SMURFIT EXECUTIVE DEVELOPMENT PROSPECTUS 1

(1)

1

WWW.SMURFITSCHOOL.IE/EXECUTIVEDEVELOPMENT

PROSPECTUS

SMURFIT EXECUTIVE

DEVELOPMENT

(2)

PROSPECTUS

SMURFIT EXECUTIVE

DEVELOPMENT

(3)

2

3

CHANGE

STARTS HERE

Organisations need

to move beyond the

command and control

approach and prioritise

employee engagement

as part of change

management processes.

CHANGE MANAGEMENT

Change management processes have changed dramatically over the past 10 years due to rapidly evolving technologies, the impact of globalisation and changing workforce expectations. Traditionally, change management was seen as directive, where a CEO or owner manager established a vision with the key objective of getting everyone in the organisation aligned to this in a lockstep manner. Companies need to acknowledge that people don’t necessarily obey orders to the letter and, even if they did, there are frequently unintended consequences to action.

While it is still vital and appropriate to identify where you want to get to, people need to be allowed and encouraged to experiment along the way and explore alternative avenues in order to figure out how to get there. In a command and control system, change can be directed. This style of leadership uses standards, procedures and output statistics to regulate the organisation. It is authoritative in nature using a top-down approach and is founded on a distinction between executives on the one hand and workers on the other.

LEADING CHANGE

However, the applicability of command and control approaches is diminishing, as increasingly organisations are knowledge based and rely on the goodwill of employees.

In this type of

environment, the challenge is to ‘lead’ change as opposed

to direct it.

With this in mind, getting buy-in is vital. The means to achieving this is to really engage with employees and address concerns openly. Getting buy-in means moving beyond broadcast messages and emails and requires active engagement, dialogue and debate with those concerned.

ADDRESSING RESISTANCE TO CHANGE

Resistance to change will always occur. People are hard-wired to prefer routine and it is perfectly understandable that people resist change. However, rather than seeing this as dysfunctional, leaders need to acknowledge that resistance to change will happen and it should be addressed. The managerial challenge is to overcome resistance, not by driving a metaphorical bulldozer through the organisation, but by

understanding people’s concerns so they are brought along with the process. Employees need to be convinced there is something in it for them – maybe not all their concerns can be addressed, but they need to understand that the negative consequences of not changing are extreme.

CHALLENGES OF CHANGE MANAGEMENT

With a command and control approach, every step of the process is identified and monitored. In today’s world it is hard to do that because we generally don’t have all the answers up front. We need to utilise people’s capabilities and creativity and give them the freedom to explore alternatives.

As change programmes continue, people become more adaptable, but they can also suffer from ‘change fatigue’. You don’t want to lose the energy of people in successive change processes, which can happen if you simply tell them change is going to happen.

Engagement is energising and essential in

order to avoid change fatigue.

(4)

STRATEGY

A common mistake in developing

strategy within organisations

is to get fixated on a single

strategy option rather

than consider a number

of alternatives.

IS FORGED HERE

COMMON STRATEGY MISTAKES

The key thing to focus on when formulating a strategy is to very clearly identify what objective you are trying to achieve and what the big challenge facing the organisation is. There are usually several different ways of achieving that objective, but typically a management team will identify just one and run with that, which is limiting. When organisations only look at one possibility, then that is the single best strategy they can pursue.

Generating alternatives and forcing ourselves to think

them through tends to stimulate creativity within an

organisation.

It leads to entrepreneurial insights on how to do things differently to competitors – and that’s the one thing you really want within an organisation.

A lot of businesses are inclined to adopt the approach of continuing to do what they are doing at the moment with a view to doing it a bit better – the ‘if it ain’t broke don’t fix it’ mentality. They aren’t challenging themselves, asking why what they’re doing is the best way of doing things and whether it really is the best way to really get ahead of competitors.

THE ROLE OF THE CEO

The CEO’s role is critical in the strategy development process, particularly in terms of articulating objectives. Ultimately, the success or failure of any leader is determined by whether

they achieved the objectives they set out to achieve – it’s the fundamental key performance indicator.

Involving the company’s functional heads is vital in

strategy development but in the process they need to

move beyond their functional concerns and think about

the business as a whole.

The CEO should be open to involving other people in the process too, those who are likely to challenge the status quo and maybe see the world differently to the management team – young people, people with experience of other industries, customers. Diverse groups help to stimulate creativity.

THE OPTIMUM STRATEGY

When evaluating alternative strategies, the main criteria to look at are whether they deliver against the objectives set, are they robust against a changing environment and whether they have an appropriate risk profile. You also need to consider whether the company has sufficient resources to pursue certain strategies and whether it has a good chance of getting them if needed.

The CEO shouldn’t show their hand in terms of their preferred strategy early on, but rather allow people to think through the alternatives so that collectively the team comes up with the one that truly is the best.

(5)

6

7

Earning the respect of all those

surrounding the leader is vital to

have impact in any organisation

and this is achieved through

particular behaviours.

LEADERSHIP

IS FOSTERED HERE

LEADERSHIP STYLES

An effective leader combines qualities that earn the respect of followers, peers and superiors. These qualities tend to revolve around integrity, competence, personal dynamism and an ability to develop those around them.

Various leadership styles have been identified and analysed in terms of their effectiveness in this regard. Researchers have looked at authoritarian and more democratic styles of leadership.

The authoritarian leadership style involves an autocratic leader keeping strict, close control over followers by keeping close regulation of policies and procedures given to them. At the other extreme is the collaborative or democratic, where the leader shares the decision-making responsibilities with group members. This style of leadership encompasses discussion, debate and sharing of ideas, and encouragement of people to feel good about their involvement.

BEHAVIOUR OF A LEADER

Whatever we believe about style, it is the behaviours of leaders that are critically important. This refers in particular to displaying the behaviours the leader expects of others.

In order for people to commit to achieving objectives,

leaders must ensure they are acting with integrity and

treat people with respect.

If you seek to set high standards for yourself in this way, you can hold others to adhere to high standards. The commitment to performance is linked to a commitment to learning and improvement.

THE ROLE OF FEEDBACK

Feedback is a great source of learning, and leaders should be seen as soliciting feedback about their own behaviour and effectiveness. They need to show a personal commitment to learning so that personal performance is continually enhanced. We tend to think of feedback playing a role only when a problem has occurred.

