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Contents Seminars in English 2018-19
Editorial4
About St. Gallen Business School 5 Certificates & MBA
Overview International Seminars
in English 2018 & 2019 6 SGBS International Senior Management-
Certificate St. Gallen® 26
International Executive MBA 28
International Senior Programs Cracow University – MBA in European
Multicultural Integrated Management 30
International Senior Management Program 10
Strategy-Week Boston 12
Leadership-Week Boston 13 Inhouse & Consulting
Finance-Week London 14
Asia-Week: Doing Business in Asia 15 Inhouse Programs 34
Management Consulting St. Gallen 35
www.sgbs.ch
Editorial
Business School St. Gallen
Der ganzheitliche Ansatz des St. Galler Management-Konzepts hat das
Denken und Handeln unzähliger Manager nachhaltig beeinflusst. In
diesem Standardwerk der Management-Lehre von Knut Bleicher fin- Knut Bleicher
den Führungskräfte den Gestaltungsrahmen für die Zukunftssicherung
ihrer Unternehmung. Das Buch transformiert komplexes Wissen in
mit Christian Abegglen
hohen Lesernutzen.
DAS KONZEPT
Diese von Christian Abegglen komplett überarbeitete Auflage führt
den Leser zusätzlich mit dem neuen St. Galler Wissensnavigator beim
Nachschlagen, Querlesen und Umsetzen von der Theorie hin zur
INTEGRIERTES
Praxis der integrierten Unternehmungsentwicklung.
INTEGRIERTES MANAGEMENT
»Der Orientierungsrahmen für ganzheitliches Management!
Ein langlebiger, großartiger Wurf!« Visionen – Missionen –
N
Prof. Dr. Dr. h.c. mult. Peter Horváth, Universität Stuttgart
Programme
»Eine der grundlegenden Schriften der modernen Management-Lehre.
E
Ein zeitloser Ratgeber für die Praxis und Grundlage zur Entwicklung
The world has not got simpler, since today’s definitive book in management “The The seminar program of the Business School
unternehmensindividueller und dauerhafter Strategien.«
M
Dr. U. M. Schneider, CEO, Nestlé S.A.
2017
»Ein Management-Leitfaden der besonderen Art – praxistaugliche
St. Galler
E
Modelle werden prägnant aufgezeigt. Eine wichtige Lektüre und ein
Management-
tion
Nachschlagewerk für Theorie und Praxis gleichermaßen.«
Konzept
Concept of Integrated Management” has been published in the year 1991 by Knut St. Gallen is based on the “St. Gallen Concept of
Dr. Manfred Wittenstein, Aufsichtsratvorsitzender der WITTENSTEIN SE
G
9th Edi
DAS KONZEPT
Bleicher, Abegglen
»Integriertes Management – ein griffiges Konzept, das alltags-
A
taugliche und praxisorientierte Denkanstöße liefert, wie Visionen
und Strategien erfolgreich umgesetzt werden können.«
Bettina Würth, Vorsitzende des Beirats der Würth-Gruppe
N
Bleicher. Those times Knut Bleicher pleaded for an integrative approach and pointed an Integrated Management”. Today, this St. Gallen
9., aktualisierte und erweiterte
A
Auflage des Standardwerks
ISBN 978-3-593-50599-2
M
€ 64,00 [ D ]
to the fact, that basically the world would have to change in terms of the under- Management-Concept is standard within modern
standing of business and management. Because of increasing complexity different management training and development. “The Concept of
challenges cannot be managed by unidimensional interventions. Integrated
The Concept of Integrated Management provides a Management”
In the meantime the prognosticated change is in full swing. Obvious signs are global mental map and steering aid which meet the needs (Campus, 9th edition) Knut Bleicher
Corporate Dynamics
Meilensteine der Entwicklung eines Integrierten Managements 6
turbulences within business and society, not being considered as possible few years of today’s very complex and global challenges. But
Herausgegeben von Christian Abegglen
ago. Old habits are no longer tenable. That is proved by government relief programs the St. Gallen Approach advanced by Professor Knut
in the dizzy height of billions that have become a burden and threat for the capita- Bleicher intentionally isn’t a recipe or a nostrum. Swiridoff
listic economic system itself. In fact it offers a perfect framework – a “frame- Knut Bleicher
work for meaning” (Ulrich) – which helps mana-
Knut Bleicher
Human Resources Management
5 Human Resources
Linked to that, a feeling of uncertainness and disorientation arises, with which deci-
Meilensteine der Entwicklung eines Integrierten Managements
Herausgegeben von Christian Abegglen
gers to identify and solve problems by themselves. St. Galler Business Books & Tools W i s s e n s ch a f t Management
sion makers within companies are faced as well. Because of a still permanent incre- Therefore the experienced manager gets via integ- Published by
asing level of complexity it is very difficult to figure out the small path to success rated process concepts essential thought-provoking
Swiridoff Christian Abegglen
that guides through an almost tight thicket. The extreme load of information resul- impulses and instruments that enable him applying Knut Bleicher
ting from worldwide interconnectedness triggers rather confusion than clarification. the holistic St. Gallen body of thought within the Human Resources
own company. As a consequence answers and basic Management
At last in many companies the awareness Published by
concepts in order to deal with permanent change
expands that short term, isolated and too simple Christian Abegglen
emerge.
