This document discusses key issues and trends that businesses will face in the future. It outlines that business models will change dramatically, people management will be one of the greatest challenges, and human resources will be fundamentally transformed. The program aims to help participants understand winning business models of the future, how to implement necessary change management processes, and develop a role model for leading change. It will provide insights into future trends shaping industries and services. The benefits include proficiency on scenarios, trends, and practical ways to advance while taking advantage of changes.

1. W
Which Futu ures and Laandscapes
s lie ahead
d
What
t are the Best in Clas
ss Compan
nies Doingg
How t
to Change
e to be Fit f
for Future
e
Take It
t In Action
n
Fit Fo Futu
or F ure
v1.2013
STRATEGIC ALIGNEMENT & CHAN GE
Concept by
y Jacopo Nicelli
Outline
Understanding what busi iness leaders are concerne ed about in thhis changing w world, was on ne of the key y prompts for r
carrying out this program
mme. The suc ccessful playe in this hig
ers ghly fast mov
ving world wiill be those who ask more
w e
substantial q
questions of ttheir business model and truly embrac the dynam of the ne market. The successful
s ce mics ew l
companies w will be those w who excel at mmanaging unc certainty in a
a diverse, fast and agile mmanner and ar re committed d
to delivering long‐term sustainable value by no only focusing on grow but also on impleme
ot wth enting robust t
operating an nd financial models.
Business mo odels will cha ange dramatic cally
Large corpor rates become e mini‐states a
and take on a more powerf ful role across
s society. Spec cialisation trig ggers the rise
e
of collaborattive networks. The environmental agend da forces funddamental changes to busin ess strategy
People management will present one e of the greattest business challenges
The boundar ry between w
work and home life further f fraying, as co
ompanies assu ume greater r responsibility
for the social
l
welfare of thheir employee
es
The need to implement rigorous people measureme ent techniques to monitor p productivity a
and performance
The rise in im
mportance of social capital
and relations
ships as the dr
rivers of busin
ness success
Human reso ources will be fundamenta ally transform
med
Adopting a p
proactive, straategic focus, HR will becomme the heart of the organisation—takin ng on a new, wider people
e
remit and inf
fluencing man ny other aspects of the bus siness
HR will become the driver r of the corporate social ressponsibility ag
genda within the organisat tion
The functionn will be seen as transactional and almos st entirely out
tsourced. In this scenario, H
HR will exist in a new form
m
outside the o
organisation, while in‐hous se HR will be p
predominantly focused on people‐sourccing
Elements
The challengging context a and the corporate strategy forces a new way to work, new cross co onnections, neew flows,
new constrains, new oppo ortunities
What are thee most common issues part ticipants mee ay work when facing the ch
et in day by da hange?
Sharing a conceptual fram mework enabling to read an nd understand d different kinnds of organiz
zational chang ges and the
pes of resistan
different typ nces to change e
Understanding and spellin ng out the imp pact of the chhange on peop ple
How to mobilize your peo ople to own an nd accelerate the change and how to em mbed it into th
he overall strategy
How to take into account how your own and your sta akeholder’s ri
isks will influe
ence the scenaarios
Future Globaal Trends that t will shape industrial and s
service landscapes
What clientss are starting t
to want and decide?
Do you know w their sentim
ments, what th hey are talkingg about and are you decidin ng accordingl y?

2. Aims
Take more consciousness of the increasing complex xity of the toughest challenges of the pre esent times
Overview the e winning bus siness models s of the future
e and understa and how to coomply
Understand t that the differentiation is t
the essence of f strategy, thee prime sourc
ce of competit tive advantagge and how to
o
implement the required change manag gement proce esses and best t practices
Building the emotional annd rational casse for change and to under rstand the pot s of change
tential pit falls
Develop a “RRole Modelling g” to support the Leadershhip Team to w work on the immplementation n of change
In depth refle
ection on mos st forces whicch will shape i ndustrial and service environment
Participan
nts
HR, R&D, Sa
ales & Marketi
ing, IT, CSR &
& Legal, Opera
ations & Manu
ufacturing Ma
anagers, Learn
ning & Develo
opment
Spirit of th
he Program
mme
Sensing, thinnking and doing departing from usual an
nd traditional
ways
Integrated, U
Unified, Real l
life based, Exp
periential, Dy
ynamic and Innovative
Reflection, C
Coaching, Too ol supported aand Network B Based Quick W
Win Action Plans
Benefits
Proficiency o
on scenarios, t
trends and practical ways t to go forward and take adv
vantage
Take stock frrom what sepparates the beest from the re est
Give meanin ng and value too the burgeonning complex ity
Enhance visibility on how transform annd not be tran sformed
Understand why and whic ch changes are required an d how the business will be impacted
adiness criteria and plan accordingly
Establish rea
How to be ah head of business discontinuuities, blurring
g industry boundaries and
offering defin
nitions.
Develop awa areness on value co‐creatioon
Amplify wea ak or unknown n signals
YOU NEE D TO
KNO
OW WH IS HA
HAT I APPEN
NING
Soc
cial Media Big&
&Complex Data
HR
Risks
B
Business
Models
Sust
tainability
Ma
anufacturin
ng
Retail
Networ
rking Crowdsou
urcing
Value Chain Innov
vation
M
MISS FOR A AIR A D YO U
IT F A HA AND
WI MISS FOR
ILL M S IT F MIL ES