It is in fact vital to provide ongoing feedback after significant events, which have both positive and negative outcomes, to ensure ongoing learning from what is happening around us. It is of course important to learn from mistakes, but equally organisations need to learn systematically from successes, assessing whether the things we think brought them about actually did.

SUCCESSION PLANNING

Another increasingly important aspect of being a leader at CEO level is that you need to be attuned to how you are developing the level below you, in other words paying attention to succession planning. One of the CEO’s key responsibilities is to make sure good succession planning is not just about their own role but also covers all key positions.

(6)

PERFORMANCE

Key performance indicators

are useful and important in

performance management,

but they should not be the

be all and end all.

IS HONED HERE

DEMISE OF CLASSIC KPIs

The whole area of key performance indicators (KPI) has effectively become a minor industry in recent years. Much of this is based on the premise that you can’t manage what you can’t measure. However, an equally important premise is that you can’t measure everything - which presents a dilemma.

In the broadest sense, a KPI can be defined as providing the most important performance information that enables organisations or their stakeholders to understand whether the organisation is on track or not. Examples of frequently measured KPIs include short-term profitability, market share, customer retention and rate of new product development. We think one of the many lessons from the financial crisis and the collapse of the banks is that organisations need to be very careful about designing metrics and related performance management systems.

SETTING THE RIGHT STANDARDS

Ultimately, what you have to look at when it comes to the performance of an organisation is that people are encouraged to ‘do the right thing’ as well as doing things right.

It’s hard to measure integrity and commitment but these are qualities you really want everyone in a company to possess – in other words you don’t want anyone to take ethical short cuts.

This does not suggest a company shouldn’t use KPIs – of course, management should think about measuring as much as possible – but it should be more about creating a culture that is performance driven. In practice, this means everyone seeking to achieve the company objectives through appropriate means. You don’t want people simply responding to KPI measurement and ignoring everything else.

The world is changing and life has become more

complicated. Therefore, you want people to make

the right trade off, keeping the big picture and the

ultimate objective in mind.

MEASURING SUCCESS

One of the issues around performance nowadays is the extent to which organisations say they value teamwork and that it is important, and yet they generally only measure individual performance and reward people on that basis. Enhancing performance requires alignment across the various systems in the organisation.

HONING PERFORMANCE

One of the vehicles to create an appropriate performance oriented culture is through leadership and management development programmes that bring people together to form networks, expose them to different approaches across industries, and enhance their competence and confidence in managerial practice.

(7)

11

A WORD FROM

OUR DEAN

Professor Ciarán Ó hÓgartaigh,

Dean, UCD Michael Smurfit Graduate Business School

Welcome to Executive Development at UCD Michael Smurfit Graduate Business School. As Ireland’s global business school, an open and close working relationship with organisations and their leaders and employees has always been at the core of everything we do. Events of recent years have made links like these more important than ever. Executive Development in a school like UCD Michael Smurfit Graduate Business School propels careers and delivers long lasting value to organisations that support our programmes. It will show you how to identify and orchestrate new sources of value, and how to influence the personal development of others around you. Simply put, it is an essential tool at a time when innovation is key to everything in terms of business models, products, teams and organisation.

By offering a broad range of customised capabilities and open enrolment programmes, Smurfit Executive Development can help you and your organisation create new opportunities to drive growth and create value. As part of our mission, we offer coaching, mentoring and published thought leadership, with our priority being that all learning be immediately implementable. Diversity is a hallmark of our programmes as our combination of world-class faculty, expert practitioners and a dynamic curriculum attracts accomplished professionals from all around the world working in international, indigenous, government and non-profit sectors. Time and time again we are told that personal relationships established here have developed into lifelong professional opportunities and friendships. Our alumni tell us that these relationships are a valuable and continuing legacy of their Executive Development experience. With all this in mind I encourage you to read our prospectus and explore our website to see just how effectively our programmes can help you reach the next level in your professional development.

When you come to Smurfit Executive

Development, you have to be willing to have

your traditional way of thinking challenged. An

open mind and enthusiasm to participate will

lead you to a truly transformational experience.

(8)

GLOBAL NETWORK FOR ADVANCED MANAGEMENT

TRIPLE CROWN

ACCREDITATION

OVERVIEW

Accredited by:

A member of:

WHY SMURFIT EXECUTIVE DEVELOPMENT?

IMMERSIVE LEARNING

Our multi-faceted approach ensures all our programmes offer a 360 degree learning experience which, by giving you a chance to step back from your daily responsibilities, offers a clearer vision of where your future could lead. It provides you with fresh insights on your professional and personal strengths, strategies for taking your leadership skills to the next level, and a network of peers whose challenges mirror your own. You will return to your organisation with a new set of leadership skills that you will have forged for yourself. Programmes are structured to ensure that you interact closely with both UCD faculty and other senior executives. A combination of lectures, business simulations and small group discussions will foster collaboration with peers from various functions, industries, and cultural backgrounds. Group exercises are carefully designed to encourage leadership development inside the classroom and beyond.

IN GOOD COMPANY

Participants are executives with considerable experience, with each class carefully assembled to reflect a stimulating mix of backgrounds. As a result, you will gain a broader perspective on everyday business challenges, as well as a wider network of executives around the world. At Smurfit Executive Development, your peers are just as integral to your learning experience as the faculty. You will learn alongside talented business leaders who represent diverse functions, industries, and geographies. As past participants can attest, peer interaction offers valuable insight into the issues that are shaping global business.

EVERYBODY WINS

Developed around stated goals, our programmes will benefit both you and your organisation. Specifically, this is accomplished in these three ways:

1. Involvement in each programme is strictly limited to groups of deeply committed individuals who display a high level of personal responsibility for learning and who commit to extend the lessons beyond

the classroom.

2. Programme content and faculty delivery focus on practical ways for you to leverage the content and apply your enhanced expertise within the workplace. 3. Concepts, insights, models and frameworks, case

lessons and best practices can be applied directly to your organisational challenges and

personal development.

MEASURABLE RESULTS

Upon completion, the ongoing value of an executive development programme becomes evident in many ways. Overall, you will acquire a deeper, shared understanding of your company, as well as broader perspectives on the latest industry trends and strategies. Focused on improving leadership and teamwork skills, each programme explores how to sustain higher levels of trust and transparency, while building more effective communication networks. You will leave inspired to accomplish corporate goals and committed to sharing your learning throughout the organisation. For more information, or to apply to one of our programmes, please visit www.smurfitschool.ie/executivedevelopment

The quality of any executive development programme depends on the calibre of those who choose to pursue it,

as participants will often challenge each other as much as, if not more than, their professors. Therefore, Smurfit

Executive Development attracts the best candidates by maintaining our reputation as a world-leading business

school. Together with the faculty’s extensive business experience, this enables us to create a stimulating

environment fit for the best business minds in the world.