interventions can’t solve the changing problems Knut Bleicher
within a complex world. The recent economy The St. Gallen Concept by Professor Bleicher has been
Managementsysteme
Meilensteine der Entwicklung eines Integrierten Managements
Herausgegeben von Christian Abegglen
4
demands more – it demands an integrative recently published in the 9th edition (2017) and has
St. Galler Business Books & Tools Wissenschaft
Managementsystems
Meilensteine der Entwicklung eines Integrierten Managements 3
Christian Abegglen
augiate commy num vullut alis nullam, core vel esequisisi euipisim ad digna faciduisi. Lorperit iusto
dolorem vendit, si tem zzriusto core mincilluptat prat, commy nis acidunt alis dignisis auguercin er
Knut Bleicher
Faculty
sustrud doloborer si esenim nonsenim aliquatue dio od modolor Lore tinibh ea facidui tin vercidunt
lobore facil utpat etumsandiam euismolummy nissequat augueril et acilla augiate commy num
vullut alis nullam, core vel esequisisi euipisim ad digna faciduisi. Lorperit iusto dolorem vendit, si Strukturen und Kulturen
Bleicher
tem zzriusto core mincilluptat prat, commy nis acidunt alis dignisis auguercin er sustrud doloborer
si esenim nonsenim aliquatue dio od modolor Meilensteine der Entwicklung eines Integrierten Managements 2
Herausgegeben von Christian Abegglen
Herausgegeben von Christian Abegglen
2
St. Galler Business Books & Tools Wissenschaft St. Galler Business Books & Tools Wissenschaft
Management
Meilensteine
Integriertes
The nearby 100 lecturers (scientists, senior con- Swiridoff ISBN 3- 934350- 89- 5
Swiridoff
Swiridoff
sultants, practitioners) of the St. Gallen Business
Christian Abegglen School are proven experts within their area of Knut Bleicher
Transition
Herausgegeben von Christian Abegglen
Herausgegeben von Christian Abegglen
1
St. Galler Business School
St. Galler Business Books & Tools Wissenschaft St. Galler Business Books & Tools Wissenschaft
Management
Dr. Christian Abegglen
Meilensteine
Published by
Integriertes
Swiridoff – SGBBT
President of the Board Swiridoff ISBN 3- 934350- 89- 5
Knut Bleicher
Management in Transition
Published by
Christian Abegglen
4
About St. Gallen Business School
The essential training categories of the MBA-, Master- & Diploma course of studies SGBS: Overview
St. Gallen Business School are:
Extra-occupational further educations, that combine distance lear- St.Galler
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Präsidentof the Executive
Wissenschaftliche Board Scientifi
Gesamtleitung c Director MBA
Präsident des Programs
Verwaltungsrates Director Consulting
Director Consulting Director Consulting
Wissenschaftliche Gesamtleitung Präsident des Verwaltungsrates Director Consulting
Wissenschaftliche Gesamtleitung Präsident des Verwaltungsrates Director Consulting
ledge.
Robert Neumann@sgbs.com Christian Abegglen Zehnder
www.sgbs.ch • seminare@sgbs.ch robert
Robert .neumann
Dr.Neumann
christian.abegglen@sgbs.ch
Prof.
christian.abegglen@sgbs.com
Christian Abegglen
robert.neumann@sgbs.ch
Dr. oec. HSG
peter.zehnder@sgbs.com
Peter
peter.zehnder@sgbs.ch
lic. rer.Zehnder
pol. andreas.rippberger@sgbs.ch
www.sgbs.com • seminare@sgbs.com Prof. Dr.
robert .neumann@sgbs.com Dr. oec. HSG
christian.abegglen@sgbs.com lic. rer. pol.
peter.zehnder@sgbs.com
robert.neumann@sgbs.com Speakerschristian.abegglen@sgbs.com peter.zehnder@sgbs.com
Inhouse Educations
are experts in fields of sciences, consulting and management.
In-house (further) educations are a very fast growing field of activity. Executive Management Seminare
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und Marketing SGBS Seminare Strategie
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r Co
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Präsident des Verwaltungsrates
Präsident des Verwaltungsrates
Director Consulting
approach that influences sustainably especially
Wissenschaftliche Gesamtleitung Präsident des Verwaltungsrates • NewDirector
toolsConsulting
«We work Director Consulting
in yesterday‘s structures international managers.
Wissenschaftliche Leaders Präsident
Gesamtleitung find a frame-
des Verwaltungsrates Director Consulting
work for a long-term development of their com-
• For scientifider
cally interrested
21. September 2018 in St. Gallen with today‘s ressources on tomorrows
Management-Kongresse SGBS
A lot of classical management courses are conducted in Swit-
pany that helps integrating all activities in a
Rückblick des
des SGBS
SGBS Alumni-Clubs
Alumni-Clubs
Die Seminare
unter & Lehrgänge stehen
der wissenschaftlichen Die Seminare
unter & Lehrgänge stehen
der wissenschaftlichen
age yesterday‘s structures and are unter not
dervon
wissenschaftlichen unter dervon
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8. Aufl
Leitung Prof. Dr. Robert
– Rückblick
Leitung Prof. Dr. Robert
Leitung von
Neumann . Prof. Dr. Robert Leitung von
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day
Der Dozentenstab vereinigt Neumann .
