The Progressive Management Programme (PMP) is a leadership development program for executives in the consumer goods industry presented by the International Commerce Institute. The program consists of 4 modules held over 2011 at top business schools in London, Philadelphia, Germany, and France. Each module focuses on a key business topic through sessions led by academics and industry leaders, simulations, field trips and group exercises. The goal is to enable participants to gain new perspectives on challenges facing the industry and confidently develop innovative strategies.
Progressive Management Program by ECR Europe Brochure 2010ECR Community
Progressive Management Program by ECR Europe Brochure 2010
- Understanding Consumers at London Business School
- Generating Demand at The Wharton School
- Executing Supply at WHU
- Leading Change at INSEAD
Progressive Management Program by ECR Europe Brochure 2010ECR Community
Progressive Management Program by ECR Europe Brochure 2010
- Understanding Consumers at London Business School
- Generating Demand at The Wharton School
- Executing Supply at WHU
- Leading Change at INSEAD
This presentation explores some of the underlying issues responsible for declining pharma R&D productivity, and provides a new, fully integrated approach to reverse this trend by navigating R&D projects and portfolios through the risk-return landscape in real time.
A case study demonstrates how this system can be used in practice to improve the risk-return profile of a Phase 2 development project according to risk appetite.
This presentation focuses on R&D in the pharmaceutical industry, however the approach can be used to manage and optimize the risk-return profile of any business asset at any stage of its lifecycle, at any level, in any industry.
This presentation explores some of the underlying issues responsible for declining pharma R&D productivity, and provides a new, fully integrated approach to reverse this trend by navigating R&D projects and portfolios through the risk-return landscape in real time.
A case study demonstrates how this system can be used in practice to improve the risk-return profile of a Phase 2 development project according to risk appetite.
This presentation focuses on R&D in the pharmaceutical industry, however the approach can be used to manage and optimize the risk-return profile of any business asset at any stage of its lifecycle, at any level, in any industry.
Ipma Estratégia de Produtos e Serviços até 2022IPMA BRASIL
A IPMA está orgulhosa do trabalho que realizou nos últimos 54
anos e planeja aumentar o avanço em gestão de projetos para o futuro. Atualizamos nossos planos estratégicos para incorporar melhor pensamento de nossos clientes, membros, diretorias, parceiros, equipe e outras partes interessadas.
This is the short version of the MaFI 2013 Work Plan. If you do not have much time to read the details, here’s a summary of objectives and modules:
Objectives:
- To continue influencing the principles, rules and practices of international development to promote facilitation approaches in inclusive market development using the MaFI-festo as a general guideline.
- To further the practice and thinking of inclusive market development facilitation through a systematic process of learning and action-research between market facilitators and M&E and complexity experts, mainly through the Complexity Dialogues and the Systemic M&E Initiative.
- To produce knowledge products based on MaFI’s learning agenda and processes (e.g. online discussions, webinars and in-person meetings) that inform and build the capacity of field practitioners and are relevant and interesting to other decision-makers such as donors and lead firms.
- To promote in-person interactions and local-global dialogue, learning and coordination through formal and informal initiatives such as Local Learning Groups, MaFI Ambassadors, workshops and conferences.
- To continue improving the efficiency and effectiveness of MaFI’s back-end operations (e.g. guidance to members, processing and selection of requests to join, MaFI introductions, selection of Top Influencer of the Month, etc.)
Modules:
- M&E of MaFI: To build better theories of change and indicators to monitor how learning and collaboration processes change in MaFI and to assess MaFI’s impacts on its members
- MaFI “Instructions Manual”: To codify the operational principles and the lessons learned by the facilitator of MaFI since its beginnings in 2007-8 and to provide tips and instructions about how to manage the back-end processes that keep MaFI running efficiently.
- Systemic M&E, Phase II: To illustrate the practical application, implications and impacts of the principles proposed in the Systemic M&E synthesis document in the context of inclusive market development initiatives.
- Complexity Dialogues: To build a learning agenda that will help MaFI to interact in a more systematic way with complexity experts to improve the application of complexity science in inclusive market development practice and policy-making.