UCD Michael Smurfit Graduate Business School is one

of an elite group worldwide to hold the highest level of

accreditation from the three most influential business

school accreditation bodies; AACSB (US), EQUIS

(Europe) and AMBA (UK).

We are also the only Irish business school whose degrees are consistently ranked in the world’s top 100 by the Financial Times and The Economist Intelligence Unit.

The School is also a member of CEMS and the Global Network for Advanced Management, which are alliances of leading global business schools.

(9)

14

15

Helen Brophy,

Director, Smurfit Executive Development

Today’s business leaders face critical challenges— globalisation, turbulent markets and evolving technologies. As a result, senior executives often need to step outside their organisations to acquire the skills and knowledge to address these demands successfully.

At Smurfit Executive Development, our world class faculty mine the latest thought leadership and best business practices to develop programmes that span disciplines, industries, and geographical boundaries. Our mission is to educate business leaders who make a difference in the world. Our portfolio of programmes embodies this mission. Designed to transform leaders at all levels of the enterprise, these innovative offerings will help you to become what your company needs most— an outstanding leader who can take your organisation to the next level. Whether you attend a part-time diploma or decide to work with us on a customised programme, our renowned faculty will deliver powerful knowledge in a dynamic learning environment and senior executives will work together to

address current issues and anticipate future challenges. Whichever programme you choose, you will emerge with the strategic skills to drive higher performance and deliver greater results throughout your organisation and your career. Today’s executive must be prepared to evolve with world changes, and that often means updating skills and learning new and innovative ways of conducting business in uncertain times. Our curriculum is constantly evolving to meet and exceed the needs of business professionals who know they must continue to develop their portfolio of skills. Challenged by a passionate faculty, engaged by lively debate, and inspired by the beautiful facilities, you will enjoy countless opportunities to share and build upon your personal experiences in an open and honest setting. We welcome the opportunity to work with you and your organisation.

Learning begins the day a participant

steps onto the UCD Smurfit School

campus, and its impact lasts a lifetime.

A WORD FROM

OUR DIRECTOR

OUR FACULTY

Professor Patrick Gibbons,

Academic Director, Smurfit Executive Development

Our faculty members are widely recognised as skilled educators, ground-breaking researchers, and accomplished authors. Through publishing, consulting, and teaching, they leverage their business expertise and field-based research to create new knowledge and enduring concepts that shape the practice of management. The result is a teaching team that exposes participants to multiple perspectives, challenging their thinking and encouraging new practices that result in superior business leadership and results. Your programme faculty team will be selected from the School’s diverse teaching units. The result is a reciprocal learning experience for executives and faculty members alike. In addition to being committed to being at the forefront of the current practice of business, the School is supported by a self-funded research budget. This powerful combination presents educational opportunities and

research initiatives that reflect the realities of the evolving marketplace.

Our open enrolment and customised programmes tap into this expanding knowledge base and benefit from the latest thinking in leadership development, sustainable strategies, corporate accountability, innovation and growth, customer management, and long-term success.

Smurfit Executive Development programmes are developed and taught by

core faculty of UCD and associate faculty through partnerships with

other global executive development providers.

(10)

STEP 1

Successfully complete one

of our six selected 30 credit

diploma programmes in

the pathway framework

STEP 3

STEP 2

Successfully complete

a second diploma

in the pathway

Successfully complete

a third diploma

in the pathway

PROGRAMME PORTFOLIO

PATHWAY TO A MASTERS DEGREE

FIND THE PROGRAMME THAT’S

RIGHT FOR YOU

3 STEPS TO A UCD MASTERS IN BUSINESS

(LEADERSHIP & MANAGEMENT PRACTICE)

ENHANCE YOUR EXPERIENCE WITH SMURFIT EXECUTIVE DEVELOPMENT

A rapidly changing business environment means that there is always something to be learned and our

intensive focused diploma programmes and short courses provide the opportunity for you to explore

specific topics at an in-depth level.

Regardless of the business you’re in we can help you identify the one that best fits your level of experience, interests and, of course, your schedule. Or, if you are an employer, we can work with you to find the right programme to meet the needs of the executive or executives you are sponsoring.

Check out the full list of currently available open enrolment programmes below and then refer to the following pages for relevant information on specific course content, faculty and the application process.

For further information, please contact a member of our team on +353 1 716 8889 or email [email protected], or visit our website at www.smurfitschool.ie/executivedevelopment to keep up to date with new programme announcements.

The MSc in Business (Leadership & Management Practice) is based around a framework of six select diploma

programmes. By completing any three of these six diplomas within a 5-year timeframe, you will earn 90 credits (the

national standard for a Masters Qualification) and will be conferred with the qualification of MSc Business (Leadership

& Management Practice) accredited and awarded by UCD at Level 9 on the National Framework of Qualifications.

PART OF MSc BUSINESS (LEADERSHIP

& MANAGEMENT PRACTICE) PATHWAY

Diploma in Advanced Management Performance 22 Diploma in Strategy, Innovation & Change 24

Diploma in Sales Management 26

Diploma in Strategic Growth (Food Industry) 28 Diploma in Organisation Renewal & Transformation* 30

PART OF MSc BUSINESS &

EXECUTIVE COACHING PATHWAY

Diploma in Business & Executive Coaching 34 Diploma in Advanced Business & Executive Coaching 36 MSc in Business & Executive Coaching 38

FOCUSED PROGRAMMES

Diploma in Corporate Governance 42

MSc in Business Sustainability 45

MSc in International Marketing Practice 46 Certificate in Healthcare & Management Practice 47

SHORT COURSES

Winning Negotiation Strategies 50

Leading for High Impact & Results 51

Performance Driven Marketing 52

Coaching Supervision 53

Influence & Persuasive Communications 54 *Course subject to University approval

TIMEFRAME

A key feature of the MSc pathway is its flexible timeframe, which allows you to tailor your participation around work/life demands. Whereas each of the three diplomas takes approximately 10-12 months to complete, you have a 5-year window within which to complete all three steps and be awarded the MSc Business (Leadership & Management Practice).