Der Dozentenstab vereinigt
2011
Dozentenstab
Persönlichkeiten vereinigt
aus Wissen- Der Dozentenstabaus
Persönlichkeiten vereinigt
Wissen-
Persönlichkeiten
schaft, aus Wissen-
Managementberatung Persönlichkeiten
schaft, aus Wissen-
Managementberatung
Norbert Barnikel
nings in fields of strategy, leadership, finances and marketing Dr. Dirk Haft
WITTENSTEIN SE
Michael Beckmann MBA
Beckmann Peer Boards GmbH
Management-Seminare Management-Seminare
take place in Boston (Harvard Club), London (LSE), Shanghai
Edelmann• •Joachim
Hirschhausen Hunold • Otto
Graf Ineichen
• Mark •McGregor
Prof. Dr.• Wilfried Krüger
SGBS 2003-2014
Hirschhausen Joachim Hunold Wilfried Krüger
Peter
Jobst
Dr. Edelmann
Pleitner
Christian • Prof.
• Kretschmer
Felix
Abegglen Hans
Richterich
• Prof. Georg
•N.
Knut Andreas Graf
Bleicher • Mark
•Schell • Prof.
•Karl-Heinz
Helmut McGregor Dr. •Klaus
Dr. •Dres.
Bührle Dr.
Manuel v.Eckart
R. von
Theisen
Dohnanyi
•
• International
International Senior
Senior Management
Management Programm 33 Wochen • International
International Senior
Senior Management
Management Programm
Programm 33 Wochen
Milestones in Programm
the development
Wochen • Wochen
• St.Galler
• St.Galler Business School 2x5 Tage St.Galler Executive
Executive Business
Business School
School 2x5
2x5 Tage
St. Galler
Tage • Dr. Christian Abegglen Prof.DDr. Theo Wehner Dr. Wolf Schumacher Dr. Thilo Sarrazin W
E U T S C H L A N D
D E U T S C H L A N D
Junior
Junior Management
Management Seminare Junior
Junior Management
Management Seminare
companies.
Seminare Seminare
Dr. Christian Abegglen • Prof. Knut Bleicher • Jobst Siemer • Peter E. Zehnder Ernst
Wyrsch • Dr. Klaus Dohnanyi • Prof. Dr. Hans A. Wüthrich • General Stephan
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Junior Business
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School 11 11 Tage
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11 Dr.
• Prof. Tage
Wilfried Krüger
Fresenius Kabi Münchener Rück- •
• Management-Intensivkurs
Management-Intensivkurs für Management-Kongresse der SGBS
fürDr. Nicht-Betriebswirtschafter
Nicht-Betriebswirtschafter 77 Tage •
• Management-Intensivkurs
Management-Intensivkurs für
für Nicht-Betriebswirtschafter
Nicht-BetriebswirtschafterDr. Christian7Lawrence
7 Tage
18:
Andreas Schell • Prof. Dr. Dres. Manuel R. Theisen
16th congress 20
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• St.Galler im Wandel
Marketing Programm 2x4
2x4 Tage 2x4
0041 (0)71 Tage
225 225 40 89
Marketing Programm 2x4 Tage Peter Edelmann • Peter Zürn • Helmut Bührle • Prof. Dr, Manfred Spitzer
vullut alis nullam, core vel esequisisi euipisim ad digna faciduisi. Lorperit iusto dolorem vendit, si
1 St. Galler
Tel.Business School
225• 40
Rosenbergstrasse
80 • Fax 004136(0)71
• CH-9000 St. Gallen
tem zzriusto core mincilluptat prat, commy nis acidunt alis dignisis auguercin er sustrud doloborer
Meilensteine der Entwicklung eines Integrierten Managements
0041 (0)71 225 40 89 Prof. Dr. Mathias Binswanger • Christo Quiske • Dr. Gunter Dr. Christian Frank
Management
si esenim nonsenim aliquatue dio od modolor
Programm 2x4
2x4 Tage
Tage •
• St.Galler
St.Galler Verkaufs-
St. Galler Verkaufs- &
& Vertriebsmanagement
St. Galler Businesswww.sgbs.com Programm
• seminare@sgbs.com
School • Rosenbergstrasse
Vertriebsmanagement
Tel. 0041 (0)71 225 40 80 Programm
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36 •Tage
2x4
(0)71
2x4
Abegglen
CH-9000 St. Gallen
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Prof. Dr. Theo Wehner Dr. Wolf Schumacher Dr. Thilo Sarrazin Wolfram H
1
St. Galler Business Books & Tools Wissenschaft St. Galler Business Books & Tools Wissenschaft
•
• Strategisches Management
Strategisches Management für für Executives
• Volume
Executives 2x4
2x4 Tage
4: Managementsystems
Business School
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Management für
D E U T S C H L A N D
Executives
Dr. www.sgbs.com
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• seminare@sgbs.com
Management
Tage Christian Abegglen Prof. Dr. Theo Wehner Dr. Wolf Schumacher Dr. Thilo Sarrazin
Meilensteine
Wolfram Hatz jun.
•2x4 Tage
Integriertes
www.sgbs.com seminare@sgbs.com St. Galler Business School
•
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Strategie-Week Boston 55 Tage
Tage • Volume 5: Human Resources Management •
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Strategie-Week Boston
St. Galler
Boston 55 Tage
D E U T S C H L A N D
St. Galler
Management-Congress St. Gallen
Business School Tage
Swiridoff – SGBBT
Business School
www.sgbs.com
17 in St. Gallen
Swiridoff Swiridoff Dr. Christian Abegglen Prof. Dr. Theo Wehner Dr. Wolf Schumacher Dr. Thilo Sarrazin Wolfram Hatz jun.
