Managing Business Development DBD Program presentation
The answer to the challenges of the evolving world can be learning ways to manage the development of your company. The BA (business administration) model is gradually losing its position, as managers are increasingly in need of a different content model: from a system point of view, this is not a need to manage negative feedback loop between performance and goals, but a positive one. The new business development model is based on systems thinking, using the techniques of which managers can quickly find the key causes of current undesirable phenomena in their enterprises, develop a vision of the future state of the organization and its business units, find non-standard effective solutions to overcome problems and achieve goals, resolve conflicts without compromises and losses, and solve complex problems in any areas of corporate life.
The DBD Program combines key elements of modern approaches to managing business development and entrepreneurial initiatives. The program examines models for solving problems based on system regularities in conditions of limited available resources, emphasizes modern tools for managing the corporate innovation process, as well as Agile flexible management models that are increasingly used in various industries beyond IT.
The sections of the doctoral course consider techniques and tools of design thinking that can be used not only for developing and bringing new products and services to market, but also for designing strategic solutions. In the global economy, dispersed (or virtual) teams are created to solve many tasks. Their members can be located in different time zones and belong to different corporate and national cultures. Both development and implementation of global projects often requires skillful work of virtual teams, so the doctoral course provides a detailed study of the specific issues of managing dispersed teams.
Managing Business Development program content
Who is DBD designed for
Leaders of modern business who are focused on long-term sustainable growth of their enterprises in a constantly changing environment as well as highly qualified managers, young ambitious professionals who have already achieved significant success in business development, who have substantial experience in launching and supporting successful projects and who are prone to exploring new strategies and tools for business growth and development, who want to multiply their achievements, and intend to continue their careers as top managers or consultants and who want to get a reputable status of DBD.
Unit 1: The Concept of Systems Thinking
What is systems thinking? History of systems thinking. The emergence of systems properties. Simple and complex systems. Stability and the principle of the lever. Feedback loop. Amplifying and balancing feedbacks. Proactive feedback. The construction of mental models. Kanizsa Triangle. Hering Illusion. Checking mental models. The factor of time. Limiting mental models. Mental models as the point of application of the lever. Learning as a feedback loop. Spatial, horizontal, vertical, and multidimensional thinking. Experience and pattern. Rules for building system models. Advantages of systems thinking.
Unit 2: Systems Thinking in Corporate Practice
Resource constraints. External and internal restrictions. Drifting targets. The tragedy of collective use systems. Solving problems based on system regularities. Tools of systems thinking. The problem of the back office. Cyclical causality diagrams. Free links, boundaries, and real systems. Vicious circles and circles of prosperity. The implicit and explicit free units. Setting of objectives and selection of targets. Teamwork and leadership. Outsourcing, partnership, and border conflict. Leverage, results, and strategy. The overall business model. Acceleration of systems thinking. Systems dynamics. Modeling of systems dynamics. Simulation of the growth of the business.
Unit 3: Innovation Management
Innovation from a managerial point of view. Myths about innovation. Innovative organization. Corporate competence innovativeness. Corporate innovation management system. Innovative potential of the staff. Five phases of the idea management system. Innovative initiatives. Managing innovation in new products. Stages of the Stage-Gate process. Decision points in Stage-Gate process. Key success factors in the new product development process. Management evaluation and selection of innovation projects. Managing a portfolio of new products. Models for commercialization of innovations. Innovation metrics. Creation of innovative organizational culture. Leadership in the innovation process.
Unit 4: Agile
Flexible project management as a tool for improving the value proposition for the customer. Opportunities to use Agile methodology for project management in various business sectors. Advantages and difficulties of using Agile for project management in non-IT business sectors. Opportunities of Agile in increasing the efficiency of the development process and achieving project goals. Motives and factors for successful Agile transformation of the company. Opportunities for applying Agile methodology in automotive R&D process. Advantages and difficulties of Agile transformation for ICT companies.
Unit 5: Design Thinking
Design thinking: basic principles and characteristics. Key values and resources of the design thinking concept. Design thinking as part of the process of developing new products and services. Application of design thinking to solve management problems. Design thinking model as a tool for business growth and development. Empathy as one of the key elements of the design thinking process. The tools of design thinking to corporate innovation processes. Integration of the design thinking process into the stages of the innovation cycle for designing complex solutions. Cognitive processes in design thinking and key competencies of project team members working on the design thinking model. Turning design thinking into a working tool for the company. Competence model for the design thinking process. Influence of cultural differences on the formation of an effective design thinking team.
Unit 6: Managing Startup
The five most important steps an entrepreneur should take. The positioning of the enterprise. Preparing a presentation. Drawing up a business plan. Focus on cash flow. Recruitment of employees. Attracting investors. Building a partnership. Brand creation. Effective business.
Unit 7: Corporate Venture Funds
Features of corporate venture funds and their differences from independent venture funds. Corporate venture investment models. Requirements for the sustainability of a corporate venture fund. Forms of organization of corporate venture funds. Corporate venture capital investment market. The successful practice of corporate venture capital investments. The work of the corporate funds Intel Capital and Samsung Ventures. Projects selection criteria. Key factors that make startups attractive to investors.
Unit 8: Managing Virtual Teams
Virtual teams as a new form of work in the global economy. General principles for managing virtual teams. Organizational tools for effective team interaction. Building the competencies of an effective team leader working in the open innovation format. Key success factors for virtual teams. Knowledge exchange and common understanding of the initial task as factors of successful work. Organization of effective information & knowledge sharing. Risk management for virtual teams. Managing conflicts in virtual teams. Calculation of profitability indicators. Systems of rewards and incentives. Leadership models in virtual teams. Key elements of the development process of global virtual teams.
DBD Program Advantages
The world's first distant doctorate program DBD (Doctor of Business Development)
Program materials focused on current management practice prepared by business professionals and experts of the British Business Academy (BBA UK)
Constant personal tutor support in the development of the program anywhere in the world
Intensive training on a flexible individual schedule within one year
PROGRAMME'S TARGET AUDIENCE
Managers responsible for the organization and development of digital business areas and digital transformation;
Heads of departments for the development of digital products and product lines;
Owners and directors of small, medium and large enterprises of the digital economy;
Heads of departments of government and non-profit organizations.
ADMISSION AND DURATION OF TRAINING
Start of training: every month starting from the 1st of the month.
The duration of the programme is 9 months (3 semesters).
Diploma of DBD by Singapore Academy of Corporate Management;
The Academy Qualification Certificate confirming one of the levels: Professional / Expert / Master / Specialist (based on the results of passed qualification tests);
Qualification Certificate of DBD issued by European Economic Committee according to EU-NQF standard;
European Register of Governors Certificate which confirms position in the ranking and professional qualification of DBD.
IN THE TRAINING PROGRAMME
Access to the course materials in Russian and English in digital format through a personal account;
Consultations of a personal tutor throughout the entire training period (Skype, Telegram, E-mail);
Access to the electronic library of the academy;
Access to the qualification exam;
Access to the Academy video channel.
COST OF EDUCATION
Total Tuition Fee: 27,000 GB Pounds
Training Cost with Eurocommittee grant: 6,000 GB Pounds