DIPLOMA PROGRAMMES

Current diploma programmes in the pathway include:

• Professional Diploma in Advanced Management Performance

• Professional Diploma in Strategy, Innovation and Change • Professional Diploma in Sales Management

• Professional Diploma in Strategic Growth (Food Industry) • Professional Diploma in Organisation

Renewal & Transformation

• Professional Diploma in International Business Management (ICON Business Academy)* *Open to ICON staff only

Please note: It is only possible to combine certain diplomas featured in this prospectus in the pathway towards earning the MSc award. Eligible diplomas are denoted with an MSc pathway tag. We are currently developing new diploma offerings and will be expanding the number of qualifying diploma programmes on an annual basis. Please visit our website for updates. To learn more about our MSc pathway and for information on our MSc-linked diploma programmes contact a member of our team on +353 1 716 8889 or email [email protected]

(11)

MSc BUSINESS

PATHWAY

(12)

DIPLOMA IN

By providing organisations like yours with the tools to develop

the next generation of high-potential leaders, the Diploma in

Advanced Management Performance represents a solid

investment in the future. Its powerful and transformational

learning experience includes the exploration of best

management practices and strategies, while its broad strategic

perspective provides the advanced decision-making and

execution skills needed to turn managers into leaders.

Participants will experience significant professional and

personal growth, while the organisation will deepen its talent

pool thus sustaining competitive advantage over the long-term.

FACULTY

Programme Director Dr. Laurence Williams is an associate

faculty member at UCD and a former programme director at

Ashridge Management College, UK. Before entering academia, he

worked in senior manager roles with Dow Chemicals and ICI and

has worked with international clients on developing commercial

strategies and the leadership aspects of strategy implementation.

He currently works extensively with clients throughout Europe,

Middle East, Asia and the USA.

PROGRAMME OVERVIEW

This programme provides experienced managers with an integrated perspective of their organisation’s functional capabilities, augmented by insights into their individual values, capabilities and leadership styles. Anchored by an intensive process of self-assessment and a personalised reflection and action plan, participants will develop the necessary analytical and strategic skills to drive innovation, performance and effective decision-making. The experiential learning builds business acumen while drawing on both analytic and creative thinking skills. And by examining new techniques and technologies for driving results, participants will formulate a holistic approach to identifying problems, finding solutions and adapting to change.

WHO IS THIS PROGRAMME FOR?

• High-potential mid-level managers ready to move into senior management

• Experienced functional or technical specialists currently in transition to general management

• General managers, country managers or business unit heads

• Managers of large/complex projects across teams, functions or borders

The Diploma in Advanced Management Performance is designed specifically for managers and functional specialists who have a minimum of 5 years work experience. And we ensure that each group of participants represents diverse business functions, companies, and industries, so as to broaden all participants’ perspectives as well as expanding their networks and knowledge.

WHAT WILL I GET FROM THIS PROGRAMME?

Designed to extend your expertise in strategic leadership, this programme will help you transition from a manager to a leader. Through the development of a personal leadership philosophy and personal development plan that reflects greater knowledge, capabilities and insight, you will expand your capacity to lead cross-functional initiatives and corporate projects.

You will gain in-depth knowledge of business functions and the key skills necessary to integrate them across the organisation, from working with people and driving growth and innovation right through to executing and delivering results.

On this programme we see participants return to work re-energised with the skill to make informed, effective decisions.

ADVANCED MANAGEMENT

PERFORMANCE

PROGRAMME CONTENT

Module 1: Leading Strategic Growth

This module explores how to thrive in a rapidly changing, highly uncertain environment and will demonstrate how to apply tools and techniques to achieve and manage business growth. It will assist participants in creating their own strategic roadmap for growth, innovation and profitability.

Module 2: Marketing Strategy for Profitable Growth

This module emphasises the need for managers in every function and at each level to understand the key marketing challenges facing their organisation and to explore options to effectively and profitably respond. Participants will learn to navigate the key environmental changes that exist in the global marketplace.

Module 3: The Fit-for-Purpose Organisation

This module focuses on how organisational excellence can only be achieved when all of the business processes from across the value chain are completely integrated and mutually supportive. It will support participants in identifying the current status of their organisation with a transformation check point and will provide a roadmap for continued improvement.

Module 4: Creating a High Performance Culture

and Climate

This module highlights the need to contextualise leadership in order to nurture a “human organisation” - establishing and sustaining a high performance culture, leading change and creating high engagement work practices to support long-term business goals.

Module 5: Improving Business Profitability

This module explores the financial consequences of commercial and all other business related decisions. It will cover the key aspects of strategic corporate finance that will allow for better decision-making based on business intelligence and analysis.

Module 6: Personal Impact and Presence

This module explores the importance of personal impact and the ability of leaders to communicate authentically and

influence effectively as key skills in business alignment. Key elements of this module include authentic leadership – experiences and passions that inform leadership; self- awareness; values, ethics and standards; life balance; and leadership through purpose.

PROGRAMME DETAILS

Structure

The programme is delivered over a series of 6 two-day workshops within a 12–month period. Workshops are held on Fridays and Saturdays to minimise interference in busy work lives. 100% attendance is required.

Fees

The fee of ¤6,950 or ¤6,255 (UCD alumni discount) is a comprehensive cost that includes your tuition, all course- related materials, lunches and refreshments while on campus, library access etc. There are no additional overheads. Tax relief is available on fees. For details visit www.revenue.ie

Entry Requirements

Participants should hold a primary degree or equivalent professional qualification. Consideration will be given to applicants who do not hold a primary degree but whose depth of industry and organisational experience, qualifies them as suitable participants.

Application Procedure

A completed application form, digital photograph and copy of transcripts for all university-level degrees (if applicable and excluding those taken at UCD) will be required. If you would like to apply for this programme, please contact a member of our team on +353 1 716 8889 or email [email protected]

Accreditation

Successful participants will be awarded a Professional Diploma in Advanced Management Performance. The qualification is accredited and awarded by UCD and is valued at 30 credits at NFQ Level 9. The diploma programme also feeds into our pathway to the MSc Business (Leadership and

Management Practice).

