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Organisational Transformation Series

Retooling at every level of any organization is paramount at this time, and the Sagicor Cave Hill School of Business and Management has created its Organisational Transformation Series to do just that for all future oriented individuals and organisations, who want to achieve or maintain that competitive edge.

This series will help to bring real world cases and simulations to help leaders create innovative breakthroughs, maximise team productivity and gain new knowledge to face the future. Through hands-on exercises and stimulating discussions, you’ll learn concepts and theories that will help you to navigate the changing environment with more confidence.

Structuring Effective Organisations

FACILITATOR: Dr. Akhentoolove Corbin 

Date: 17th – 20th May 2021

Location: Online

Cost: USD $150.00

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PROGRAMME DESCRIPTION 

Structuring organizations effectively within today’s dynamic and competitive business environment is necessary for achieving efficient and successful day to day operations. A crucial element of an organization fulfilling its mission effectively, is the organization operating within a structure best suited to its purposes, as it is a known fact, that smooth operations are the natural outcome, with a functional organizational structure in place. Business leaders and executives therefore must keep abreast and continuously grasp the knowledge required to structure their organizations effectively. In this way, clear internal communication is attained, business decisions and solutions are more easily made, tasks are performed smoothly, an improvement in customer service is noticed, and ultimately, the entire organization operates to its maximum capacity with minimal problems. Thus, this programme aims to teach participants how to design an organizational structure that aligns with a company’s strategy.

 

PROGRAMME LEARNING OBJECTIVES

Upon completion of the programme, participants should have:

  • Became familiar with a variety of organizational structure types – from traditional structures to modern variations.
  • An understanding of the pros and cons of various organizational structures, which can be applied at different stages of the business life cycle.
  • Discovered the connection between organizational structures and supporting elements such as specialization, chain of command, boundary spanning, and more.

 

RESOURCES

The programme will utilise the following material:

  • A Harvard Business School Industry and Background Note on Organizational Structure
  • A Harvard Business Review Article: Beyond the Holacracy Hype
  • A Harvard Business School Case: Transformation at Eli Lilly & Co.
  • A Harvard Business Publishing Organizational Design Simulation: Evolving Structures

 Facilitator’s Biography

AKHENTOOLOVE CORBIN, PHD.

Dr. Corbin is currently a Senior Lecturer in the Department of Management Studies (DOMS), Cave Hill Campus and teaches undergraduate courses in Business Strategy and Policy; and post-graduate in Strategic Planning and Management, Human Resource Development, Performance Management and Strategic Human Resource Management.

Dr. Corbin leads the Group for Leadership Competitiveness and Harmony (GLEACH), which is a DOMS research group that is dedicated to analysing and publishing papers related to the relationships between HRM, leadership, harmony, culture in organizations and competitive outcomes. He has published refereed papers and articles in academic journals, magazines and daily newspapers spanning areas of leadership, human resource management, harmony and culture. He has special interests in women in leadership in Small Island Developing States (SIDS) and harmony and leadership in organisations.

Akhentoolove is a graduate of the University of the West Indies, Cave Hill Campus with a PhD. and B.Sc. Degrees in Management and a graduate of the London School of Economics and Political Science (LSE), United Kingdom, where he was awarded a MSc. Degree in Personnel Management and Industrial Relations with Distinction. He is trained in teaching and learning, and has a teaching philosophy which states that the role of the lecturer is to facilitate the development of students’ analytical, creative and innovative capabilities as part of the learning process.

As an HR practitioner and Consultant, Dr. Corbin has extensive experience in the fields of Strategic Human Resources Management and Service Quality Management, having worked in both public and private sector organizations. He has consulted extensively across the northern and southern Caribbean mainly in tourism and financial services industries, including facilitating strategic planning retreats and assisting in the development of strategic plans.

Introduction to FinTech

FACILITATOR: Mr. Roland Haggins 

Date: 25th – 28th May 2021

Location: Online

Cost: USD $150.00

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PROGRAMME DESCRIPTION

Fintech, financial technology, is a digital revolution radically changing how we live as a society, and how we do business professionally. Fintech has helped companies of all sizes understand and manage the data they gather, by creating tools and processes which convert it into meaningful data, and enables businesses to analyze patterns, trends or links. Fintech has achieved popularity in the world of finance, having the capability to extend financial inclusion, improve the daily lives of people, and spur growth. The rise of Fintech has opened an array of opportunities for smart cities to develop and thrive. Also, the importance of Fintech has increased in the age of the COVID-19 pandemic, given the need for social distancing and contactless transactions. Going forward, especially during this ongoing COVID-19 pandemic, Fintech is expected to be an integral part of our financial lives. Therefore, business professionals, especially in the finance sector, should be well aware of fintech and the on-going changes resulting from Fintech. Thus, this programme aims to help participants understand how technology is disrupting the financial services industry.