Finanzmanagement
ISBN 3- 934350- 89- 5
September, 21, 20
Dr. Maximilian Herzog • Prof. Dr. Hans Eberspächer • SörenFelixM. AhlersSlowak Dr. Christian Lawrence Philipp Schwander Peter Zehnder Arthur E.
Felix Ahlers Dr. Christian Lawrence Philipp Schwande
•
• St.Galler
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Tage
Meilensteine der Entwicklung eines Integrierten Managements
•
Herausgegeben von Christian Abegglen
2x4 St.
Tage Tel.Business
0041 (0)71 225 • 40 80 • Fax 004136(0)71 225 40 89 St. Galler Peter
Business School
Herausgegeben von Christian Abegglen
Galler School Rosenbergstrasse • CH-9000 St. Gallen renc Christian • Arthur E. Darboven 2x4
Felix Tage Dr. Dietrich
• Ahlers
Prof. Dr. Christian Lawrence
Dörner Philipp Schwander Zehnder Arthur E. Darboven
2
St. Galler Business Books & Tools Wissenschaft St. Galler Business Books & Tools Wissenschaft
St. Galler Business Books & Tools W i s s e n s ch a f t St. Galler Business Books & Tools W i s s e n s ch a f t St. Galler Business Books & Tools W i s s e n s ch a f t
St. Galler Business Books & Tools Wissenschaft
Management
• Die eigene
eigene Management-Kraft
Management-Kraft steigern
Meilensteine
• Fax 0041 (0)71 225 40 89 • • Die
Die eigene Management-Kraft steigern
Integriertes
Master Han Shan • Dr. Konrad Hummler2x4 • Lars Windhorst • Maja Storch
• Die steigern 2x42x4 Tage
Tage Tel. 0041 www.sgbs.com
(0)71 225 40 80 • seminare@sgbs.com eigene Management-Kraft steigern 2x4 Tage
Tage • Dr. Joerg Dederichs www.sgbs.com Darboven
Swiridoff
Boston 55 Tage
Swiridoff
Tage
9 783934 350892 >
Tage
St.Galler Business School St.Galler Busine
www.sgbs.ch
•
• Persönliche Führungskompetenz
Persönliche Führungskompetenz 2x4 2x4 Tage
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• Persönliche Führungskompetenz
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Prof. Dr. Thomas Straubhaar • Tomas Prenosil • Dr. Manfred Wittenstein
www.sgbs
Prof. Dr. Franz-Rudolf Esch •St.Galler Business SchoolHartje
D E U T S C H L A N D
D E U T S C H L A N D
www.sgbs.com
suchte Beiträge veröffentlicht. Dort werden bewährte Management-
aus studentischer Sicht Sprache – Kommunikation – Präsentation
Instrumente wirksamer Initiierung, Steuerung und Bewältigung von
Ausgewählte Diplomarbeiten der SGBS Die Seminare & Lehrgänge stehen
Wandel und Fortschritt dargestellt und mittels aktueller Fragestellungen
intensiv diskutiert. Methodische Grundlagen beider Bände sind zwei zen- eine Short-Story für Führungskräfte und Manager Die Seminare & Lehrgänge stehen
trale Bausteine der weithin bekannten St. Galler Management-Lehre:
Systemorientiertes Management und das Lebenszyklus-Modell. Band 1
St. Galler Business School
Alumni-Jahrbuch Die Seminare
unter & Lehrgänge stehen
der wissenschaftlichen
von Uwe J. Hackbarth Die Seminare
unter & Lehrgänge stehen
der wissenschaftlichen
2011
Robert Neumann
BUSINESS BOOKS & TOOLS
Christian Abegglen
ST. GALLER
Peter Zehnder
und Praxis.
Robert Neumann
BUSINESS
BOOKS & TOOLS
Christian Abegglen Peter Zehnder
ISBN 3-905379-21-X
GENERAL MANAGEMENT SERIES GENERAL MANAGEMENT SERIES Schutzgebühr SFr. 15.–/€10.–
Robert
Prof. Dr.Neumann
GENERAL MANAGEMENT SERIES
Christian Abegglen Peterrer.Zehnder Robert
Prof. Dr.Neumann Christian Abegglen Peterrer.Zehnder
Prof. Dr.
robert.neumann@sgbs.com
robert.neumann@sgbs.com
Dr. oec. HSG
Dr. oec. HSG
christian.abegglen@sgbs.com
christian.abegglen@sgbs.com
lic. pol.
lic. rer. pol.
peter.zehnder@sgbs.com
peter.zehnder@sgbs.com
Management-Congresses SGBS: in the middle of September in St. Gallen
Prof. Dr.
robert.neumann@sgbs.com
robert.neumann@sgbs.com
Dr. oec. HSG
Dr. oec. HSG
christian.abegglen@sgbs.com
christian.abegglen@sgbs.com
lic. pol.
lic. rer. pol.
peter.zehnder@sgbs.com
peter.zehnder@sgbs.com
St.
St. Galler
Galler Business
Business School
School •
• Rosenbergstrasse
Rosenbergstrasse 36
36 •
• CH-9000
CH-9000 St.