MSc BUSINESS PATHWAY

(13)

22

23

DIPLOMA IN

Central to the long-term success of any organisation,

strategy defines direction and creates scope to

gain competitive advantage. It is what elevates truly

extraordinary leaders above merely ordinary ones by

enabling them to develop and implement effective business

strategies while maintaining motivation, innovation and

vision in their people. Knowledge gained, skills learned,

and relationships made on the programme will enhance

career potential and directly benefit the organisations

that participants work with, both now and in the future.

PROGRAMME CONTENT

Module 1: Strategic Leadership – The Personal Dimension

This module addresses the participants’ individual roles in strategy, innovation and change and provides an action plan to enhance their contribution in these areas. Learning outcomes include enhanced self-awareness and critical assessment of key strengths and development needs as strategic leaders.

Module 2: Strategy in a Turbulent Environment

– the New Normal

This module will review the ways in which global economic shifts and rapid technological changes are transforming the business landscape and traditional concepts of competitive advantage, value creation and strategy. Learning outcomes include the ability to develop, construct and employ scenario thinking in the strategy development process.

Module 3: Market Position and Competitive Advantage

This module is designed to equip participants with a sound understanding of the principles of positioning and competitive advantage. Participants will develop the ability to analyse key issues in strategic decision-making, and to understand, in-depth, the strategic decision-making process itself.

Module 4: Top Management Teams and Strategic

Decision-Making

This module explores the skills required to evaluate the top management team’s ability and competence in making and implementing strategic decisions. Participants will gain superior insight into biases that adversely affect strategic decisions and apply techniques to overcome these biases.

Module 5: Resource Commitments and Real

Option Reasoning

This module examines the nature of strategic decisions and how these differ from other forms of decisions. Participants learn to design and evaluate a business model as well as how to utilise real options reasoning in evaluating investment alternatives - which is particularly important in choices about adoption of new technologies, among other applications.

FACULTY

Programme Director Prof. Patrick T. Gibbons is the Jefferson

Smurfit Professor of Strategic Management at UCD and

Academic Director of Smurfit Executive Development. His

research, teaching and consulting interests are in the areas of

Strategic Management, Organisational Change and International

Business. Before entering academia, he worked in financial and

corporate strategy roles with KPMG; Jefferson Smurfit Group;

The Investment Bank of Ireland and An Post. He previously held

academic appointments in the US, Hong Kong and Singapore.

PROGRAMME OVERVIEW

The programme provides participants with the insight and understanding needed to lead organisations in a complex global business environment. The focus on strategy, innovation and change will provide the knowledge and skills needed to reach the highest level, whether that is in a commercial or public sector context. It is designed to enhance their ability to make and execute effective strategic decisions and provides deep insight into how to manage innovation and lead change. It will provide business managers and directors with a versatile, strategic toolkit to bring coherence and direction to the actions and decisions of the organisation.

WHO IS THIS PROGRAMME FOR?

• Individuals with at least 5 years’ managerial experience seeking to enhance their skills in strategy

• Senior executives seeking to enhance their skills in contributing to strategy development and innovation • Managers involved in strategic planning, implementation

or change management

• Individual contributors who are tasked with managing the strategy process

• Advisors and Management Consultants

Previous participants include executives and managers who were responsible for guiding their organisation, division, department or team through strategic change and innovation from a wide range of industries and sectors.

WHAT WILL I GET FROM THIS PROGRAMME?

Designed to equip you with the tools to assess and address the strategic challenges that face your organisation, this programme will also provide you with the knowledge to compete for senior management roles. You will learn strategies for turning resistance into cooperation and for extracting maximum benefit from new opportunities.

You will acquire improved strategic decision-making capability plus the ability to re-think strategy in the light of new economic and business realities. Programme participants will also gain an in-depth understanding of the strategic decisions they need to make to support and apply innovation in your organisation.

STRATEGY, INNOVATION

& CHANGE

Module 6: Leading Innovation and Change

This module emphasises action. Participants will develop insight and personal competence in leading the organisation through a transition to a more innovative organisation. Learning outcomes include the ability to identify the barriers and enablers of innovation in their own organisations.

PROGRAMME DETAILS

Structure

Fees

Entry Requirements

Accreditation

Successful participants will be awarded a Professional Diploma in Strategy, Innovation & Change. The qualification is accredited and awarded by UCD and is valued at 30 credits at NFQ Level 9. The diploma programme also feeds into our pathway to the MSc Business (Leadership and

MSc BUSINESS PATHWAY

“This is a stimulating and challenging

programme and is an excellent vehicle

for transferring emerging best practice

in strategy into your company’s

business operations.”

Gary Widger;

(14)

DIPLOMA IN

Targeted specifically at existing senior sales professionals

who are looking to enhance their capabilities, and

business professionals who are new to a strategic sales

or customer relationship role, this diploma recognises

the vital importance of strategic sales development

in the current business environment. Both small to

medium enterprises and larger firms will benefit from the

improved levels of customer efficiency, customer value

and customer intimacy that participants will achieve.

PROGRAMME CONTENT

Module 1: Sales Strategy and Design

This module introduces sales operations as a strategic element in a firm’s competitive toolkit. It will situate the sales force within a firm’s overall sales and marketing strategy and will address the individual components required for organisations to align their sales operations to their strategy.

Module 2: Planning High Performance Sales Operations

This module examines firms’ go-to-market strategies in more operational and tactical detail including the analysis of customers, territories, targets and sales processes. Participants will learn how to identify mechanisms and techniques to motivate sales channels and to combine internal and external sales channels into a coherent go-to-market strategy.

Module 3: Marketing and Customer Value Proposition

This module investigates how firms must develop differentiated products and services, based on sound customer insights and enhance their capability to effectively implement their strategy. It presents a compelling approach that allows suppliers to demonstrate and document superior value compared to the next best alternative from the customer’s perspective.

Module 4: Account Management:

Selling, Relationship & Negotiation Skills

This module examines the differences between transactional, consultative and enterprise selling and where each technique is most appropriately employed in sales discussions and client relationship management. Customer relationship selling and account management will be considered prominently as an approach to identify win-win solutions with potential and existing clients.

Module 5: Business Management Skills Set:

Law, Finance & Accounting

This module explores a set of skills in business management including accounting, finance and commercial law that effective sales management requires. Participants use accounting and financial information to support their decision making and receive guidance on the most relevant and current laws governing the area of sales and marketing.

FACULTY

Programme Director Prof. Susi Geiger is the Director of Research

& Innovation at UCD Business School. Educated at the University

of Mannheim, Germany, the Sorbonne Nouvelle, Paris, and Dublin

City University, Susi’s academic work investigates marketing

interfaces in both business-to-business and consumer contexts.