 

PROGRAMME LEARNING OBJECTIVES

Upon completion of the programme, participants should have:

  • Learned about the evolution of the Fintech landscape and the ecosystem of companies involved.
  • Learned about various Fintech business models and types of investment made possible by Fintech.
  • An understanding of the impact of Fintech on traditional banks and financial institutions broadly, and determine appropriate responses from banks/financial institutions in the wake of Fintech.
  • Learned about influential technologies that are used in Fintech such as application program interface (API), artificial intelligence (AI), and machine learning.

 

RESOURCES

The programme will utilise the following material:

  • A Darden School of Business Industry and Background Note: A Global Fintech Overview
  • A Business Horizons Article – Fintech: Ecosystem, Business Models, Investment Decisions, and Challenges
  • A Darden School of Business Case – Cutting through the Fog: Finding a Future with Fintech

Facilitator’s Biography:

Mr. Roland Haggins

Roland Haggins has over 20 years of business, technology and financial services experience with a focus on investments, decentralised finance and CBDCs. He has worked with investment giant Franklin Templeton, and as a business consultant where he has provided advice to MSMEs, large companies and advice at an IMF, ILO, UN (193 countries) and Government level across the world. Roland has also led projects to create jobs and improve the ease of doing business. He has also used his knowledge of the financial system to develop, coordinate and lecture banking and finance courses for the University of the West Indies.

Roland earned a Bachelor’s Degree with First Class Honours in Economics with Banking from the University of Greenwich before obtaining his Master’s of Science Degree (with Distinction) in Finance and Investment from Queen Mary University. 

Moving from Data to Decision

FACILITATOR: Mr. Terry Scantlebury

Date: 31st May – 3rd June 2021

Location: Online

Cost: USD $150.00

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PROGRAMME DESCRIPTION

The world is being overrun with data, and the amount of information collected has never been greater and more complex. As a result, organisations are finding the process of managing and analyzing their data more difficult. Data-driven decision-making is a measure to succeed in the digital era and a strategy that uses data to inform smarter business decisions, making organisations less vulnerable to risky decisions going wrong. Thus, in this volatile environment of data driven disruption, business executives need to maintain their focus on including analytics into their core business decision making process. By embedding data analytics into their core strategy, business executives can streamline internal business processes, identify unfolding consumer trends, interpret and monitor emerging risks, and build mechanisms for constant feedback and improvement. Driving analytical transformations will therefore enable organisations to gain a competitive edge, increase profits and reduce costs, and remain at the forefront of digital disruption. Data-driven decision-making will allow organisations to make more confident decisions, become more proactive and realize cost savings. Transforming how an organisation makes decisions is challenging, but incorporating data and analytics into decision-making cycles will make the most transformative impact on an organisation. This level of transformation requires a dedicated approach to developing and refining an analytics programme. Thus, this programme aims to teach participants how to collect, analyze, and act on data to make smart business decisions.

 

PROGRAMME LEARNING OBJECTIVES

Upon completion of the programme, participants should have:

  • Gained a general introduction to the possible business applications of analytics.
  • Learned how big data has enhanced the power of traditional analytics by increasing the volume, velocity, and variety of data that businesses can gather and assess.
  • Understood that using analytics for decision making is an iterative process; each decision can yield new data that, in turn, can also be analyzed.

RESOURCES

The programme will utilise the following material:

  • A Harvard Business Review Article – Competing on Analytics
  • A Harvard Business Review Article – Big Data: The Management Revolution
  • A Harvard Business School Case: Managing with Analytics at Procter & Gamble
  • A Harvard Business Publishing Data Analytics Simulation: Strategic Decision Making

Facilitator’s Biography

Mr. Terry Scantlebury, an Information Technology professional as well as a facilitator for The University of the West Indies, Cave Hill Campus. He holds a BSc., double major, 1st class honours, in Maths & Computer Science from U.W.I and an Executive MBA from the Cave Hill School of Business.