- Capacity Building: To build global convergence and consensus around the basic skills and attitudes that effective and efficient facilitators of inclusive market development initiatives should have.
- Knowledge Production System: To convert the best discussions ever produced by MaFI into knowledge products that are easy to read and can reach large numbers of practitioners globally, both for information and training purposes.
- Local Learning and collaboration: To promote locally contextualised learning and collaboration between key development actors such as field practitioners, policy-makers and donors around issues related to facilitation of inclusive market development
Advanced Product Management & Marketing Workshop in AmsterdamPinkesh Shah
Adaptive's Advanced Product Management & Marketing Workshop is one of its kind workshop designed for Product Professionals - Product Managers, Agile Product Owners, Business Leaders, R&D Leaders etc., designed and delivered by real Silicon Valley's product practitioners.
Senior Professionals from NXP, Philips, Ericsson, Telfort who have attended the workshop in the past have had rave reviews for workshop and references are available on request.
The Fresh Connection - Simulation based Supply Chain Learning PlatformFrinson Francis
The Fresh Connection is a Web based Business Simulation in the area of Supply Chain Management and Organisation Wide Collaboration used for Experiential Learning. Learn Supply Chain Management, Supply Chain Performance and Analysis, Sales and Operations Planning, Inventory Management, Supply Chain Strategy, Demand Planning, Collaboration, Risk Management in Supply Chains with in-house workshops at your company
Experience Strategy - Change to a Customer-Driven CompanyUSECON
Change to a Customer Driven Company
The successful enterprise of today is defined by a solid
Experience Strategy that enables the delivery of brilliant
customer experience throughout the whole product and
service portfolio. Grounded in our experience from more
than 500 industrial projects we will guide you through
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Strategy.
In the dynamic landscape of project management, where precision, efficiency, and strategic planning are paramount, the Project Management Institute (PMI) stands as a global beacon of excellence.
How to anticipate changes in business models of customers. How to avoid being surprised. How to use them as the drivers of growth and change in the own organization
Leading Innovation and Change Best Practice Case Study Cl.docxcroysierkathey
Leading Innovation and Change: Best Practice Case Study
Client - a company synonymous with the term innovation. Since its inception, the company
founders have instilled a belief in unique product creation, including life altering product
innovations such as the light bulb envelope, TV tube, and optical waveguides. This concept of
innovation has been deemed one of the company's most essential quality programs, bridging
functional groups within the organization, renewing itself through continued time and iterations.
For the client, innovation not only challenges traditional ways to thinking, but has become a key
impetus to drive change. Innovation converts ideas into opportunities.
The client began its journey with the realization that the rate of new product development would
be insufficient to maintain company profitability in the future. In the late 1970's and early 1980's
there was a cycle of small pockets of promising technological advances, defensive moves, and
diminishing returns. Previously the company's innovation processes had been defined only within
the areas of research, product development, and engineering. The client began by analyzing past
innovations and the successes and failures associated with each, and benchmarking their own
best practices and lessons learned.
The client has defined innovative effectiveness as: requiring an understanding of overall
corporate and business strategies; developing organizational roadmaps based on customers, the
market, competitors, strengths and weaknesses, and resources; ability to evaluate, prioritize, and
select projects; and executing the selected project well. The key elements of innovation
intervention are: an innovation task force, composed of key innovators; the utilization of company
history as a resource for innovation; a focus on strengths and resources in a project of paramount
importance, referred to as "flexible critical mass;" and a two-and-a-half-day innovation conference
for 200 company leaders which focuses on reintroducing the innovation process.
Through the work conducted by the task force, not only were successes analyzed, but so were
areas in which the organization had fallen short over the years. By improving innovation by 10%
per year, costs could be cut in half, and doubling that rate would be equivocal to doubling the
RD&E spending level. This success would come down to the restoration of simple fundamentals:
- An environment and culture of energy and enthusiasm
- Entrepreneurial behavior at all levels
- The right people in the right places
- Sound business and technological strategies
- Improved processes for nurturing ideas
- Organizational mechanisms that could support the organization's drive for results.