Her specific research interests lie in the area of

business-to-business sales and technology marketing, specifically in

healthcare markets.

PROGRAMME OVERVIEW

The programme provides sales leaders with an in-depth understanding of the theoretical concepts and the tools to manage the practical issues as they relate to the sales function. It is designed to expose participants to a broad range of business disciplines to enable them to drive a strategic sales management function within their respective organisations, enhancing both their personal and organisational effectiveness. The programme emphasis is on participant-centred action learning using a combination of real-life problems and case studies. The workshop timetable of Fridays and Saturdays has minimal impact on a busy work schedule and is accessible to a wide geographical population.

WHO IS THIS PROGRAMME FOR?

• All Managers currently responsible for leading the sales function of their organisation

• General/Commercial/Owner Managers who wish to gain a greater understanding of the revenue generating aspect of their business

• Sales professionals (with at least 5 years’ experience) who wish to advance to a supervisory role within their organisation

Previous participants include sales directors, regional managers, national account directors and a blend of newly appointed and seasoned sales managers from a wide range of industries including telecommunications, manufacturing, pharmaceutical, FMCG and Financial Services.

WHAT WILL I GET FROM THIS PROGRAMME?

Participation in this programme will equip you with the skills to make a greater contribution in the sales function as well as operating effectively at higher levels of senior management within your organisation.

Designed to enhance both the art and the science of sales and customer management, you will explore topics ranging from sales and marketing strategy and building an effective sales operation, to selling and negotiating techniques and business toolkits.

You will also gain insight into the latest management thinking in the area and will be lead through a process of putting these ideas into practice in the workplace.

SALES MANAGEMENT

Module 6: Leadership and Coaching

This module investigates the unique challenges of leading a sales force, from cultural and managerial perspectives such as motivating an often geographically dispersed sales team and how to build up virtual teams. Participants gain an in-depth understanding of the principles and techniques of coaching and mentoring as a developmental tool.

PROGRAMME DETAILS

Structure

Fees

Entry Requirements

Accreditation

Successful participants will be awarded a Professional Diploma in Sales Management. The qualification is accredited and awarded by UCD and is valued at 30 credits at NFQ Level 9. The diploma programme also feeds into our pathway to the MSc Business (Leadership and Management Practice).

MSc BUSINESS PATHWAY

(15)

26

DIPLOMA IN

Designed to address the specific opportunities

presented to the Irish food, drink and horticulture

sectors, this programme will arm you with best practice

strategies and frameworks to develop business in key

international markets. It recognises the opportunity for

employment and wealth creation within the industry

as well as the need for ongoing competitiveness.

With global economic uncertainty an ongoing concern

and retail consolidation engendering an even more

competitive marketplace, it enables you to build

your leadership capabilities for strategic growth.

FACULTY

Programme Director Prof. Damien P. McLoughlin is Anthony

C. Cunningham Professor of Marketing and Associate Dean at

UCD Smurfit School. He is also a faculty member on the Harvard

Business School Agribusiness seminar. Damien has published

more than seventy papers and a book on strategy and marketing

issues. He has previously served on the faculty of the S.C.

Johnson Graduate School of Management at Cornell University

and the Indian School of Business.

PROGRAMME OVERVIEW

UCD Smurfit School has assembled a world-class faculty to deliver the Professional Diploma in Strategic Growth (Food Industry). The modules are taught by a blended team of instructors from UCD Smurfit School, Harvard Business School, IMD Business School, Switzerland and Ivey Business School (University of Western Ontario). It provides an ideal platform for food industry professionals looking to enhance their abilities, accelerate their career, and improve the success of their company.

• Individuals with a minimum of 3 years’ professional experience, of which a minimum of 1 year has been in the food industry

• Those with management and leadership ambitions in the food and agribusiness industry

• Executives and managers seeking to enhance their ability to grow their organisation in international markets • Business owners seeking to establish a foothold and grow

business in export markets

The programme is designed particularly for those with responsibility in the areas of international marketing; business development/export sales; key account management; new product development and food production; food retailing and retail buying; farming and market research.

WHAT WILL I GET FROM THIS PROGRAMME?

Each module is specifically designed to address the challenges facing food sector managers. Participants and their employer companies gain from practical, original insights drawn from the faculty’s wide experience of the Irish and international food business industry.

You will benefit from invaluable, up-to-the-minute insights in the context of the Irish and international food business, food sector skills development, networking opportunities, and contact with like-minded managers in the food industry.

STRATEGIC GROWTH

(FOOD INDUSTRY)

PROGRAMME CONTENT

Module 1: Strategy in Global Food and Agribusiness

This module addresses the participants’ individual roles in strategy, innovation and change. Participants will develop a deeper understanding of creating and developing strategies and will achieve an increased understanding of their organisation’s culture and its fit with the overall organisational strategy.

Module 2: Strategic Growth: Creating Advantage

This module emphasises strategic decisions and actions leading to competitive advantage and profitable growth. The chosen business cases are all illustrations of turning business adversity into market opportunity using one of six ways of building competitive advantage to drive growth.

Module 3: Innovation for Growth in Food

This module provides participants with the understanding required to lead food businesses in a complex global business environment. It will provide deep insight into managing innovation and leading change. Participants will develop a versatile, strategic toolkit to give coherence and direction to the actions and decisions taken.

Module 4: Leadership Themes in Food and Agribusiness

This module is designed to provide participants with an in-depth understanding of emerging and potential strategic shifts in the global food industry. With a strong emphasis on dynamic strategy, participants will benefit by developing insights into the details of the challenges they face and how innovative organisations have been responding.

Module 5: Strategic Leadership

This module will tackle the challenge of exploring leadership through learning, how executives use it (or fail to do so) when dealing with demanding situations and making their ideas understood and accepted by followers. Through interactive discussions, case studies, videos, self-assessments and exercises, a series of initiatives will be developed that can enhance participants’ leadership positions further and explore their repertoire of responses to business situations.

PROGRAMME DETAILS

Structure

The programme is delivered over a series of 5 two or three-day workshops within a 9–month period. 100% attendance is required.

Fees

Entry Requirements

Accreditation

Successful participants will be awarded a Professional Diploma in Strategic Growth (Food Industry). The qualification is accredited and awarded by UCD and is valued at 30 credits at NFQ Level 9. The diploma programme also feeds into our pathway to the MSc Business (Leadership and

MSc BUSINESS PATHWAY

In association with

“This diploma presents an unrivalled

opportunity to link export development

with a world-class education programme.