Mr. Scantlebury is currently Group ICT & Business Solutions’ Manager at a local conglomerate in Barbados, with 25+ years of experience including management/supervision; software development and support; hardware selection and implementation; telecommunications configurations; various database management systems installations and configurations; business process re-engineering; BI and analytics – data modelling and interface design; and digital & mobile solutions.

In addition to his full time job, he facilitated several courses for The U.W.I Cave Hill Campus, Open Campus and The Sagicor Cave Hill School of Business and Management (SCHSBM). Among these are Management Information Systems (MGMT2006). Mr. Scantlebury also taught a number of other courses for the U.W.I at both undergraduate and post graduate level namely Microcomputer Applications for Management (MGMT2005), Information Technology and Management for Tourism and Hospitality (TOUR6070), Professional Skills for Environmental Managers (ENVT6002) ; Strategies for Managing Big Data and Analytics (GEMA6203); Information Technology for Caribbean Social Security (SOSM0103); And Data Preparation & Data Visualization (BUSA6002) which I currently facilitate.

Mr. Scantlebury’s hobbies include reading (mainly sci-fi), jogging, cycling and listening to and playing music (he plays the keyboard).

Entrepreneurship Toolkit

FACILITATOR: Prof. Paul Pounder

Date: TBA

Location: Online

Cost: USD $250.00

PROGRAMME DESCRIPTION 

The desire for individuals to become self-employed business owners has led to significant increase in the number of entrepreneurs. Entrepreneurship results in the creation of job opportunities, innovation, and a fundamental change in entire economies, ultimately leading to the improvement of economies. Entrepreneurs play a disproportionate role in commercialization of new products, and essentially, all of the most transformative innovations have been brought to the fore by entrepreneurs.  Therefore, entrepreneurs help to drive change with innovation, where new and improved products enable new markets to be developed. Entrepreneurs are often thought of as national assets to be refined, motivated and remunerated to the greatest possible extent. In order for entrepreneurs to continue to drive successful innovation and implementation of business ideas, in the ever changing business environment, they must continuously equip themselves with the skills and knowledge required to do so. Thus, this programme aims to teach participants how to apply design thinking and business experimentation to spur innovation.

 

PROGRAMME LEARNING OBJECTIVES

Upon completion of the programme, participants should have:

  • Explored different approaches to business experimentation and understand the benefits associated with embracing a test-and-learn approach.
  • Learned how to overcome organizational obstacles when experimenting.
  • An understanding of hypothesis-driven entrepreneurship, including its development process, how it compares to other approaches, and its limitations.

 

RESOURCES

The programme will utilise the following material:

  • A Harvard Business Review Article: A Step-by-Step Guide to Smart Business Experiments
  • A Harvard Business Publishing Core Curriculum Entrepreneurship Reading: Experimenting in the Entrepreneurial Venture
  • A Harvard Business School Case: Design Thinking and Innovation at Apple
  • A Harvard Business Publishing New Venture Simulation: The Food Truck Challenge

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Facilitator’s Biography:

Professor Paul Pounder

Paul Pounder is a Professor of Entrepreneurship and Director of Graduate Programs at St. George’s University in Grenada, West Indies. Professor Pounder earned a BBA in Entrepreneurship with honors from Brock University in Canada and a PhD in Mechanical and Manufacturing Engineering from the University of Birmingham in the UK.  His research focus consists of teaching and learning entrepreneurship, the entrepreneurial environment, social entrepreneurship and leadership. Professor Pounder has over 20 years consulting and conducting executive training for several national, regional and international organizations.

Delivering on Your Value Proposition

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PROGRAMME DESCRIPTION

The importance of value creation must not be overlooked. Value creation is the bedrock of business, setting you apart from the competition, securing long-term customers, and bringing distinct meaning to your brand and your solution. Hence, value creation is an essential base to supporting a profitable and lasting business. For creating value in a systematic way, the value chain is a very powerful tool. A value chain consists of value creating activities, and is a step-by-step business model for transforming a product or service from idea to reality. Value chains help increase a business’s efficiency, allowing the business to deliver the most value for the least possible cost. The ultimate goal of a value chain is to create a competitive advantage for a company by increasing productivity while keeping costs reasonable. Value creation, therefore, is critical for the longevity of a business, as without it, both customer retention and bottom line is threatened, and a unique offering is rendered just another commodity in the eyes of the target market. Thus, this programme aims to teach participants how the value chain can be used to create superior customer value.

