Training Topics

Cybersecurity

Website Planning

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Applied Ethics in the Workplace

There are many possible ethical dilemmas that can and routinely occur in organizations ranging from gifts, bribes, and kickbacks, whistleblowing, office romances, and slacking. Issues related to hiring, promoting, and firing will also be discussed.

Ethical Traps

Ethical traps increase the likelihood that someone will be drawn into unethical behavior. Some traps such as conflicts of interest, excessive and blind obedience to authority, and conformity pressure are well known, while others such as the tyranny of goals, norms of polite behavior, and the absence of decision schemas are less known. In this class we will learn about ethical traps and discuss ways of avoiding them.

Strategy and Ethics

Organizations are increasingly being scrutinized for their strategic choices and for the consequences of those choices. This course will focus on integrating ethical analysis into strategic decision making. A discussion of corporate social responsibility (CSR) and how it can be aligned with organizational capabilities to achieve effectiveness and efficiency will be included.

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Change Management

Customer Service Plans

Employee Retention

Environmental Analysis

SWOT provides a simple tool for understanding a firm’s internal and external environment. This class will focus on more detailed tools to better understand a firm’s environment, including macro, industry, and competitor analysis to better grasp the external analysis as well as applying the resource-based view of the firm to better understand the internal environment.

Finance and Accounting for Managers

This program is designed to prepare current (and aspiring) managers at all levels for advancement. This exciting half-day seminar will allow participants to gain insights and an understanding of key accounting, finance, and related topics essential to being a better decision- maker and manager. The program is suitable for professional managers regardless of current functional assignment or background. The program does not require prior accounting or finance knowledge. Topics include: understanding financial statements and interpreting financial statements, the cash flow cycle, the origins and meaning of firm value, how individual managers and employees create value for the company and hands-on value measurement and return on investment for sample projects.

Leadership as Coaching

Learn how to empower and engage your people with one of the most overlooked leadership skills: coaching. In this interactive session, you will have an opportunity to learn, practice, and reflect on the fundamentals of effective coaching and how it fits into your portfolio of leadership skills.

Mission and Vision

Most medium-sized and large organizations have mission and vision statements, but are they specific to the organization and do they shape organizational decisions and actions? In this class we will discuss the development of mission and vision statements that convey a strong sense of purpose and that guide organizational decisions.

Performance Measurement

The choice of performance measures and the focus on those measures can have significant impacts on an organization. Wells Fargo’s famous goal of having 8 accounts per customer led to disastrous results. The problem is seldom that performance measures fail to influence behavior, but rather that performance measures motivate the wrong behaviors. But how do you know when you have good performance measures? In this class we will discuss problems with performance measurement and learn a method to develop performance measures that are consistent with the goals of the organization.

Salary Negotiation

Strategic Leadership

There are leadership skills that are associated with better strategy making and others that are associated with inferior strategy making. In this course we will consider leader pitfalls to avoid and skills to develop and improve strategic leadership ability.

Time Management

Time Management as Job Crafting

Have you ever wished that you could make the job that you have more like the job that you want? In this interactive session, you will have the opportunity to analyze the time that you allocate to different parts of your job and tools for structuring your job to leverage your passions, strengths, and values.

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Branding, Semiotics and Brand Meaning

Learn to navigate the complex world of meaning and symbols using semiotics. In a combination of lecture and hands-on practice, Dr. Rose will prepare you and your team to analyze existing brand meanings and develop a strategic and tactical plan to evolve those meanings. Drawing on theory from linguistics and anthropology, Dr. Rose will equip you to understand both your own brand's meaning as well as the broader cultural milieu in which you operate. These insights prepare you in turn to manage this ambiguous but profoundly meaningful environment.

Branding, Voice and Messaging

Business Model Canvas (Planning and Product Development)

Marketing Audit

Storytelling and Marketplace Mythology

All brands are essentially collections of stories. Marketing plays a key role in generating these stories. Insights from anthropology and sociology are used to develop a framework for marketplace myth-making. You will learn about the structure of stories and how storytelling is executed within and between media. You will develop a skeleton of your own marketplace myth and map it onto a plan for Customer Experience Design. This iterative plan can be used to tell, re-tell, and coauthor your myth in conjunction with your consumers.

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Business Level Strategy Formulation

Business level strategy addresses the basic question of how an organization will compete with its direct competitors. The conventional approach of using cost leadership and differentiation will be discussed. The course will also focus on building strategy when advantages are short-lived,
engaging many others (including those not employed by the organization) to follow an open strategy making process, and cooperating with other organizations to build an effective strategy ecosystem.

Strategy and Entrepreneurship

Firms exploit current advantages to achieve near-term results. However, future success is often dependent on a firm’s ability to identify and exploit new opportunities. This course will focus on opportunity recognition and exploitation as well as understanding elements of organizational culture that are conducive to innovation.

Strategy and Ethics

Organizations are increasingly being scrutinized for their strategic choices and for the consequences of those choices. This course will focus on integrating ethical analysis into strategic decision making. A discussion of corporate social responsibility (CSR) and how it can be aligned with organizational capabilities to achieve effectiveness and efficiency will be included.

Strategy Change, Failure, and Learning

Strategy requires adaptation and some failures are likely to happen along the way. Most organizations are bad at learning from failure. This course will focus on reducing resistance to strategic change and on improving organizational learning from failure.

Strategies for Non-Profits

Strategy for non-profits can and in most cases should be very different than strategy for for-profits. This course will focus on mission, vision, and goals for non-profits, as well as an approach to building strategy for non-profits that capitalizes on advantages common to non-profits.

Strategy Implementation

Implementation matters. Differences in how well companies execute basic tasks tend to persist and are correlated with differences in firm level performance. In this class we will learn to critically assess strategy implementation and will discuss ways to possibly improve strategy implementation.

Strategic Leadership

There are leadership skills that are associated with better strategy making and others that are associated with inferior strategy making. In this course we will consider leader pitfalls to avoid and skills to develop and improve strategic leadership ability.

Understanding Strategy

What is strategy? Where does it come from and is it widely understood throughout the organization? Common understanding is frequently assumed, but seldom is it achieved. In this class we will discuss what strategy is and isn’t, how it originates, and how to develop a strategy statement that facilitates common understanding.

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