Participants and their Irish food, drink and

horticulture companies gain significant

advantage through strategic insights that

deliver real export growth.”

Aidan Cotter; CEO, Bord Bia

“Faculty members were world class.

Their emphasis was consistently on how

to apply strategic learning to grow exports

and their delivery was exciting and

most enjoyable.”

Margaret Berry; Account Manager, Human Nutrition EMEA Region, Kerry Group

(16)

DIPLOMA IN

NEW

PROGRAMME OVERVIEW

Designed to equip managers with the knowledge, skills, tools and techniques to lead organisational change, this diploma reflects the critical need for organisational flexibility within an increasingly dynamic business environment. The programme is highly participative to ensure that the collective experience of the entire class group is harnessed. The faculty teaching on the programme will combine academic insight and practical relevance by blending an academic with an experienced practitioner to co-teach many of the modules.

• Managers who are concerned with enhancing their change management skills

• OD practitioners who want to develop deeper insight into the underlying models and frameworks of development • Those involved in strategy development who want to

augment their analytical skills with behavioural insight to assist in implementing strategy

• HR professionals who want to extend and develop their contribution beyond their functional role

PROGRAMME CONTENT

The programme consists of six modules as follows:

Module 1: Introduction to Organisation Development

This module outlines the evolution of the OD field and surfaces the key ethical considerations in designing change and development programmes. Particular attention will be focused on process consultation and the skills of the OD practitioner as well as the creation of learning and adaptive organisations.

Module 2: Diagnostic Models and Organisational Analysis

This model will address the key frameworks to assist practitioners in assessing organisational health. Specific attention will be directed at enhancing participants’ familiarity and critical reflection on the frameworks presented.

ORGANISATION RENEWAL

& TRANSFORMATION

*

Module 3: Individual Level Interventions

This module will focus on various interventions to enhance leadership and managerial impact. A series of psychometric assessment will be evaluated in this module. Participants will undergo many of the interventions, evaluate their impact and identify situations where such interventions would be useful.

Module 4: Group and Team Development Interventions

This module’s focus shifts to the group and team. Specific team-building interventions will be assessed. Attention will also be focused on group and team dynamics, conflict management, virtual teams and teaming as a process.

Module 5: Organisational Culture and Major

Systems Interventions

This module will evaluate specific case studies of major systems change in order to develop insight into the characteristics of effective change programmes.

Module 6: Leading Change Evaluation

This module focuses on the change agent, power relationships, stakeholder management, project planning and execution. In addition, a key element of the module will address the challenges of how to evaluate the effectiveness of change programmes.

Action Learning Project

Participants will be expected to work on a change initiative in an organisation.

FOR MORE INFORMATION

If you would like more information on this programme including structure, fees, dates and accreditation, please contact a member of our team on +353 1 716 8889 or

email [email protected]

MSc BUSINESS PATHWAY

*Subject t o Univ er sit y appr ov al.

The Diploma in Sales Management provides

a great opportunity to re-evaluate everything

you do as a Sales Manager. It helps confirm

the areas in which you’re performing well and

provides solutions to the areas that require

improvement, as well as delivering a greater

understanding of what behaviours are required

to achieve your business and sales goals”.

Brian McCarthy;

(17)

MSc BUSINESS &

EXECUTIVE COACHING

PATHWAY

(18)

DIPLOMA IN

With no industry-wide validating body to set standards and

guarantee consistency of product and quality, selecting

the right coach training programme can be a difficult

decision. In collaboration with PB Coaching, founder

members of the European Mentoring and Coaching

Council (EMCC), we are committed to remedying this

situation. The result of this partnership is a programme

designed to offer support in the areas of personal and

team leadership, team coaching and the development

of a coaching culture within your organisation.

FACULTY

Dr. Geoff Pelham MBACP (Snr. Accred) is Director of Post

Graduate Coaching Programmes with PB Coaching. He is

a highly experienced Coach Supervisor, Coach, Counsellor

and Psychotherapist. Geoff is particularly interested in the

education and training of people in work settings, developing

their capacities as “reflective practitioners” and facilitating

the integration of knowledge, skills and personal awareness to

enhance performance in their professional roles.

PROGRAMME OVERVIEW

The Diploma in Business and Executive Coaching is run in partnership with PB Coaching, formed in 2007, following the acquisition of Peter Bluckert Coaching. The programme is designed to meet the emerging requirements of the profession of business coaching. Reflective practice is at the heart of the programme and it is designed to encourage ‘dialogue’ between programme and professional practice. Successful completion of the programme requires 90 hours of client coaching. Assignments consistently require reflection on practice with much of the learning occurring between workshops in the application of course material to the work setting. An ethical code is available along with guidelines for supervision and standards for both coach practitioners and programme providers which should give greater peace of mind to those people looking to hire a coach or invest in their own coach training.

• Practising business coaches who want a more thorough grounding in coaching methodology and general improvement of their coaching skills

• HR Directors or Training/OD Consultants who want to expand their knowledge and skills

• Chartered Psychologists and Occupational Psychologists

specialising in assessment/development who want to enhance their coaching capacity

• Line Managers who want to coach more effectively as part of their management and leadership style

• Retiring executives who wish to add Executive Coaching to their portfolio of consultancy activities or to make it their main offering

• Aspiring coaches from a related professional background such as counselling, psychotherapy, teaching, business psychology etc.

WHAT WILL I GET FROM THIS PROGRAMME?

Whether you are an established or aspiring coach, this programme will provide you with the competencies to deliver coaching to senior leaders in organisations. You will be able to contract appropriately with organisations, address questions of assessment and evaluation and work effectively with the psychological dimension of coaching.

Through a process of practice and feedback from tutors, peers and supervisors you will develop a range of coaching skills and an understanding of coaching cultures in organisations. Coaching supervision is built into the programme with the provision of 1:1 supervision between workshops to support ongoing learning and professional development.

BUSINESS &

EXECUTIVE COACHING

PROGRAMME CONTENT

The programme comprises of two key areas, ‘The Theory and Practice of Business and Executive Coaching’ and ‘The Practice of Business and Executive Coaching in the Workplace’. It is delivered over six modules.

