Our programs

We live in a very competitive market environment. Not only large business schools, but also training centers and just individual speakers offer corporate programs to companies. And yet, we still exist. Why?

1. We do not chase quantity

Developing a quality program takes more than one month. The easiest thing to do is to choose the lecturers. It is much more difficult to absorb the task, understand the final goal and determine the expected result.

AstraZeneca faced the fact that its brand managers began to offer fewer new ideas. Several meetings with the management let us find out that the employees had been too focused on pharmaceuticals, where everything had been clear and predictable. Thus, the program about brand promotion was born, but with examples from other industries. The analysis of the case of the Indian electric car Mahindra e2o shook the pharmacists up and brought them a new look at their own approaches.

2. We develop platform for quality growth

It is a typical situation when a customer is offered to construct a program from existing standard blocks. They can be shuffled like Lego creating a sense of a customized program. Lector's charisma also plays a huge role, but even it doesn't help much, if only emotions, even if strictly positive ones, remain at the end.

The Bank OTKRITIE was at a time of rapid growth and simultaneous increase of pressure from other market participants. How could branch managers be helped in such a situation? One dynamic discussion of the request with the top managers - and there came the program designed to help objectively estimate the prospects of each region, choose "your" client and adapt the bank strategy for every branch. The result was a number of specific development projects for different regions.

3. We develop platform for quality growth

Peter Drucker’s quote “the culture eats strategy for breakfast” is well known. In our opinion, culture is only one part of success. The second part is the general level of employees and their ability to coordinate and agree with each other. But if culture is formed over the years, the basic knowledge and skills can be developed much faster.

The Russian Railways management came to the understanding of the importance of this factor about 10 years ago. That's when a one-year MBA program for the personnel reserve was developed. We have released 8 sets of 30 people each, thus forming a solid base for further positive reforms in the Russian Railways. These people have not only grown professionally themselves, but also pulled their subordinates, causing a wave of qualitative changes in the company.

4. We improve the quality of management decisions

Most managers slow down in their development at some point, as day-to-day tasks and problems eat up all of their time. Of course, they do not stop reading books, listening to webinars and even attend some courses. Fragmented information, as a rule, can still supplement their professional experience, but most decisions at this point are already made out of habit.

Such blindness had a negative impact on the production processes of PJSC "MMK". Conversations with the company's representatives helped us to outline the problem areas - the employees lacked a wider perspective. Decisions were made often in the interests of only one department with complete disregard for the rest. The program created by the Stockholm School of Economics in Russia was aimed at developing a "helicopter" view, which would take into account both financial and industrial aspects, as well as the overall value of management solutions at the bottom level for the company as a whole. One of the top managers characterized the results of the training as follows: "These Stockholm people will always find a solution".

5. We train team players

It often happens that the manager sees far beyond their employees. They tend to be more insightful and detailed in the reasoning their decisions are based on.

This happened in M.Video-Eldorado, where top management launched the idea of omnichannel, i.e. integration of separate channels of communication with clients into the united system. It turned out that even high-level managers were not ready for such a fundamental change: too many new things had to be launched. Thus, a program dedicated to digitalization and process transformation, combining specially designed business simulations, presentations by practicing specialists and international experts, was created.

The programs duration is discussed and agreed upon with the customer in advance.
As a rule, long-term programs are aimed at changing the way of thinking and behavior of employees.
Short programs help to find the right solution for a specific issue.

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