St. Gallen
Gallen
6
Overview International Seminars in English 2019
8
International Senior Programs
➢ Strategy-Week Boston 12
➢ Leadership-Week Boston 13
➢ Finance-Week London 14
10
Topics
Principles of General Management Product life cycle management; develop- Definition of one's own cost position Empowerment factors
Success ment of an integrated product life cycle Designing a profitability concept Personal time management: boosting effi-
Corporate management in turbulent times concept In/outsourcing: When do investments make ciency and effectiveness through appropri-
Reliable management principles Product ideas and their incorporation into sense – fixed or variable costs? ate self organization
New global conditions international product strategies Job satisfaction and motivation: Manage-
Why toolboxes are “out” and thinking is Market management: Identification of Controlling ment in uncertainty
“in” growth and penetration potentials Key figures for value-oriented management Work life balance
Mass customization and compensation
Strategic Management Ingredient branding Data warehouse / data marts – the core of
These topics will be complemented with
Alert managers recognize the right The e-commerce challenge modern controlling systems
numerous case studies to illustrate course
moment for a strategic turn-around; new Interpretation and analysis of controlling
contents and test participant’s leadership
concepts for future challenges Implementation reports: actual cases
qualities. Finally you will develop an indi-
Keys to competitive advantage: New global Early identification of obstacles and bar- Business plans, investment and profitability vidual, effective management model.
strategies riers using the St. Gallen implementation calculations, planning of start-ups
Exploring the central strategic “plus” concept
Managing strategic information: Business Driving implementation; the most common Mergers and Acquisitions Please mail or fax your registration to:
Knowledge Engineering barriers of implementation; roles of visio- Assessing corporate value, synergies, and
naries, strategists, executors, or coaches Business School St. Gallen
Business units versus corporate strategy – risks
Rosenbergstrasse 36
ways of handling the dilemma The balanced scorecard used as a core IPO: how to float a company on the market
CH-9000 St. Gallen
Identification of core business using the implementation tool (practical example)
portfolio approach How to increase value; selling a company Phone: 0041-(0)71 225 40 80
Strategic alliances, international collabo- Finance Management Fax: 0041-(0)71 225 40 89
ration Financial responsibilities for executives Internet: www.sgbs.ch
Leadership
Intuitiv management or sophisticated con- Assessment of balance sheets and profit E-Mail: seminare@sgbs.ch
Key elements of high-performance leader
trolling tools? and loss statements ship systems
Focus on profitability Building corporate culture based on leader-
Marketing Management Financial management in the particular ship personalities and cultural diversity
Functional marketing basics field of responsibility Managing people: The art of leading,
Future opportunities for businesses, pro- Recognition of planning mistakes coaching, encouraging and challenging
ducts and markets Communication and negotiation skills,
Cost Management difficult conversations, conflicts, goal
Importance of ongoing cost management definition, handling critisism
From process cost statement to cost
management
Duration: 1 x 5 days
Location: Harvard Club of Boston
12
Participants Concept
Motivation
Methodology Hierarchical
communications
2018 Ähnliches Seminar in englischer Sprache: Experienced lecturers introduce multi
faceted problems of corporate governance Interpersonal conflicts
No. 72118 Summer 2018 Leadership-Week Boston and develop solutions based on partici-
June 18 – 22, 2018
Boston, USA
(5 days) pant’s experience and on theoretical back-
Feedback and per-
formance evaluation
ground. While studying cases of leadership
No. 72218 Winter 2018 2018
and management, participants sharpen Corporate culture
November 12 – 16, 2018
No. 72118 Summer 2018 their skills in analyzing problems and learn
Boston, USA Improving personal
June 18 – 22, 2018 to extract core issues from complex situa-
Boston, USA, Harvard Club effectiveness
Duration: 1 x 5 days tions. Participants train to think in options
No. 72218 Winter 2018 and action plans and to focus on well- Communication skills
Location: Harvard Club of Boston timed results.
November 12 – 16, 2018
Course Fee : CHF 5400.– / € 4850.– Boston, USA, Harvard Club
Duration: 1 x 5 days
Location: Harvard Club of Boston St. Galler Business School 13
Participants Concept
16
International Junior Programs
1. The role of a manager 4. T he path to marketing success thanks Self-management 9. Rules within profit management
to Marketing
Embedding into the organisation Efficient working techniques Interrelationships between turnover, cost
Customer Relationship Management contributions (DB), costs, profit, cash flow
potential for influence and shaping Chairing meetings, steering projects
and return
Rules and Principles of modern Marketing
leadership which is result-orientated Recognising personal strengths
Increasing profits: the levers for this
despite material constraints – What does Practical examples of and for good
this mean? Marketing
7. L eading staff: Motivation as the task
Acting as a link between top management Actively steering marketing success. 10. Finance and Accountancy
of the manager
and the operational level
Interrelationships: The basic rules
It is easy to create frustration amongst
5. C
ustomer satisfaction, customer staff, motivating them is more difficult; Planning, budgeting, calculation, and
2. Developing strategic concepts Care, distribution making use of the available self-motivati- market price
on the right way. What is it that great
Corporate strategy, visions, guidelines, our Only those who recognise the value of cus- Calculation of costs and performance
“motivators” do in order to create a clima-
global standing tomer relationships make the effort not to
te of enthusiasm and joy in the collective Calculation of liquidity, profitability,
lose them or rather to preserve them. Only
understanding corporate identity achievement of targets? Which staff efficiency
those who know what effects customer
management tools are available?