Critical success factors also emerged from the client’s innovation conference, focusing on:
training programs at all levels within the company which would become a part of project reviews
and the deployment of empl ...
ECR Europe Forum '08. Implementing sustainable changeECR Community
Implementing sustainable change
We may agree that we need to change the current business models of our industry. But how do we implement this change in a sustainable way? Hear from leading retailers the challenges they face to manage change throughout their organisations and the role academia can play to help them implement sustainable change.
Speakers: Dan Jones, Lean Academy; Katerina Pramatari, Athens University.
Facilitated by the International Commerce Institute.
At Techbox Square, in Singapore, we're not just creative web designers and developers, we're the driving force behind your brand identity. Contact us today.
Building Your Employer Brand with Social MediaLuanWise
Presented at The Global HR Summit, 6th June 2024
In this keynote, Luan Wise will provide invaluable insights to elevate your employer brand on social media platforms including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok. You'll learn how compelling content can authentically showcase your company culture, values, and employee experiences to support your talent acquisition and retention objectives. Additionally, you'll understand the power of employee advocacy to amplify reach and engagement – helping to position your organization as an employer of choice in today's competitive talent landscape.
Tata Group Dials Taiwan for Its Chipmaking Ambition in Gujarat’s DholeraAvirahi City Dholera
The Tata Group, a titan of Indian industry, is making waves with its advanced talks with Taiwanese chipmakers Powerchip Semiconductor Manufacturing Corporation (PSMC) and UMC Group. The goal? Establishing a cutting-edge semiconductor fabrication unit (fab) in Dholera, Gujarat. This isn’t just any project; it’s a potential game changer for India’s chipmaking aspirations and a boon for investors seeking promising residential projects in dholera sir.
Visit : https://www.avirahi.com/blog/tata-group-dials-taiwan-for-its-chipmaking-ambition-in-gujarats-dholera/
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Understanding User Needs and Satisfying ThemAggregage
https://www.productmanagementtoday.com/frs/26903918/understanding-user-needs-and-satisfying-them
We know we want to create products which our customers find to be valuable. Whether we label it as customer-centric or product-led depends on how long we've been doing product management. There are three challenges we face when doing this. The obvious challenge is figuring out what our users need; the non-obvious challenges are in creating a shared understanding of those needs and in sensing if what we're doing is meeting those needs.
In this webinar, we won't focus on the research methods for discovering user-needs. We will focus on synthesis of the needs we discover, communication and alignment tools, and how we operationalize addressing those needs.
Industry expert Scott Sehlhorst will:
• Introduce a taxonomy for user goals with real world examples
• Present the Onion Diagram, a tool for contextualizing task-level goals
• Illustrate how customer journey maps capture activity-level and task-level goals
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Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
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Agency Managed Advisory Board As a Solution To Career Path Defining Business ...
Progressive Management Programme 2011
1. Progressive Management Programme
2011
The Consumer Goods Leadership Programme
“Jump in! You’re going to be surrounded by very good
Sir Terry Leahy people, you’re going to learn important things about
CEO, Tesco PLC the business and you’re going to be equipped with
very valuable skills in your career development going
forward.”
Programme Benefits
Prompt, identifiable investment return from
implementing business practices studied during
the programme
Access to the latest business-relevant academic
thinking and research
Interaction with innovative business leaders from
around the world
Creation of strong relationships across the value
chain, complementing existing corporate
leadership programmes
2. The Progressive Management Programme Organisation
Programme (PMP) is presented by
Each five-day module consists of sessions led
the International Commerce by leading academics, together with
Institute (ICI) of ECR Europe interactive discussions led by captains of
Consumer Goods Companies
The mission of the International Commerce Future and current business practices
Institute is to bring about a behavioural are brought to life with:
change in relationships among thousands of
Consumer Goods practitioners by promoting • simulations
joint value creation through shared learning • field trips / learning journeys
and the implementation of
ECR best practices. • strategic case studies from different
countries / markets
For more information on ECR Europe, visit: • group exercises
www.ecr-all.org These sessions are designed to stretch
participants to think about how research
concepts and results can be exploited in
their future roles as business leaders in
the Consumer Goods Sector.
