understanding the causes and dynamics of performance (both good and bad); provide the vocabulary and diagramming tools for communicating about systems; increase participants’ ability to help a team understand complex problems.

Intercultural Negotiations/ Negotiating Complex Multi-Party Deals

In today’s global business environment, negotiators who understand how culture affects negotiation fundamentals have a decided advantage at the bargaining table. Negotiators’ interests, their assumptions about strategy, and the economic, social, legal and political context of negotiation all vary with culture. Rather than offering country-specific protocol and customs, this course will provide a general framework to help negotiators manage cultural differences whenever they appear at the negotiation table. This course will challenge negotiators to expand their repertoire of strategies so that they can close deals, resolve disputes, and get teams to make decisions regardless of the cultures represented at the table.

Influence and Persuasion

Making a difference...that is the ultimate standard by which we judge our leaders. But to make a difference is not easy. For, to lead, you must have the ability to inspire followers by articulating and communicating an exciting vision of the future. However, an inspiring vision is not enough, as you must also have the ability to influence others to work together to realize that vision. And the keys to successful persuasion are building a base of influence and demonstrating the political savvy necessary to manage the politics and conflict associated with leading change. The primary objective of this course is to help you understand and master the skills associated with influence and persuasion.

Leading with Emotional Intelligence

Research has proven in multiple industries and functions that emotional intelligence proves to be the most important key to a successful career, the achievement of business value and results and a satisfying life. (www.eiconsortium.org) During this module, the concepts and skills of emotional intelligence will be explored and applied to embed the insights and understanding from EQ-i Business Report into every day leadership practices.

Building Social Capital and Retaining Top Talent

This course will explore how organizations effectively acquire, develop and retain human capital (the knowledge, skills and abilities that reside in individuals) while simultaneously enhancing their pool of social capital (the resources embedded within and available through social relationships). Because these relationships operate across geographic boundaries, the course will highlight important differences in cross-cultural management practices.

Ethical Leadership: Multi-Cultural Ethics, and CSR

This course has been designed to address ethical dilemmas in our world today. It is intended to explore the issues that we face when doing business globally, to provide a better understanding of how we should think through those challenges, and to present us in the process with the basis of making moral judgments across cultural and geographic divides. In the same vain, the course will also touch on CSR, a concept that can lead to potential business benefits and opportunities: risk management, impact on human resources, license to operate, brand differentiation and product development, and others

http://www.eiconsortium.org/


Distinguished, Experienced Faculty

Marc L Busch, Associate Professor, Edmund A Walsh School of Foreign ServiceExpertise: international trade policy and law

Jeffrey T Macher, Associate Professor, McDonough School of Business Expertise: microeconomics, competitive strategy, and the management of technology and innovation

Elaine Romanelli, Associate Professor, McDonough School of Business Expertise: strategic management and entrepreneurship

Pietra Rivoli, Professor, McDonough School of Business Expertise: finance and international business

J. Bradford Jensen, Associate Professor, McDonough School of Business Expertise: economics, and the relationship between international trade and investment and firm performance

Kasra Ferdows, Heisley Family Chair of Global Manufacturing, McDonough School of Business Expertise: production management

Sandeep Dahiya, Associate Professor, McDonough School of Business Expertise: corporate finance and strategy

Catherine Langlois, Associate Professor, McDonough School of Business Expertise: international business studies and pricing strategy


Distinguished, Experienced Faculty

George Brenkert, Professor, McDonough School of Business Expertise: international business ethics

Prashant Malaviya, Associate Professor, McDonough School of Business Expertise: marketing, specifically how consumers use information to make product judgments and consumption decisions

Jeanine Turner, Associate Professor, Communication, Culture and Technology Expertise: communication technologies within organizations

Edward Soule, Associate Professor, McDonough School of Business Expertise: moral philosophy particularly where morality intersects management, corporate strategy and regulatory policy

Robert J Bies, Professor, McDonough School of Business Expertise: leadership and change management

Catherine Tinsley, Associate Professor, McDonough School of Business Expertise: negotiations and conflict management

Douglas M McCabe, Professor, McDonough School of Business Expertise: labor relations, human resource management and organizational behavior

Brooks Holtom, Associate Professor, McDonough School of Business Expertise: how organizations acquire, develop and retain human and social capital


Berlitz International, Inc.

Founded by Maximilian D. Berlitz in

1878, Berlitz International, Inc. is the

world’s premier provider of premium

language and cultural services. Merging

130 years of innovation in language

services with the latest in technological

advancements, Berlitz provides state-of-

the-art language training, cultural

consulting programs, and proficiency

assessment & testing services. Berlitz

has over 500 locations in 70 countries,

and delivers live online programs via the

Internet through Berlitz Virtual

Classroom. Berlitz has the resources

through this extensive network to

accommodate the needs of businesses

and organizations from one-on-one

training to enterprise-wide programs.

Georgetown University

Georgetown University, a highly

prestigious private institution, was

founded in 1789, the same year the U.S.

Constitution took effect. Today,

Georgetown is a major international

research university whose distinguished

faculty include renowned international

scholars who bring to the classroom a

lifetime of experience. Located in

Washington, D.C., the campus provides

access to the nation’s capital and its

myriad of cultural, civic, and government

programs. The University has produced

five Nobel prize winners and many

graduates of note including William

Clinton, 42nd President of the United

States and current Philippines President

Gloria Macapagal-Arroyo.

Invest in the future of your company withBerlitz International and Georgetown University.

Berlitz International, Inc.400 Alexander Park

Princeton, NJ 08540-6306United States

Phone: +1 609 514 3130Email: [email protected]

www.berlitz.com

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