developing business strategies satisfaction can actively steer it. Those who
realise that it is generally more profitable Recognising one’s own management style
internationalisation, growth and profitabi- 11. Controlling
to generate more business with existing
lity strategies Rules for a motivating style of behaviour
customers rather than – at great cost – to What information is necessary in order to
towards others – virtual teams
strategies focussed on corporate values win over new customers really involve be able to steer one’s own sphere of res-
themselves in exploiting potential to the Ways towards social competence ponsibility? How should one read manage-
capability-driven strategies, human poten- full, added value and customer bonding. ment and controlling reports? How can
tial orientated strategies
one make use of management instruments
8. Skilful communication such as Balanced Scorecard or Navigators?
6. R
aising efficiency thanks to
3. From strategy to the corporate result Those who know the rules of communicati-
leadership
on have an easier job to influence others
The influence of financial considerations Badly led teams and staff work inefficient- 12. Contributing to implementation
and change their behaviour, to bring about
on targets and anticipated results ly – though they could - and would gene- course corrections and improvements, dispel The dedication of management is decisive
using available freedom of movement in rally wish to perform better. Working effi- conflict situations or face up to rather than for the success in the implementation of
the optimisation of corporate results ciently and going about things in a result- shy away from unpleasant issues. strategies and concepts which are decided
oriented fashion are things one learns best from above and have to be realised by
taking different cultures into consideration “on the job” through the role model beha- those below.
increasing profit: How to proceed? viour of the boss. Managers must recog-
nise this role model function: Within the framework of an integrated
case study, you will put what you have
learned into practical use.
20
Concept Topics
methodologies successful managers Prerequisites for successful leadership Handling “difficult” employees
utilize and which leadership skills are Analyzing and recognizing modes of Handling anxieties: insecurity, frustrati-
required to cope with this conflict. thought in everyday leadership: one’s on and lethargy
Overall it ideally prepares you for your own role and how it affects subordina- Overcoming everyday stress
challenges as a manager in general
tes, superiors and colleagues
management functions.
Activating personal potential; further
The 3-day seminar “Leadership for Leadership, team leadership, coaching
development of social and leadership
Talents” provides the core concepts Leadership as the base for peak perfor-
skills
of modern leadership and coaching mance
approaches. It helps to strengthen self-
The boss as coach
confidence in one’s own management Practical leadership techniques
capacity by learning to apply proven Professional teamwork, successful
Greater efficiency and effectiveness by
tools and concepts. Finally, the cour- group management
se guides you to focus reflection and focusing on things that matter: priority
2018 High work satisfaction with high per-
action on topics that really matter for and decision management
No. 77118 Spring 2018 formance: people empowering, the self-
success. Leading, not doing: how to delegate
April 6 – 8, 2018 responsibility principle
Cracow correctly
Project/line conflicts, struggles over
(Friday to Sunday) Time management: avoiding time traps
resources, coping with conflicting goals
No. 77218 Summer 2018 with skillful working techniques
July 6 – 8, 2018 Agreeing objectives and handicaps in a
Flims
hierarchy manner; performance assess-
(Friday to Sunday)
ment Participants
No. 77218 Winter 2018
December 7 – 9, 2018 The key task of communication: how to “Leadership for Talents” (3-day seminar)
Zurich handle encounters concerning delega- addresses younger executives preparing
(Friday to Sunday) tion, criticism, assessment, recognition themselves for the next higher and top chal-
and progress-checks lenge in their career. These participants have
Duration: 1 x 3 days successfully passed already various qualifi-
cations in management. The 3-day seminar
Course Fee*: CHF 3200.–/€ 2880.– is especially designed as a supportive course
* add 7,7 % VAT for participants not having visited extensive
leadership seminars yet, or as a refresher.
22
Concept
24
Overview Certificates & MBA
ro 8. Januar 2018
Begin of study: Oct. 7, 2019 tsp convincing whole and deliver a wealth of
9. April 2018
ika
9. Juli 2018
er tif
8. Oktober 2018
Strategy-Week Boston
Z stimulating ideas. A mixture of interactive
Leadership-Week Boston
Course Fee*: CHF 21 900.–/€ 19 900.– learning and small study groups provides
Die Zertifikatsprogramme
der St. Galler Business School
Finance-Week London
– Basierend auf dem bewährten
St. Galler Management-Konzept constant encouragement to practice both Asia-Week Shanghai
* add 7,7 % VAT – Praxisnahe Aus- & Weiterbildung
II. Colloquia the possibility to forge a big, interdiscipli- Strategic management Rapid achievement of profit targets
nary network and profit by the experiences Recognising strategic turning points gives Financial management within the immedi-
You have to visit 1-2 colloquia (in German
of others. alert managers a head start: new concepts ate area of responsibility
language) à 2 days (Friday-Saturday) in for the challenges to come Timely recognition of planning mistakes
St. Gallen. These colloquia serve as a com-
IV. Project Thesis and Defence The key to competitive advantage: global
pact representation and appliance of the strategies for the new millennium
learning matters. Your Project-Thesis (40-50 pages) should Cost management
Appreciating the central strategic „plus“
prove how you would deal with a specific The value of consistent cost management
Managing strategic information: Business
III. Distance Learning Modules challenge of your company (structuring the From process cost statement to cost
Knowledge Engineering
problem, applying different tools). management
The four distance learning modules Business units versus corporate group stra-
Defining one‘s own cost position
cover the whole “International Senior Afterwards Defence of your Thesis in tegy - ways out of the dilemma
Setting up a profit-boosting program
Management”-knowledge. St. Gallen. The advanced portfolio approach to iden-
tifying core business In/outsourcing: when do investments make
For appropriate participants there is the business sense - fixed or variable costs?