 

PROGRAMME LEARNING OBJECTIVES

Upon completion of the programme, participants should have:

  • Understood what a value chain is and how it can be a powerful tool for finding potential sources of competitive advantage.
  • Used value chain analysis to make consistent business activity choices that support a firm’s customer value proposition.
  • Illustrated the interdependent nature of elements across the value chain in developing and implementing strategy for a new product.

 

RESOURCES

The programme will utilise the following material:

  • A Harvard Business Review Chapter on Competitive Advantage: The Value Chain and Your P&L – Applying Michael Porter’s Value Chain Framework to Your Business
  • A Harvard Business Publishing Core Curriculum Strategy Reading: Competitive Advantage
  • A Harvard Business School Case: Curled Metal Inc. – Engineered Products Division
  • A Harvard Business Publishing Strategy Simulation: Value Champion
Market Segmentation

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PROGRAMME DESCRIPTION

Marketing results don’t just happen by chance. Without them, a business simply will not go anywhere because it would not be seen. Many business owners have not discovered the importance of a marketing strategy. Having a marketing strategy provides a useful road map which guides every business decision made. Every business should spend time creating a clear marketing strategy, so as to highlight the path necessary to take, in order to achieve specific objectives and goals. With a marketing strategy, a business is able to reach and connect with its target audience, with relevant content that appeals to them, and ultimately will grow in the long run. Furthermore, a marketing strategy provides a business with an edge over its competitors. Since one aspect of a marketing strategy affects all of the others, the coordination of activities and ensuring that all departments are aware of what each is doing, is critical to eliminating interference and maximizing profits. Therefore, it is quite important to understand how to create an integrated marketing strategy, that will assist with making better individual decisions, regarding specific marketing tactics. Thus, this programme aims to teach participants how to develop a marketing strategy to target high-value audiences with unique value propositions.

 

PROGRAMME LEARNING OBJECTIVES

Upon completion of the programme, participants should have:

  • Understood how segmentation, targeting, and positioning influence the formation of marketing strategy.
  • Been introduced to the various approaches to segmentation and targeting.
  • Understood the shortcomings of psychographic market segmentation and learned about a more effective approach.

 

RESOURCES

The programme will utilise the following material:

  • A Harvard Business Publishing Core Curriculum Marketing Reading: Segmentation and Targeting
  • A Harvard Business Review Article: Rediscovering Market Segmentation
  • A Harvard Business School Case: The Fashion Channel
  • A Harvard Business Publishing Marketing Simulation: Managing Segments and Customers Version 3
Crisis Management: Preparing for the Unpredictable (Cybersecurity)

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PROGRAMME DESCRIPTION 

It has never been more important for business leaders to understand the nature of the threats they face and the level of risk they accept. All organisations are facing increasingly advanced and damaging cyber attacks, the scale and complexity of which is unprecedented. The truth is that a cyber security incident is a crisis scenario that every organization is vulnerable to. In the case of a crisis, the organization faces a situation that might seriously impact the organization, its reputation, financial stability and even its viability as a business. Building and rehearsing a holistic capability to respond to a cyber attack recognises that the ‘cyber’ is a challenge for the whole organisation. It is essential that a resilient organisation is constructed, having the necessary expertise required to prevent and manage crises. Areas for improvement should be identified, and are vital when building resilience. Organizations should utilise a crisis management programme, making it possible to manage crises, without affecting the normal everyday operations, through establishing effective tools for cooperation and communication, given that businesses tend to have a dependency on critical relationships with key customers and other stakeholders. Thus, this programme aims to teach participants how to prepare for and potentially avoid crippling IT incidents.

 

PROGRAMME LEARNING OBJECTIVES

Upon completion of the programme, participants should have:

  • Reviewed lessons learned from executives who experienced cyber attacks first hand.
  • Learned how the US military closes critical gaps in security by focusing on reducing human error.
  • Understood how to manage priorities during a crisis prompted by a cyber attack.

 

RESOURCES

The programme will utilise the following material:

  • A Harvard Business Review Article – “They Burned the House Down”
  • A Harvard Business Review Article – Cybersecurity’s Human Factor: Lessons from the Pentagon
  • A Harvard Business School Case: iPremier (A): Denial Service Attack (Graphic Novel Version)
  • A Harvard Business Publishing IT Management Simulation: Cyber Attack!

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