Programs

SSE corporate programs

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Corporate programs

OUR STUDY SYSTEM
VALUE OF STUDIES TO THE COMPANY
DEVELOPMENT PRINCIPLES

Корпоративные или кастомизированные программы (КП) – одно из трёх направлений деятельности Стокгольмской Школы Экономики в России. В отличие от пCorporate or Customized Programs (CP) is one of the three core activities of the Stockholm School of Economics in Russia. In comparison with Executive MBA programs and open programs, each course for a corporate client is developed individually.

Based on your goals and corporate culture, we select the right courses for you to program, adjust their proportions in the schedule and depth of immersion, a system of progress control and feedback options for each participant.

OUR STUDY SYSTEM

We follow the Swedish education system, which is ranked the 5th in quality in the world for 2020* and is based on:

  • Interactive format

You can't expect from a lecturer a complete immersion into your company’s specific processes. Their role is mainly to introduce new work and thinking principles to participants. The connection between theory and case studies and the actual practice of your company is achieved through an ongoing dialogue in the classroom. It involves not only exchanging opinions, but also using real-life examples of participants to solidify knowledge through specific situations.

  • Equity of participants in the study process

There are no supervisors or managers in the study room. The main principle is respect for each other and willingness to accept everyone’s right to have their own opinion. Thanks to this approach, participants become more open-minded, behave more actively and are encouraged to engage in lively discussions.

  • Teamwork

Feedback from the manager or tutor is often subconsciously perceived by people as rebuke or reprimand. The person becomes protective, trying to defend their point of view, and no longer hears the arguments of the interlocutor. In a team, equal partner’s comments are perceived as encouragement and therefore carry a strong educational component. Knowledge acquisition in a team with support from other participants is much more effective. At the same time, teamwork forms common culture, bringing people closer together even more.

  • Priority of result over personal emotions

In day-to-day work, there often exists a kind of hidden sabotage because of an internal resistance to working with specific people, especially in situations where personal responsibility for the outcome is negligible or absent. Collaborative task solving in small groups, when there are strict time limits, a clear understanding of the expected result, and a healthy competition with other teams, teaches the participants to focus primarily on achieving the goal. By mixing up teams and repeating situations with task preparation, participants learn the habit of achieving results with available resources.

  • Lecturer as a moderator

The hierarchical system encourages people to answer to the question "what is right from the boss's point of view?" above all else. This greatly impedes their own initiative and forces employees to look primarily for ways to protect themselves in case of the unfavorable outcome. As a result, organizations stagnate, while every decision is made at the top. When the lecturer works as a moderator, using the team approach, it forces the participants of the program to look for answers on their own, to get involved in discussions and to defend their point of view.

  • Focus on the system of evidence, not just the correct answer.

This approach is closely linked to the previous one. Often decisions are made automatically on the basis of previous experience. At the same time, employees often forget that the business situation is constantly changing and the once correct data may become outdated. That's why a participant's answer to a question is not considered correct if there are no proven facts and clear convincing logic throughout the answer.

*Source: ceoworld.biz

VALUE OF STUDIES TO THE COMPANY

The most difficult thing for any company is the organization of group study process for the managers on different levels. These are experienced people who have taken many courses and achieved plenty of success. We know and understand this because all our programs are designed for these exact people. In designing each course, we first and foremost believe that we need to convince smart people to study, to make them interested in learning. This is why we use our own principles of program development.

DEVELOPMENT PRINCIPLES

Человек перестаёт слушать собеседника, если не слышит ничего нового или интересного для себя. У профессионалов своего дела добавляется ещё один немWe cease listening to another person when we do not hear anything new or interesting for ourselves. Professionals have another important consideration – whether it is possible to apply what they hear to their work. Another frequently encountered obstacle to learning new material is the inner conviction that theory and information about other industries are useless.
This explains the skepticism with which the audience meet the lecturers. One can predict a usual negative reaction to any course, enhanced by the feeling that instead of a course they could be doing several other, more important things.

Principle 1. Practical benefit  >>>

Principle 2. Complex approach  >>>

Principle 3. New information  >>>

Principle 4. Feedback  >>>

Principle 5. Real result  >>>

How can we address your particular needs? You can find more information about the programs here >>>

  • For questions related to programs of the Stockholm School of Economics, please contact Vsevolod Krylov, the Head of Corporate Programs Unit

  • Vsevolod Krylov