Programme Personnel
Stephanie Penning Prof. Dr. Arnd Huchzermeier Peter Jordan
Programme Director Academic Director Industry Director
Stephanie is the main contact for Arnd is responsible for supporting Peter’s role is to ensure the PMP
all participants on the PMP, each PMP Module Director in provides the best industry-
ensuring they capitalise on this ensuring Academic rigor for the relevant topics and for sourcing
unique experience. She is also PMP. He is also the Executing Senior Industry Executives to
responsible for the PMP Alumni and Supply Module Director. present.
its events.
Arnd is the Chair of Production Peter has recently set up his own
After 30+ years of multi-sector Management at WHU, Vallendar consultancy, after nearly 40 years
business experience, Stephanie and an ICI Board Member. His experience in the FMCG business,
now trains, coaches and mentors many research interests include: including 20+ years at Kraft.
Senior Executives and Managers in Supply/Value Chain Management
the skills they need to achieve and Optimisation; Management Peter has widespread knowledge
business success through the of Quality & Industrial Excellence; of B-2-B and international Supply
people in their organisations. Promotion Planning and Store Chain standards. He has worked
Performance Optimisation. extensively with ECR, GCI and
GS1, including as co-chair of the
GCI Global Steering Group.
Kerstin Wickel, Programme Coordinator
Kerstin supports the directors and liaises with each Module Coordinator in ensuring all logistical arrangements are
communicated with all participants. Kerstin is also the Coordinator for the Module on Executing Supply.
2
3. Introduction to the Programme
The Consumer Goods Business is under constant pressure. The need to meet
changing consumer needs, environmental issues, food shortages, volatile fuel prices
and recovery from the global recession are huge challenges.
Strategies to overcome these and other issues; to also satisfy consumer needs and
increase innovation, all need creative input from globally-orientated, original and
leading-edge sources.
Participating on the Progressive Management Programme (PMP) provides
the only opportunity to have access to the latest thinking, techniques and
strategies for the business leaders of the future to find the right solutions
for consumers - and the whole Value Chain.
The Goal of the Programme
...is to enable executive-level participants to
gain a different perspective on the challenges
facing the Consumer Goods Business today, to
confidently develop and implement innovative
and sophisticated corporate strategies.
From functional specialists to full-spectrum
strategists, to be able to take emerging ideas
from leading academics and implement them for
the benefit of their company, trading partners
and the future Consumer Goods Business.
By the end of the Programme, each participant will be able to:
• define different aspects of consumer behaviour; how they can be examined and
influenced to enhance the worth of each consumer to the total value chain
• examine innovative marketing and promotional methods for collaborative campaigns,
thus optimising shoppers’ experiences and increasing benefits to the whole value chain
• describe the benefits gained across the value chain by deploying industry initiatives
such as New Ways of Working and Jointly Agreed Growth
• evaluate the latest techniques for collaborative supply/value chain efficiency in order to
select those most appropriate for his/her company and its trading partners
• assess the personal skills required to lead other people in the industry through strategic
change that provides an Efficient Consumer Response (ECR)
3
4. Background to the Programme
The ECR (Efficient Consumer Response) The ‘Case for ECR’ Study found:
movement began in the early 1990’s and was
characterised by the emergence of new principles of • Since 1995 3.6% of consumer sales value has
collaborative management along the supply chain. been saved through successful ECR adoption in
Europe = €18 billion benefit in cost and
The aim being:
inventory reduction. At least 3.3% of retail
Working Together to Fulfil Consumer sales value can be saved.
Wishes Better, Faster and a Less Cost.
• Potential sales growth of 5% (€42 billion) is
available by meeting shoppers and consumers
This reality required a fundamental reconsideration of needs better through improved information,
the most effective way of delivering the right plus new product and service offerings in store.
products to consumers at the right price.