Networking Strategic alliances, international collabo-
possibility to upgrade to an academic ration
During the Seminars you will get to know “International Executive MBA”. Management by intuition, or sophisticated Mergers & acquisitions
a lot of other participants from different controlling instruments? Assessing corporate value, evaluating syn-
branches. As a consequence you are having ergies, estimating the risks
Marketing Management IPO: how to float a company on the mar-
ket (practical example)
Building on function and process orienta-
tion Boosting value; selling a company
Course of events: In each case Discovering needs: identifying future busi-
Program possible at the beginning of a quarter ness, products and markets Leadership
Product life cycle management: creating High-performance leadership systems - the
an integrated product life cycle concept key components
Education SGBS International Senior Management-Certificate St.Gallen®
Mt 1 Mt 2 Mt 3 Mt 4 Mt 5 Mt 6 Mt 7 Mt 8 Mt 9 Mt 10 Mt 11 Mt 12
Turning product ideas into international Personal attitude and cultural diversity:
Example: Beginn July 10, 2017
July
2017
Aug.
2017
Sept.
2017
Oct.
2017
Nov.
2017
Dec.
2017
Jan.
2018
Feb.
2018
March
2018
April
2018
May
2018
June
2018
product strategies using management signals to build a cul-
Seminars Exploiting market potential: recognising ture
Strategy-Week Boston*
Leadership-Week Boston growth potential The art of managing people: coaching,
Finance-Week London
Asia-Week Shanghai „Mass customisation“ encouraging, challenging
* or Seminar in Switzerland
Networking Overview Precondition: University degree, SGBS Diploma and seminars will be taken in account (up to max. 60 ECTS-points).
Start October 2017 Mt 9/10 Mt 11/12 Mt 1/2 Mt 3/4 Mt 5/6 Mt 7/8 Mt 9/10 Mt 11/12 Mt 1/2 Mt 3/4 Mt 5/6 Mt 7/8
(Example) Sept/Oct Nov/Dec Jan/Feb Mar/Apr May/June July/Aug Sept/Oct Nov/Dec Jan/Feb Mar/Apr May/June July/Aug
In the course of participating at the seminars you management seminars, seminars abroad 2017 2017 2018 2018 2018 2018 2018 2018 2019 2019 2019 2019
Seminars
will get to know a lot of different attendees. As
self-study, case studies, management lite- Strategic Management for
Executives (2 parts)
8 days
a consequence you are having the possibility to
rature Strategy-Week Boston * 5 days
USA (Boston) and Asia (Shanghai). term paper, supervision, master thesis Management-Simulation
Change Management & Orga-
3 days
8 days
nizational Behaviour (2 Teile)
3 Marketing Management
and strong scientific fundaments of the contents 4 International Management
are in foreground of the program. Highest pro- Precondition for accreditation are
Additional Modules
as alternative to seminars
fessional and didactical qualities of our speakers (1) D
egree of an university or an university of Modul 5 – 10
The range of speakers of the Business School and actual managerial responsibility within Project Thesis
Management Congresses
St. Gallen cover in research and training experi- an upper management position and Master Thesis
enced professors, trainer, top-leader out of busi- (3) P roof of sound knowledge of the English Feedback – intermediate examination
August 18, 2018
ness, specialized experts in fields of consulting language. Defence August 17, 2019
and successful business men – all of them having Diploma Ceremony Sept. 20, 2019
* inter alia in the course of studies «SGBS International Senior Management Certificate».
long-lasting practical and training experiences
After the application an interview in order to Example: Diploma Ceremony September 20, 2019
within international management education and
development. detect your professional, experiential and per- Consideration Master support
sonal qualifications and aims takes place. In the Already attended courses and study pro- Throughout the whole education you are sup-
next step the study commission decide on your grams of the Business School St. Gallen ported and supervised by a personal tutor.
Didactics accreditation. The completion of the mentioned (Certificate-programs, Diploma-programs,
To large extend the contents are conducted in entry requirements, already completed seminars seminars) will be taken in account for this Academic Degree
English via international seminars, trainings, or degrees of the Business School St. Gallen don’t MBA program (up to 50% of the required Graduates of the MBA-Program will be
workshops, distance learning modules, colloquia, imply the right to be enrolled for the MBA- total program achievement). awarded the academic title «Master of
case studies, simulations, moderated round-table program.
Business Administration (International
discussions and management panels. Participants Study starts are possible at the beginning of each Executive)»/«MBA (International Executive)»
are having written partial examinations as well
quarter of the year. of the University of Klagenfurt.
as an oral exam by a committee (Defensio).
Moreover they have to hand in a term paper and
a Master Thesis, present and defence it.
