ÁLVARO GONZÁLEZ-ALORDA 2012 PROGRAMSPROFESSOR ·∙ CONSULTANT ·∙ SPEAKER ·∙ COACH “ THE QUALITY OF YOUR LEADERSHIP DEPENDS ON THE QUALITY OF YOUR CONVERSATIONSCONTACT:email@example.com+34 626359086www.thetalkingmanager.com ”
TOPICS EXPERIENCE ÁLVARO GONZÁLEZ-ALORDA He has taught at:• Innovation ISEM Fashion Business School / IE Business PROFESSOR• Change Management School / EOI / Fundesem / NovaCaixaGalicia /• Leadership SPEAKER Cajasol / IEEM (Uruguay) / IAE (Argentina) / ADEN• Redesigning Business Models (Argentina) / INALDE (Colombia) / EIAG (Bolivia) / CONSULTANT• Marketing and Clienting COACH IEE (Costa Rica) / BARNA (Dominican Republic)• Retail AUTHOR He has collaborated with:BOOKS &Samhoud (Holanda) / Abc-Din (Chile) / ACEF (Colombia) / Agora (Nicaragua) / Alta Gerencia (Colombia and Venezuela) / America Empresarial (Colombia) / Antad (México) / Amadeus / Balneario de Archena / Banco Credicoop (Argentina) / Biomet Spain / Cámara de Comercio de El Salvador / Cámara Comercio de Bogotá / Centro Metropolitano de Diseño de Buenos Aires / Hospital Juan Canalejo / Conway / Álvaro González-Alorda is a professor of Dehesa de Montenmedio / Doblecero / Edesa Innovation at ISEM Fashion Business School, an (Ecuador) / El Corte Inglés / Endesa / eresMas / associate professor at Instituto de Empresa and Essilor / Eurogap / Everis / Fagor / Federación Textil a visiting professor in some other business Sedera / Fenalco (Colombia) / Globalpraxis / Grupo schools in Spain and America. He studied at theHis latest presentation, based on his new book, Eulen / Gas Natural Fenosa / Grupo Avita (Panama) / University of Navarra and at IESE BusinessThe Talking Manager: Grupo Ventura / Gunitec / GyT Continental School, and completed a period of research at (Guatemala) / Hospital San Vicente (Colombia) / Harvard Business School. He is a specialist in Hotel Los Monteros / Ifema / Indra / Intercontinental innovation and in the transformation of Hotels Group (Mexico) / Junta de Andalucía / Lolita companies. He has collaborated with more than (Uruguay) / Madrid Excelente / Mahou-San Miguel / 90 companies in 20 countries. In addition to his Media Planning / Mindcode (Colombia) / Pfizer lecturing, he works as a facilitator for (Chile) / Premex (Colombia) / Prosegur / Prosein management teams, as an international speaker (Venezuela) / Puig España /Seminarium (Peru) / SHA and as a coach for managers. He is the author Wellness Clinic / Sun Microsystems / Swarovski / of the book Los próximos 30 años (Alienta, Tecnocom / Tecnopor (Bolivia) / UFI (France) / Viajes 2010) and The Talking Manager (Alienta 2011). He Plenia / Vincci Hoteles / Young Presidents speakes Spanish and English. Organization / Zaimella (Ecuador) / (among others)
COLLABORATION INNOVATION PROGRAM “ ” INTRODUCTION: DISRUPTIVE INNOVATION REQUIRES A NEW Traditionally, the science of Management hasn’t paid much attention to collaboration, since in MODEL OF MANAGEMENT AND LEADERSHIP growing and stable markets strategic priorities usually focus on efficiency, implementation, cost controls, financial engineering, STRATEGIC PERSPECTIVE commercialization and growth.Nowadays, there is a constant wave of changes >> Global trends that are changing the rules ofin technology and in consummer demand that is the game. But in unstable markets, sustainablemaking many business models obsolete. And >> Business models for disruptive innovation. innovation is mandatory. And this requiresthe greatest opportunities for growth are >> Marketing and commercial strategies for less hierarchical organizations, 360ºpresented by disruptive business models for disruptive products and services. collaboration led by middle management,the new middle class in emerging markets. lateral processes that address the lack of coordination among departments and a LEADERSHIP & COLLABORATION CULTURE leadership style that unleashes the talent of each member of the team.In the current context, to be a good manager is >> Lowering the center of gravity, redesigning jobnot enough. Today it’s crucial to develop three descriptions and creating lateral coordination. KEY TAKE AWAY:essential capabilities: transforming >> Middle management leading the transformation.organizations and business models, restoring >> Five key skills for innovation: associate, ask, Keys and methodology to launch a new growth based on innovation by transforming thedamaged relationships and arousing the observe, experiment and connect.enthusiasm of the team. organization with a 360º collaboration. WHO SHOULD ATTEND: METHODOLOGY FOR TRANSFORMATION Companies and management teams who wantQuiet often, a short term management focus >> Integrating innovation into top management’s innovation to become part of theirburies the innovation initiatives that many agenda. organizations’ DNA.companies try to develop. Therefore, >> Processes to feed strategy with employees’organizations need to have discipline and follow ideas. PROGRAM FORMAT:a clear methodology for innovation projects to >> Tools and keys to achieving a disciplined Can be delivered as: workshop (2 days),move at the pace that markets demand. implementation. seminar (1 day) or presentation (1-2 hours).
PRESENTATION OUTLINE THE EPIDEMIC OF WRITTEN MESSAGESMANAGER OR TALKING MANAGERCOMING DOWN FROM THE IVORY TOWERVISUAL ENGAGEMENT AT MEETINGSLOWERING THE CENTER OF GRAVITYREDESIGNING JOB DESCRIPTIONSAROUSING ENTHUSIASMFEEDING THE STRATEGY WITH EMPLOYEES’ IDEASCOLLABORATION 360RESTORING DAMAGED RELATIONSHIPSHIGH IMPACT CONVERSATIONSHOW TO IMPROVE THE LINE OF ARGUMENTHOW TO IMPROVE EMPATHYCHANGING PEOPLE
“ ”AN INSPIRATIONAL PRESENTATION THAT WILL RESHAPE THE WAY YOU LEAD PEOPLE MONICA ZERPA ·∙ COUNTRY MANAGER PFIZER CHILE
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