• Top tier ECR adopters enjoy 6% better service
To better serve the consumer, ECR set out to invert levels, 5% higher on shelf availability and 10
the traditional model and break down non-productive days lower finished goods inventories than low
barriers. The impacts were extensive and continue to or non adopters of ECR practices.
resonate across the Consumer Goods Business.
Multi-faceted, cross-functional
ECR is 80% people / 20% technology teams ensure collaboration is not
reliant on one or two individuals
New Ways of Working Jointly Agreed Growth (JAG)
New Ways of Working Together is a project, launched
in 2008, resulting from the Global Commerce Initiative Driving demand and generating growth requires the
(GCI) study “2016: The Future Value Chain”. Consumer Goods Business to innovate, which
requires change not just in the range of products and
Its purpose is to develop new ways for vertical trading services, but also in the ways of working together.
partners to work together – including sustainable
The JAG process, launched by ECR in 2008,
changes in culture, collaborative business planning and
new measures and rewards. provides: a shopper-centric approach to business
planning and negotiation; a fact-based approach
New Ways of Working Together is about business allowing reliable quantification of the opportunities &
objective selection of growth targets; a co-generated
transformation to better satisfy the consumer and
growth plan to drive demand by increased consumer
shopper, with four main areas: Focus on the
Consumer; Connecting Business Information; and shopper satisfaction; and a three-year rolling
business plan with annual review.
Preparing People for the New World; and Sharing the
Supply Chain.
These two strategic Industry initiatives form the key RED THREAD
through the whole Progressive Management Programme.
4
5. Participants of the Programme
Executives who:
• Are ready for the next corporate challenge in
their company, sponsored by their superior,
• Or who nominate themselves, as an important
extension to their continuous professional
development,
• Or who seek to acquire a more global view on
the Consumer Goods industry of the future,
having already completed internal development
programmes and/or an MBA,
• Or who are interested in understanding the
particular challenges faced by the Consumer
Goods business.
In summary, executives who are the next
generation of business leaders in Retailers,
Manufacturers or Service Providers.
... and who have:
• Senior positions in sales, marketing,
business development / innovation,
purchasing, commercial, distribution,
“One year from now, we have to be considered logistics / supply chain, as well as customer
better than we are now. The key is to development / relationship management and
collaborate and compete. Seeing things from the finance departments.
other side delivers win-win-win. We need to do
this, not wait for others. I will create joint
business plans with our new suppliers in China • At least 5 to 10 years of industry experience,
and help to create a PMP in Asia!“ reporting to board (or operating) directors
• A good command of English language
Tony Hoggett,
Regional Director,
• Potential to take new, unusual, emerging
Tesco Turkey
ideas and implement strategies from them
• Assurance from their Company to commit to
the programme and derive benefits from it to
gain a win-win-win!
“I now have 11 key practical, yet strategic actions to
benefit my business, plus 3 personal ones. My main
takeaway is that things can really happen – it’s all about
people. I will take category as a key topic for shared growth
– with my new colleagues! This would not be possible
without the PMP!”
Victor Geus,
Director Category Strategy
GlaxoSmithKline
5
6. Module One: Understanding Consumers
In an increasingly global and competitive market with more sophisticated and
knowledgeable consumers, data and information about consumers and
consumer trends are critical to the success of consumer goods companies
throughout the value chain. This module highlights successful initiatives and
techniques for companies to collaborate in sharing information and
understanding the ever-growing complexity of “the shopper”, thereby enabling
both parties to align their business and marketing plans.
This module will comprise a range of Academic & Industry
speaker sessions describing leading-edge research and strategic
case-studies; plus field trips, simulations and group-work
covering topics including:
The Collaborative Landscape – Present and Future
Shopper Loyalty Beyond Reason
Consumers’ Willingness to Pay: the Psychology of Pricing
Brand Appeal and the value of Brand Assets
Future Trends in Consumer Retailing, using 21st Century
Paul Polman, CEO Unilever Technology
30 January to 4 February, 2011 at London Business School, London, UK
“We need to Talk-the-Walk and to Walk-the-Talk. I learned a lot
during the Programme and realise even more that there is still
lots to do!