St. Galler Business School 29
Concept
St. Galler
Business School Study Trip 2008 Study Trip 2010 Study Trip 2012
St. Galler
St. Galler
St. Galler Business School
Business School Business School
DIPLOMAUSBILDUNGEN FÜR MANAGER/INNEN
2018
St. Galler
Business School
St. Galler St. Galler
Business School
Business School
European Multicultural Integrated
Management Program
Study-Trip Switzerland
June 26 – 29, 2008
S tudy-Trip S witzerland Study-Trip Switzerland
June 7 – 10, 2009 SGBS
MBA-Programmes
Study-Trip Switzerland
28 .– 30 . Juni 2007 June 5 – 8, 2011
Study Trip 2007 St. Galler Business School • Rosenbergstrasse 36 • CH-9000 St. Gallen
Study Trip 2009 Study Trip 2011
Tel. 0041 (0)71 225 40 80 • Fax 0041 (0)71 225 40 89
www.sgbs.com • seminare@sgbs.com
e r l a n d 2 0 1 8:
Study Trip 2014
y - T r i p S wit z
St. Galler
S t u d 0 18
, 2
Business School
8 – 3 0
May 2
St. Galler
St. Galler
St. Galler
Business School
Business School May 31, 2016 / Tuesday
08:00 Walk to Credit Suisse AG,
May 29, 2016 / Sunday St. Peterstrasse 19, 8001 Zürich
(Meeting point hotel Montana)
20:00 Individual arrival at the hotel Montana (near
08:30 Credit Suisse AG
Zürich Main Station):
Hotel Montana • Welcome by Dr. René Buholzer, Head Public
Konradstrasse 39 Policy & Sustainability Affairs
8005 Zürich • Input “Public Policy – Challenges of a Swiss
Bank with global operations“
May 30, 2016 / Monday 11:00 Transfer to St. Gallen by bus
Study-Trip Switzerland
the service industry
12:30 Lunch at Papyrus Schweiz AG 15:30 University of St. Gallen, Library Building, Room
2016
• Patrick Minder, Chief Sales & Consulting Officer,
13:30 Future challenges of Papyrus Schweiz AG
Study‐Trip
Switzerland
Management
Program
and possible successful strategies to deal with
JLS DIGITAL AG, Input “Digital Business
32
Inhouse & Consulting
➢ Inhouse Programs 34
Inhouse Concepts:
Internal accomplishment of «open» seminars: Customized in-house seminars Combination of seminars at intercompany level Accomplishment – Languages
and in-house
The selected, open seminar will be conducted The content of these seminars are specially The trainings can be conducted in in-house
exclusively for managers out of your company. In designed for the needs and targets of your com- In the course of long-term concept it is possible training centres, specific seminar hotels or
doing so specific challenges of your company and pany. This requires an intense preparation- and to combine open seminars with customized, in- well-known seminar centres of the Business
dealing with them will be in focus next to gene- conception-phase. Duties and responsibilities house parts. The advantages of such a design School St. Gallen. At participant’s option the
ral examples supposed to transfer knowledge. of participants are taken into consideration and is the combination of interbranch exchange of whole organisation of the seminar (announ-
The conceptual design of these kind of in-house single seminar-days for which reason the semi- knowledge (within the open seminars) as well cement, hotel reservation, post-processing)
seminars can be done quite quickly. All open nar is more likely to be considered as a work- as the development of team-spirit and internal can be handled by the administration of the
seminars of the Business School St. Gallen are shop generating concrete and realizable results. exhange. Business School St. Gallen. The seminars can
likely to be conducted as in-house events. Contents of different seminars at intercompany be conducted in German, English, French or
level can be combined target-oriented and adju- Spanish.
“The participants were very sted to the specific needs of your company. Basic or complex training
satisfied – in other words –
excited. Especially one training Desing-Options for in-house trainings reach from Contact
was overwhelming and we Coaching elementary inputs dealing with specific topics
to, complex and long term training courses. As a
For requests please contact our director of
based a success-story on it.”
the Inhouse-Seminars, Mr. Christian Munt-
We coach and counsel individuals or groups in consequence it is possible to develop an optimal,
wiler, lic. oec. HSG at all times.
the course of our trainings in order to optimize individual further training that meets the needs
Andrea Fichtelmann,
their individual leadership-performance. Shared of today’s managers.
Field Readiness Email: christian.muntwiler@sgbs.ch
Manager BMO, Microsoft rules and basic conditions are fixed during the Phone: 0041 (0)71 225 40 80
Deutschland GmbH training. Fax: 0041 (0)71 225 40 89
34
Our Understanding of Consulting
&
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the proven, and well-known St. Gallen critic questioning obtained solutions or OP TU
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Prof. (emer.) Dr. Dres. h.c. Knut Bleicher implementation. More frequently, our R
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– our Senior Consultants focus on your clients request one of our senior con-
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challenges – in order to support your sultants to become a full-time interim POLITIK
Unter Integrierter
nehmensentwicklungsprozess
feld
Normativ Aktivitäten
EIG
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beneficial? Why orga- means dealing with relevant questions
Strategisch
KONFIGURATION
Ausgangslage
Verhalten
nizations do not imple- and selecting information. Only this
Operativ Struktur
Stabilisierung der Annahmen über unser Unternehmen und unser Geschäft
ment them due to a lack way it is possible to implement integ-
SOLL
Normative Ebene of coordination of suc- ral solutions in daily business and for
cess factors and market
Unternehmensentwicklung als Erfolgspotenzial
KONFIGURATION
example to build up a concrete, renta-
Sprun t?
Synthese g in di as nich Analyse
Untern e Zukunft • Was wollen wir sein – w ion
OPTIONEN ehmensp is
hilosophie • Missionen • V
positions? Why should ble market position, that guarantees a
St. Galler Business School Programme Problemlösung
Strukturen Finanzen markets be developed sustainable corporate development.
Rosenbergstrasse 36 TRANSITION
UMSETZUNG Markt HRM when finally, financial
CH-9000 St. Gallen Produkt WS-Kette
Strategische Ebene
resources are missing The Consultants and Lecturers of the
Umsetzun
g nach Innen & Aussen
or entrepreneurial risks Business School St. Gallen will be
Phone 0041 (0)71 225 40 80 Prozesse AUfträge reign? What is the use pleased to answer any questions you
may have and to generate possible
Markt
of implementing a sys-
Finanzen
Company e-mail
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