Module 1: Getting Started

This module addresses key areas including definitions of coaching, coaching principles, spectrum of coaching skills, the GROW model, coaching supervision and getting started with a client. At each module, participants work in small groups rotating around the roles of coach, coachee and observer.

Module 2: The Psychological Dimension of Coaching

This module addresses key areas including the psychological dimension of coaching; the four dimensions of a coaching session: anxiety, threat, self-protection, self and relationship management; the Gestalt approach; emotional intelligence and group supervision.

Module 3: Creative Approaches to Coaching

This module provides participants with an understanding of the creative approaches to coaching and covers key areas such as identifying your coaching agenda, coach practice, group supervision and coaching demonstrations.

Module 4: The Process of Change

This module examines the process of change and addresses key areas such as the Prochaska model of Change, the Cycle of Experience, Immunity to Change, group supervision and coach practice.

Module 5: Coaching and Leadership

This module explores the key area of coaching and leadership. It is designed to provide participants with an understanding of authentic leadership.

Module 6: Coaching in Organisations

This module is designed to provide participants with an in- depth understanding of the organisational aspects of coaching. It covers topics such as the organisation as a system; Gestalt and ‘field’; the coachee in their system and the participants’ personal journey on the programme.

PROGRAMME DETAILS

Structure

The Diploma is a 1-year, part-time programme delivered over a series of 6 three or two-day workshops. This provides the equivalent of 100 training hours. The first day of each three- day workshop tends to concentrate on theoretical input while the second and third days are more practical, with participants working in small groups alternating the roles of coach, coachee and observer. The two-day workshops focus on practice and group supervision of client work.

Fees

Entry Requirements

While a primary degree would be beneficial, consideration will be given to applicants who do not hold such a qualification. As the programme is hands-on, participants will be expected to have experience of or exposure to the field of staff development and performance enhancement.

Accreditation

Successful participants will be awarded a Professional Diploma in Business & Executive Coaching. The qualification is accredited and awarded by UCD and is valued at 30 credits at NFQ Level 9. The diploma programme also feeds into our pathway to the MSc Business & Executive Coaching.

MSc COACHING PATHWAY

(19)

34

35

DIPLOMA IN

This diploma is designed for executive coaches who recognise

a need to gain more knowledge and skill in the psychological

and emotional dimensions of coaching issues, as well as

finding new and deeper ways to understand and work with

clients. In our view it is both unnecessary and unrealistic to

expect business coaches to undertake lengthy psychological

training as part of their overall development. Therefore,

in collaboration with PB Coaching, we have designed this

programme to provide key psychological theory and practice

for coaching practitioners built around what is increasingly

called ‘The Psychological Dimension of Coaching’.

FACULTY

Jenny Stacey is Associate Programme Director at UCD and

an Associate of PB Coaching. She is a highly experienced

Coach, Supervisor and Lecturer. She is a registered Gestalt

Psychotherapist and uses her experience in the creative arts,

metaphor and body work as part of her work as a coach. Jenny is

particularly interested in looking at patterns of behaviour, raising

awareness of choices and implementing change.

PROGRAMME OVERVIEW

Run in partnership with PB Coaching, the Diploma in Advanced Business and Executive Coaching provides the theory, skills and both the personal and professional development required for you to address the psychological aspect of the coachee’s agenda. Participants will critically evaluate key theories and concepts and address best ethical practice.

There is a strong focus on coach practice sessions with a psychological focus, including regular opportunities for observed coach practice, with feedback from peers and tutors. It entails completion of three modules, namely The Theory of Business Coaching Psychology, The Practice of Business Coaching Psychology and The Personal and Professional Development of the Business Coach.

WHO IS THIS PROGRAMME FOR?

• Practising business coaches who want to develop their theoretical understanding of, and capability to work with, the psychological aspects of coaching

• HR Directors/Training/OD Consultants, with a coaching background, who want to expand their knowledge and skills in the psychological aspects of coaching

• Line Managers with coaching backgrounds, who wish to enhance their capacity to work with the psychological aspects of coaching

• Retiring executives who have a coaching background and wish to expand their portfolio of consultancy by working with the psychological aspects of coaching

WHAT WILL I GET FROM THIS PROGRAMME?

The programme will provide you with the theory, skills and the personal and professional development required to address the psychological aspect of the coachee’s agenda. Through the programme, you will critically evaluate key theories and concepts and address best ethical practice. It also addresses your personal development needs as a coach.

ADVANCED BUSINESS

& EXECUTIVE COACHING

PROGRAMME CONTENT

The programme is delivered over a series of six

workshops. Key themes include:

• The psychological dimensions to coaching and

psychological mindedness: focusing on the psychological aspects of coachees’ agendas and the personal/ professional qualities required of a coach • Mapping the field of psychological theories and

approaches: critically evaluating a range of psychological theories relevant to coaching • The Person-Centered approach: the importance of

the coaching relationship and the “core conditions” of empathy, congruence and unconditional positive regard • The Psychodynamic approach: unconscious processes

in coaching, including transference and psychological defences

• The Gestalt approach: the importance of awareness, the here-and-now, the “Cycle of Awareness” and strategic and intimate interventions

• Cognitive and Behavioural approaches: identifying and working with coachees’ patterns of thinking and behaving • Positive Psychology and the Strengths approach: exploring

the key ideas of these contemporary theories and their application to coaching

• The “Use of Self” in coaching: theoretical background and practical application to coaching

• Creative approaches to coaching: bringing creativity into coaching, including working with image, metaphor, drawing, movement and dramatic enactment

• Supervision of coaching work

PROGRAMME DETAILS

Structure

The programme is delivered over a series of 6 two-day workshops within a 10–month period. 100% attendance is required.

Fees

Entry Requirements

Participants should hold a primary degree and have completed the UCD Diploma in Business & Executive Coaching or another accredited Business Coaching programme. Consideration will also be given to applicants who do not fully meet this requirement but have substantial experience in business coaching.

Accreditation

Successful participants will be awarded a Professional Diploma in Advanced Business & Executive Coaching. The qualification is accredited and awarded by UCD and is valued at 30 credits at NFQ Level 9. The diploma programme also feeds into our pathway to the MSc Business & Executive Coaching.

MSc COACHING PATHWAY

“This programme was superb; it gave

me a stronger understanding of the

power and potential of coaching. The

interactive learning approach opened

up many more insights, both personally

and professionally. Overall, the diploma

significantly increased my coaching

capability.”

(20)