My first action is to initiate a project with a Retailer I met here, Kees-Jan de Vries,
st
starting with a meeting with them on 1 October and to present our
Global Account Director
case at the ECR Forum 2009 in Barcelona.”
Coca-Cola
Module Two: Generating Demand
The link between understanding consumers and actually persuading them to
purchase can be complex and fraught with challenges. Success depends on
relating the most efficient channel-to-market and format to suit the chosen
consumer segments, whilst arranging company processes to be truly shopper-
centric. This module highlights successful initiatives and techniques for companies
to collaborate in identifying different shopper behaviours, to improve
promotions effectiveness and in-store policies.
This module will comprise a range of Academic & Industry
speaker sessions describing leading-edge research and
strategic case-studies; plus field trips, simulations and group-
work covering topics including:
Retail Execution: Different Models, Markets and Formats
Pricing and Promotion Management, Unplanned Purchasing
Linking Marketing to Financial Metrics
Scenario Planning / Peripheral Vision
Innovation Tournaments
Innovation Tournaments
Taking Innovative Ideas to Execution
28 March to 1 April, 2011 at the Wharton School, Philadelphia, USA
6
7. Module Three: Executing Supply
Fulfilment of consumer needs can be just as complex as generating consumer
demand for all sizes of companies, especially in a global, highly competitive
market. Today’s Value-Chains need to make sophisticated and coordinated use
of the increasing range of tools now available. This module highlights successful
initiatives and techniques for companies to gain Value Chain efficiencies and
the management of the supplier-buyer relationship for the efficient fulfilment
of shopper demands.
This module will comprise a range of Academic & Industry speaker sessions
describing leading-edge research and strategic case-studies; plus field trips,
simulations and group-work covering topics including:
Industrial / Service Excellence for Sustainable Advantage
Supply Chain Collaboration, including Out-sourcing and Direct Marketing
Information Sharing in the Supply Chain / Best Practice in Distribution
The Future Retail Supply Chain / Best Practice in Logistics Services
Innovative Store Value-Chain Technologies / Best Practice in Retailing
Prof. Dan Jones
Lean Solutions
23 to 27 May, 2011 at the WHU, Vallendar, near Koblenz, Germany
Module Four: Leading Change
Companies that are the leaders in the consumer goods business need to
have executives who are courageous, knowledgeable and dedicated to lead
people through significant changes to work practices and company procedures,
whilst maintaining continuity of workforce loyalty and commitment. This
module highlights successful techniques for applying key tools for fair process
and internal communication that improve your impact as a leader in your
company, your trading partners and the Value Chain.
This module will comprise a range of Academic & Industry
speaker sessions describing leading-edge research and strategic
case-studies; plus field trips, simulations and group-work
covering topics including:
Fair Process & Leadership in the future consumer
environment
Collaborative Innovation: Jointly Agreed Growth
Leading Effective Teams for continued High Performance
Personal Commitment to Strategic Change in your
Company and the Consumer Goods Business
A Celebration of Achievement:
The PMP Graduation Awards
5 to 9 September, 2011 at INSEAD, Fontainebleau, France
The exact session timetable and content for each module, together with hotel details, maps and
directions - plus any pre-reading information - will be sent 3-4 weeks before each module starts.
7
8. Module 1 – Understanding Consumers
30 January to 4 February, 2011 at London Business School, London, UK
Module 2 – Generating Demand
28 March to 1 April, 2011 at The Wharton School, Philadelphia, USA
Module 3 – Executing Supply
23 to 27 May, 2011 at WHU, Vallendar, near Koblenz, Germany
Module 4 – Leading Change
5 to 9 September, 2011 at INSEAD, Fontainebleau, France
For the latest information, or to request
your application form, in confidence,
please call:
Stephanie Penning
Tel: +39-349-243-3706
E: stephanie.penning@ecreurope.com
International Commerce Institute
ECR Europe
9 Avenue des Gaulois
B-1040 Brussels
Belgium
8